SCR LEP CDI Strategy Overview
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Transcript of SCR LEP CDI Strategy Overview
Local Enterprise Partnership A CDI Overview
Na2onal Overview
Digital Ecosystem ‐ SWOT Talent (private sector and HE sector) Resources (P&HE) Strong grass roots community with common desire and common vision of future plaForm Russell Group UniversiIes Pool of experienced and track record operators from Web 1 community. Globally trusted governance environment Globally trusted supply chain partner Tech savvy emerging UK employee base London based scalable venture finance
IT supply chain controlled by non cloud model HE insItuIonal Internal culture UK Funding model UK incubaIon model NaIonal policy approach prevents criIcal mass or scalability
Coalescing of digital community Refocusing of local government procurement to Open source and cloud based with local supply Associated innovaIon creates condiIons for UK to own sizable market share of digital plaForm Ability to aUract significant venture funding to scalable ecosystem ModernisaIon of UK enterprise operaIonal funcIons Export of UK owned and UK developed digital products and services
Current run rate = negligible market share in digital economy plaForm UK PLC business exisIng plaForm not fit for purpose in terms of global compeIIveness nor in order to support innovaIon and growth
Strengths Weaknesses
Opportuni2es Threats
UK overview
TechCity in London (UK Hub)
Fed and underpinned by all naIonal clusters
Major clusters around London – oxford
cambridge brighton
Bristol Birmingham Yorkshire North East Edinburgh/Glasgow
NaIonal hub and spoke network of
UniversiIes Data Centres Incubators
CollaboraIon cluster
New data centre village infrastructure
ICT Value Chain
Controlled by legacy IT models
Data Centre infrastructure not fit for purpose
US & Europe = Strong – everywhere else = weak
Massive underinvestment in UK plays
Needs to be private sector led / driven
Needs raising up the value chain and formalising
Broadband infrastructure (connecIvity and data centre)
Grass roots community
HE Research
Public sector procurement
Private sector procurement
Links to other global innovaIon hubs
Venture finance
ICT underpins naIonal innovaIon • new ICT ecosystem underpinning all economic acIvity in UK PLC and specifically
innovaIon and growth in sustainable energy healthcare and advanced manufacturing TICs
ICT TIC BROADBAND/CLOUD INFRASTRUCTURE
CLOUD PRODUCTS AND SERVICES
Healthcare Sustainable energy
Advanced Manufacturing
Professional and financial services
Business efficiency
EGovernment Learning and educaIon
Pockets of world class across the country
Hubs • Techcity • Cambridge science park • Daresbury science park • Media city etc
Research based innova2on • Russell group • N8
Private sector successes – in spite of weak ecosystem • Lastminute, Freeserve, 365media, Pace Micro, PlusNet
Nothing brings them all together
Economic model and benefits
Technology Commercialised IP sourced internally via collaboraIon (HE & PS segments)
Industry Engagement Services Manufacturing Retail Public Sector
Growth & Business innova2on Reduced cost Product / Service innovaIon Future proofing economic segments Self determinaIon (not just serving foreign owners / foreign market demand)
IncubaIon 2.0
EvoluIon started with www.ycombinator.org, then www.plugandplaytechcentres.com • World class networking • World class business review • World class mentoring • World class funding access
and matured with www.techstars.org • World class development lifecycle (intensive collaboraIve bootcamp)
Business failure rates reversed…
UK IncubaIon
Business link was the answer for 99% of start‐ups… and 9 out of 10 UK start‐ups sIll fail…
Seedcamp.org replicated the ycombinator model and has established a strong US and European funding network, and springboard.com is replicaIng the techstars model.
Going beyond the US model
Idea development – Grass roots engagement
Virtual and physical interacIons
Incuba2on 2.0
• Techstars programmes in all major tech hubs
• Full engagement by Russell group and N8 universiIes
Collabora2on centres
• Coalescing all private sector assets into a collaboraIve resource
• Driving public sector procurement and influencing local private sector procurement
Experienced mentors are key
In summary
UniversiIes
• are missing the opportunity by only focusing on level 1‐3 of the research commercialisaIon stack
All incubators
• have had to be implemented as property businesses
Business acceleraIon
• is all about events, development, startups and SME development
What we’re doing
The SCR view
The delivery of the strategy is in two phases:
• Linking all exisIng assets (networks and incubators), creaIng the collaboraIon centre network
• Wholesale Data centre infrastructure and associated ‘Science Park’ establishing the physical hub
What we will develop
PRIVATE FINANCE
DIGITAL REGION
• CreaIng projects to uIlise network and drive innovaIon
• Localised capacity to support digital ecosystem
• NaIonal cloud infrastructure
• Economic landgrab
• Unlock value of IP • Make aUracIve for student recruitment
• Generate research opportuniIes
• Enable to create jobs in area • Retain them
• Upskill them • Connect them • Encourage them • Scale them
• Upskill them • Connect them
• AUracted to quality projects
DATACENTRE AMRC
CORPORATES
INTERNATIONAL
UNIVERSITIES
GRADUATES
ENTREPRENEURS SMEs
• eg. InnovaIon specialists
Other regional support
BOOTCAMP
• Link to it informally
Public Sector
Higher EducaIon
3rd Sector
Blue light
Technology Strategy Board
innovaIon hubs and corporates
How do we pay for it?
