Post on 02-Apr-2018
1 Introduction 2 Creazy - PHL University College 3 Entrepreneurship – Creativity – Innovation in Belgium 4 Statistics on Innovation 5 Creative Incubator 6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
1 Introduction 2 Creazy - PHL University College 3 Entrepreneurship – Creativity – Innovation in Belgium 4 Statistics on Innovation 5 Creative Incubator 6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
Jean-Pierre Segers is • Master in applied economics & public affairs • DEAN of the business school of PHL University College • Main fields of research are small business/entrepreneurship,
innovation & technology management, national & regional systems of innovation and public private partnerships
• Former researcher at the Small Business Research Institute of the university of Brussels
Karl Boumans is • Master in law and psychology • Specialisation in social skills - creativity – (open)innovation • CEO - Creazy
1 Introduction 2 Creazy - PHL University College 3 Entrepreneurship – Creativity – Innovation in Belgium 4 Statistics on Innovation 5 Creative Incubator 6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
PHL University College www.phl.be
Jean-Pierre Segers DEAN
Business Management
Office Management
Applied Information Technology
5 deputy coordinators
Business department: 1800 students
PHL University College - BUSINESS Department - Structure
Business Management
Accounting Taxes and
Management Accounting
Finance & Insurance
Logistics Management
Marketing
Law
Office Management
Management Assistant
Business Translator & Interpreter
Medical Management
Assistant
Applied Information Technology
Application Development
Software Management
Data Systems & Networks
PHL University College - BUSINESS Department - Structure
Key fields of study
EDUCATIONAL QUALITY
Business Management
Office Management
Applied Information Technology
APPLIED RESEARCH
LOGIC – TINFO – MARK-IT
Other research networks
RENDERING SERVICES
Limburg (EUR)region
Business Networking
PHL University College - BUSINESS Department - Structure
Focus Point – Key Performance Fields
Internationalization (inbound & outbound
students)
Life Long Learning
PHL University College - BUSINESS Department
Internationalisation
International student mobility International staff mobility Erasmus (scholarship / EU 20%) Bilateral exchange Magellan NAFSA
1 Introduction 2 Creazy - PHL University College 3 Entrepreneurship – Creativity – Innovation in Belgium 4 Statistics on Innovation 5 Creative Incubator 6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
Entrepreneurship
o Individuals, on their own, in teams, within and outside existing organizations
o Create new economic opportunities new products, new production methods, new organizational schemes and new product-market combinations
o Introduce ideas in the market o Face uncertainty and other obstacles o Making decisions o Use of resources and institutions o New firms/startups enhance knowledge spillover(s) o New and small firms grow more on average than large existing firms >
regional economic growth potential
Belgium – some key facts Federal state
o 3 regions: Flanders - Brussels (capital district) – Wallonia
o founding member of EU | member of EURO-zone
o highly open economy > exports
o knowledge based economy <> no natural resources
o 98% of all firms are small business (EU-parameters)
o 80% of these are family owned SB
o best known large Firm : AB INBEV (beer)
Belgium – some key facts National system of innovation
o Not one national sytem of innovation BUT REGIONAL systems of innovation (Flanders – Wallonia – Brussels)
o HOWEVER: more convergence than divergence
o Technology clusters: micro-electronics - biotech/life sciences - aerospace (Airbus, F16) - green energy
o Many incubator/science parks
o Knowledge based institutions (universities, university colleges, knowledge clusters)
Belgium – some key facts Example: Biotech Startups
o Topresearch > University spin-offs OR company spin-outs
o Rated top in Europe
o Strategic alliances | strategic Technology partnerships / licensing agreements with Big Pharma
o Milistone payments | patents / intellectual property rights
o Possible takeovers by / mergers with Big Pharma
o Lack of long term funding to remain independent
o 7 young biotech firms listed on Euronext Brussels
Belgium – some key facts Biotech Firms
Belgium – some key facts
FLANDERS o University departments/science parks of Leuven, Ghent & Brussels o FlandersBio (“umbrella” lobbying organization) o Flanders Institute for Biotechnology (biotech research platform) o Regional Investment Company of Flanders (seed finance & growth capital)
o Biotech Fund Flanders (venture capital) o Life Sciences Research Partners (private investment company) o Institute for the promotion of Innovation by Science & Technology o Flanders Investment and Trade o University of Leuven Research and Development (tech transfer)
Belgium – some key facts
WALLONIA o University departments/science parks of Liège, Louvain-La-Neuve, e.a. o Regional Investment Company of Wallonia (seed finance & venture capital) o Life Sciences Research Partners (private investment company) o Wallonia Biotech (bio-incubator) o Office for Foreign Investors o Welbio (Walloon Excellence in Life Sciences and Biotechnology)
Belgium is struggling with an “innovation paradox” While we foster a diversity of knowledge based institutions, we do not succeed enough in commercializing this knowledge base
In need of a new growth model (source: Flanders District of Creativity)
Innovation - driven economy
Efficiency - driven economy
Factor - driven economy
China & India
Pros
perit
y pe
r cap
ita
Creative economies
Productivity- driven economy
Factor-driven economy
strength = low cost
strength = efficiency
strength = creativity/ innovation
Innovation = Creativity + Entrepreneurship
Technology Science
Society Business
Creative sectors Culture
new products, new services, new markets, new strategy, new organisation,
new solutions for society …
INNOVATION
Creative sectors Every sector van be creative!
• Audiovisual • New media • Gaming • Design
• Architecture • Fashion • Music • Arts
Impact Creative Inductries 3% of GDP
Share of the creative industries in the GDP of Flanders-Belgium (€ million)
CORE
SUPPORTING
Business failures Does our society accept business failure ?
EUROPE vs USA
USA: YES, YOU CAN ! Belgium: NO ! Don’t try it again ! SCANDINAVIA / NORWAY ?
Serial entrepreneurship ?
Start - up > Failure > Start - up > Failure > Start - up > success / growth / on going concern
Key challenges for the business model
Copyrights / Intellectual Property Rights User generated content: impact of social media Open innovation Open source
e.g. open source Drupal social publishing system (Drupal is an open-source web content management platform) Customers e.g. IKEA – SAP Drupal spin-off : Acquia (software company)
E-…
Corporate venturing Can companies stimulate innovation in-house ? Employees working on the development of new ideas and products Designers are considered to be in-house entrepreneurs e.g. Janssen Pharmaceutica: Venturing and Incubation Center Result ~ corporate spin-outs
1 Introduction 2 Creazy - PHL University College 3 Entrepreneurship – Creativity – Innovation in Belgium 4 Statistics on Innovation 5 Creative Incubator 6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
Start-up-ratio’s
High – growth firms and entrepreneurs
Modest Innovators vs Innovation Leaders
Belgium is one of the innovation followers with an above average performance. Relative strengths are Human resources, Open, excellent and attractive research systems and Linkages & entrepreneurship. Relative weaknesses are in Firm investments, Intellectual assents and Outputs. High growth is observed for Venture capital and Community trademarks. A strong decline is observed for Non-R&D innovation expenditure, Community designs and Sales of new products. Growth performance in Human resources, Open, excellent and attractive research systems, Finance and support, Linkages & entrepreneurship and Intellectual assents is above average. In the other dimensions it is below average.
Norway is one of the moderate innovators with a above average performance. Relative strengths are Human resources, Open, excellent and attractive research systems, Finance and support and Linkages & entrepreneurship. Relative weaknesses are in Firm investments, Intellectual assents, Innovators and Outputs. High growth is observed for New doctorate graduates and Community trademarks. A strong decline is observed for Non-R&D innovation expenditure, Sales of new products. Growth performance in Human resources, Open, excellent and attractive research systems and Intellectual assents is above average. In the other dimensions it is below average.
Annual average per indicator and average country growth
Annual average per indicator and average country growth
% diplomas Mathematics, Sciences, Technology vs Others 2007 2008
International position Flanders R&D 2009
International position Flanders R&D 2009
Total Innovation firms
International position Belgium – Early stage venture capital investment in 2010
European PPP Market 2002 – 2010 by Value
Incidence of large PPP projects in 2010
1 Introduction 2 Creazy - PHL University College 3 Entrepreneurship – Creativity – Innovation in Belgium 4 Statistics on Innovation 5 Creative Incubator 6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
Creative Incubator Building tomorrow’s leading firms
Creative industries
Companies
Social sector
Education LLL
Society
Government
Private
Public
Public Private Partnership
Strategic Partnership
Quadruple helix Industry - Educational & Knowledge institutions –
Government – Social sector organizations
Triple helix Industry - Educational & Knowledge institutions -
Government
Traditional vs Open Innovation
Current regional cluster
Knowledge based institutions
Creative industry
Business
Government
What
The Creative Incubator is a platform which brings together the innovative power of businesses, government, knowledge institutions, the creative industries and the social sector. The Creative Incubator’s goal is to create new and sustainable economic and societal development based on the urgent and complex questions that our society faces. The involvement of the creative industries will help the incubator to break with conventional solutions and to come up with creative, sustainable alternatives with both economic and societal benefits
Bring young, ambitious & creative top talents together with experienced professionals to work on innovative & creative masterprojects Analyze bottlenecks and map opportunities Create open & creative mindset that leads to visualisation of ideas Understand real life business cases Lead to creative startups and entrepreneurial drive Regional cooperation & development
Creative Incubator will allow to
Who
The initiative will be started by Creazy (creative innovation company) and private partner(s) Creazy and partner(s) are now looking for other partners who can actively support the Creative Incubator Possible future partners will be found within the traditional triple helix as well as in public sectors (healthcare, mobility, environment) Creazy calls this group the quadruple helix The Flanders District of Creativity supports the idea of starting Creative Incubators
Key (Network) partners
How
Central to the concept of the Creative Incubator is the Creative Innovation Lab, from which creative and sustainable solutions will emerge. Ideas, concepts and/or research questions will follow a 6-month path through the innovation lab. This path involves 4 steps:
o BrainBath o Ingredients Room o Bubbling Zone o Spin out/off class
The initial ideas and concepts grow into start-ups as they progress through the four phases of the Creative Innovation Lab. This process is strongly supported by specific courses at the supporting universities and university colleges and by the partnering knowledge institutions.