Tech Accelerator
Data Centre Infrastructure
Collabora2on func2ons
Innova2on & Economic
Development
RGF
ERDF
DataCo Privately Funded
1
2
Programme funding
VC
Project funding
TIC
Enhanced Capital Allowances
Commercial model
1. Private fund raise to create the DataCentres in Enterprise Zones by leveraging Capital Allowances
2. Leverage funding availability with private and in kind match to fuel the collaboraIon ecosystem including events
3. Longer term – use trust model to create a revenue stream from DC for philanthropic projects in CDI and associated growth spaces
The CDI Ecosystem
CDI Collabora2on
Hub Virtual & Physical (using all HE & LA property assets)
FUNDING & PROF SERVICES
PUBLIC SECTOR
ADVISORY BOARD
PRIVATE SECTOR
HIGHER EDUCATION SECTOR
Seed funding A round B Round
Legal, Tax & AccounIng
SMEs (in region) Corporates (In Region)
Target Businesses (not IR)
Business Schools Student Enterprise
IP CommercialisaIon Research
KTPs
MarkeIng Econ Development Teams City Development Co.s Business Support Inward Investment teams
Mentoring Roadmap ValidaIon Business plan validaIon Network InspiraIon
Governance Board
• Senior representaIves from Local authoriIes, HE sector, and private sector.
• Responsible for funding and for selecIng the Advisory Board and any key contracts, and for ensuring that the park is properly supported across the Councils and the universiIes
• Guardians of the Centre’s ethos and operaIng philosophy
Advisory Boards (funding and tech – split by sector)
• Panel of proven tech entrepreneurs and investors – UK and internaIonal. Will be fluid (ie not all members involved all the Ime)
• Key in aUracIng Ier 1 supporters (incl. companies and investors)
• Responsible for aUracIng, selecIng and supporIng entrants to the CCN process
• Guardians of the CCNs ethos and operaIng philosophy
CollaboraIon Hub operaIons
• Sector specific team driving and direcIng public sector, HE sector and private sector resource
• Implement and uphold the CCN’s ethos and operaIng methodology.
How is the CollaboraIon Centre Network run?
People structure
Major shareholders • Public sector • HE sector
Minority shareholders • Private sector parIcipants • Professional Services Partners
Collaboration Teams (sector specific)
Extended team Inc Public Sector & HE sector
Public sector | HE sector | Private sector
Governance Board Tech advisory Boards Funding Board
Collaboration Hub
InnovaIon
• Industry and cross industry events incorporaIng Public sector, HE sector and Private sector parIcipaIon.
• Technology roadmap evaluaIon / invesIgaIon / development.
• Networking (physical and virtual) and content development.
Start‐up incubaIon & business acceleraIon
• Mentor led start‐up compeIIons (per industry).
• Co‐working spaces. • Start‐up units / offices. • Mentor led corporate development of SMEs
• Enhanced access to finance
Supply chain collaboraIon
• Product and service innovaIons
• Public procurement. • Corporate procurement
CollaboraIon Centre funcIons
Supported by professional service partners
The value of collaboraIon
Brings together the assets Enables best of class to be established Eliminates replicaIon
Enables cross selling and cross‐ferIlisaIon between industry
segments SImulates innovaIon Establishes the proposiIon of
“sum of the parts = greater than”
ParIcipants
CollaboraIon Centre Network
Schools / Colleges / UniversiIes
Tech Corporates
Tech SMEs
Freelancers
Professional Services firms
Local AuthoriIes / NHS / Police
Nesta / UKTI / TSB
CollaboraIng industries
InnovaIon through parIcipaIon
Interac2ons • Social networking • Meet‐ups • Events • Problem and soluIon sharing
Innova2on • Idea, concept and prototype development
Startup Crea2on • Tech Accelerator
Business Development • Projects • KTPs • SMEs
Major Projects • Corporate and public sector procurement
SCR CollaboraIon Centre Network ‐ Outputs
CDI Events & AcIviIes
Annual
Showcase event Review and associated publicaIon
Quarterly
CollaboraIon camps (all CDI parIcipants) Start‐up boot‐camp programmes Business acceleraIon programmes
Monthly
CollaboraIon camps (smaller & sector specific) Digital publicaIons (what’s going on)
Daily
Blogs News bulleIns
Physical & Online assets
• Use of LA and HE owned buildings SCR LEP “Linkedin like” environment • SCR LEP online tender & procurement resource SCR LEP online knowledge base
What are collaboraIon camps? 0.5 ‐2 day event held evenings or over a
weekend
• Hosted in a LA / HE owned venue (locaIon is distributed around the region based on commercial / technology themes) • Review and associated publicaIon
Debate & Idea development and problem sharing
• Bringing different people / organisaIons together to discuss topics of interest and explore soluIons to problems • ICT and its social or commercial use is the common theme
Par2cipants
• CDI evangelists, CDI mentors, CDI businesses, entrepreneurs, public sector delivery heads, HE researchers, HE commercialisaIon people, funding people, business support people, chamber of commerce representaIves, 3rd sector people / organisaIons, industry representaIves or interest groups
Structured yet free flowing
• Framework and agenda is established and published in advance • Segments are delivered in such a way as to maximise parIcipaIon and sharing
Follow‐up is tracked
• All captured digitally and tracked online • Flow into future events • Flow into start‐ups, spin‐outs or projects
Example 1
• Local Authority delivery head has to reduce costs by 30% within 2 years, shares the problem with the parIcipants and encourages proposals to be made post event
Example 2
• Industry representaIve has knowledge content and business processes that need to be automated and placed online, shares the opportunity and encourages proposal to be made post event.
Example 3
• Local Authority department has a social inclusion / wellbeing programme that needs automated processes, online community and specific technology developments to support its success.
Example 4
• Higher EducaIon researcher working in partnership with private sector technology businesses, shares the work they are doing in a specific area adverIsing its availability to people that me be able to make use of it.
What are Start‐up Boot‐camps? Accessed through a
compeIIon
• Best ideas / business plans / projects are selected
• SelecIon process is transparent and is heavily influenced by advisory board panel input
• Founder locaIon irrelevant, but incubaIon programme is carried out within LEP region
Intense incubaIon and mentor programme
• 3 month process based on pre‐idenIfied best pracIce procedure
• CollaboraIon between incubatees and also with wider community is encouraged
• Managed, delivered and supported by the “CDI team”.
Sustenance funding provided during programme
• Cost of living contribuIon of £5k per individual parIcipant
• Minimum of 3 people per team
• ExpectaIon is that all waking hours are put into the project net of social / family breaks
Access to appropriate business development
funding
• Quasi public / private sector funding
• Venture capital • Angel investment
Cost of the programme to the incubatees?
• Founders give up upwards of 10% of equity in the project / business which is held as an asset by the incubaIon business vehicle
• No fees
Follow‐up is tracked
• All captured digitally and tracked online
• Flow into future events
Business acceleraIon programmes
• Run on the same basis with higher quality inputs and an enhanced process
Who interacts?
Professor
• Engaging in a bluesky research project in the Digital Hub
• ContribuIng IP to startup in incubaIon zone
• Running an informal event in the town square
• Drinking coffee!
Uni. Student
• Part of a startup in the bootcamp
• ContribuIng to community project in Digital Hub
• Fostering school parIcipaIon
• ParIcipaIng in events in town square
• Drinking coffee!
School student
• Immersed in the technology
• Primary students ‐ Learning through guided play
• Secondary students – Working on app development projects with Uni Students delivering the content
Seasoned entrepreneur
• Mentoring businesses and entrepreneurs in incubaIon centre
• Leading a community project in the Digital Hub
• ParIcipaIng in events in town square
• Drinking decaf coffee!
30
Who interacts? cont.
SME
• Accessing free innovaIon
• Accessing University assets properly
• Building roadmaps due to greater visibility of market and corporate roadmaps
• Low risk go to market through partnerships
• ParIcipate in collaboraIve supply chain and access larger project procurement
• Drinking lots of coffee!
Public Sector change managers
• Accessing free innovaIon
• Accessing University assets properly
• Building roadmaps due to greater visibility of market and corporate roadmaps
• Low risk go to market through partnerships
• ParIcipate in collaboraIve supply chain and access larger project procurement
• Drinking decaf coffee!
Tier 1 Techs
• Having plaForm capabiliIes adopted
• Guiding and influencing innovaIon
• Engaging in events in town square
• Sponsoring and mentoring
• Popping in for a cup of coffee!
Professional Services
• Pipeline • M&A opportuniIes • Fee opportuniIes from mature companies and larger projects
• Having coffee!
31
Who interacts? cont. First Ime
entrepreneur
• Part of a business acceleraIon process in the incubaIon centre
• ParIcipaIng in events in town square
• Drinking lots of coffee!