How
After the 6-month period, the most promising start-ups are spun-out and given further support in the Incubator. Ideas that did not lead to a promising start-up receive no further support. However, these ideas will be stored on an open innovation platform, where they can be picked up by anyone who has good ideas about ways to develop them further. The Creative Incubator has several sources for initial ideas and concepts:
o Entrepreneurs can come to the Incubator with an idea o Partner companies can spin-out some of their unused ideas to the
Incubator o Government, society and non-profit organisations can put research
questions into the Incubator
Selection / Assessment
Professional assessments, used within real life selection procedures Personality and behavior with respect to professional / entrepreneurial future entrepreneurial competencies Worldwide distribution of “The Future Project”
The Creative Innovation Lab
MATCHING
Groups (clustering)
Business Cases Creative Talent
Innovation Playground out the box thinking @ inspiring locations in multidisciplinary masterclasses
BrainBath
Ingredients Room
Bubbling Zone Spin out/off Class
Creative event
Innovative event
Dynamic Innovation
Portal
BrainBath The Creative Top Guns will be getting up to speed during a knowhow- & networkexpedition to excell in their ambituous project They will be supported by a team of Experts & Professionals: lectures, case studies, benchmarks, workshops on creativity, compentency developments, entrepreneurship and teamwork
BrainBath Results: • 5 multidisciplinary teams • (Re)defining of focal goals and research questions per team • Definition of terms/problem definition per theme • Closing the gap between question and solution
Ingredients Room Getting knowledge & insights on each selected theme, stakeholders and subteam interests Bottlenecks and solution alternatives will be presented Formulation of hypotheses Organisation of knowledge activities and seminars to develop creative insights
Ingredients Room Results: • Hypothesis testing • Problemanalysis, stakeholderanalysis, SWOT,… • ‘low hanging fruits’ solutions
Bubbeling Zone Long list of ideas will be converted in “most feasible ideas” A number of creative activities and workshops will be organised together with a creative event to present preliminary results to industry & professionals
Bubbeling Zone Results: • Longlist of ideas • Shortlist of selected feasible ideas • Project management and communication plan (from concept to visualisation) • Creative & professional networking
Spin out/off Class Concrete realisation of the proposed solutions The selected feasible ideas will be matched with financing alternatives and potential strategic partners Closing innovative event to present the business cases in an elevator pitch Participants (Top Guns) bring their business case into practice
Spin out/off Class Results: • Business cases • Spin-outs/offs, new creative startups • Public private partnerships – strategic alliances • Young entrepreneurial talents • Closing presentation
Brain Bath Multidisciplinary teams define & fine tune the problem(s) / research item(s)
Ingredients Room Hypothesis testing, problem analysis, stakeholder analysis,…
Bubbeling Zone Ideas generating session: from longlist to shortlist
Spinout/Spinoff Class Business cases, creative startups, strategic partnerships/PPP, spirit of enterprise
Dynamic Innovation Portal State of the art communication platform
Benchmarks in Europe
Creative Conversion Factory (Brainport, Eindhoven) Mobile Heights Business Centre (Lund, Sweden) Enterprise Accelerator of Satakunta University Norrbotten (Sweden)
Prekubator TTO (Stavanger)
Example: Sweden - Norrbotten
Financing
The Creative Incubator needs some start-up funding for the first two to three years The founding fathers of the Creative Incubator are looking for financial support from a European project and/or Flanders regional funds After the initial period, the Creative Incubator’s business model should be financially sustainable via contributions from the partner institutions, companies and (for a very small amount) from participating students/entrepreneurs
Creative Top Guns – Creative Talents Knowledge deepening & broadening Building and broadening a network Support, coaching and advice in building and fine tuning a business plan Enterprising locations Follow-up after start-up by the supporting network
Partners in the Creative Incubator-network
Matching of demand and supply Innovative solutions for business cases
Building and broadening the network Visibility within the innovative network
War for talent: recruit opportunities within the Creative Incubator network
1 Introduction 2 Creazy - PHL University College 3 Entrepreneurship – Creativity – Innovation in Belgium 4 Statistics on Innovation 5 Creative Incubator 6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
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