Corporate ICT worker
• Engaging in a bluesky R&D project in the collaboraIon centre
• ContribuIng IP to a spinout in incubaIon zone
• Running/sponsoring an informal event in the town square
• Drinking decaf coffee!
Investor
• Funding startup in the incubaIon centre
• Sponsoring a research project in the Digital Hub
• Funding acceleraIon of an established SME
• Engaging in events in town square
• Popping in for a cup of coffee!
32
Commercial Models
InnovaIon CollaboraIon
Major Procurement
3 different types of commercial engagement which lead from one to the other
InnovaIon – Everyone is “co‐invesIng”
Engagement
• RelaIonship building (public, HE, Private sectors)
• Discussing themes/challenges
• Developing soluIons
SImulaIng entrepreneurial development
• SImulaIng Public/HE/Private sector parIcipants to collaboraIon and adopt open culture
• Idea / concept / strategy development
Stage 3 Producing start ups
• CompeIIon based • Bootcamp development process
• Mentor led with access to finance
• Based on Techstars model
Framework developed between CDI team and professional services partners
Commercial CollaboraIon – ParIcipants are “trading”
Engagement
• Developing soluIons to idenIfied need
• Discussing themes/challenges
• Developing long term strategies
Commercial Framework
• Establishing means of contracIng and partnering
• ProtecIng commercial sensiIviIes
• ProtecIng complex inter company / organisaIon relaIonships
Contracts
• Governance • IP protecIon • JVs • SPVs • Frameworks • Tendering • Procurement
Framework developed between CDI team and professional services partners
Major Procurement Projects – developed Supply chain meets large scale demand
Why?
• No off the shelf soluIons
• Can’t put out tender requests without design
• Can’t issue a soluIons requirement without diligence and design
• Cloud compuIng model forces an innovaIon process
• Relevant skills not inside public sector supply chain currently
Public sector and large enterprise
• Problem understanding • SoluIon development • Customised requirements response and design
• Tailored procurement and tendering
Future
• Approach can be replicated and exported to other regions and other public sector areas
Framework supported by professional services partners
Impacts and outcomes
Mentor led programme and pressed investment + collaboraIon ecosystem = new startups and new jobs
Same mentor led blueprint enhances SME growth = growth %age and incremental jobs
Academia + collaboraIon ecosystem = faster commercialisa2on process, higher success rates and pipeline of of applicants to mentor led programme
All of the above = shixing the economic needle into sustainable growth and transformaIon to knowledge economy
Appendices
IncubaIon 1.0
• Lots of money raised • Paid for buildings • Paid for lawyers and accountants
Build it and they will come…………
PASSIVE MODE: wai2ng for business and pipeline to generate DIDN’T HAPPEN – invested in 10, 8 failed, 1 broke even, 1 succeeded…………….
IncubaIon 1.0 failed – why?
It was NEVER about
• buildings • lawyers and accountants
It was about knowledge transfer
• Entrepreneurs with track record ensuring tested ideas and properly developed plans were backed
• Mentoring through the early risk phase for a start‐up
IncubaIon 2.0 ‐ YCombinator
Tier 1 VCs and entrepreneurs, binding together to deliver
• IncubaIon 2.0 • With startups being based in home towns and locales, but working through Y‐combinator model on an event basis, through which business acceleraIon was delivered.
IncubaIon 2.0 ‐ Plugandplaytechcentre
Building on YCombinator model
• Start‐up based on PnP faciliIes ‐ cheap space, with a “no walls” environment
• Mixing people up and gezng results by creaIng interacIons
• Eg. Seed stage startup in next pod to a $400m exit
IncubaIon 2.0 ‐ Techstars
Building on YCombinator & PlugnPlay model
• Created standardised intensive residenIal bootcamp environment
• Ensured that it was milestone and KPI driven • Mentors add value in this environment, not define the programme
This matured model can be applied to all collaboraIon acIviIes, not just start‐ups
Techstars KPIs Status Number of Companies Percentage
AcIve 27 69.24%
Acquired > $2M 5 12.82%
Acquired <= $2M 1 2.56%
Failed 5 12.82%
Other 1 2.56%
Techstars results web page
Difference Engine KPIs Status Number of Companies Percentage
AcIve 17 69.24%
Failed 2 12.82%
• Difference Engine has not been in operaIon long enough for exits to have occurred yet, but this is due to start in its third year of operaIon, thus raising equity capital for the programme.
Ycombinator KPIs Status Number of Companies Percentage
AcIve 150 71.1%
Acquired 21 10%
Merged 1 0.5%
Deadpooled 26 12.3%
Unknown 13 6.2%
AcIve
Acquired
Merged
Deadpooled
Seedcamp KPIs Status Number of Companies Percentage
AcIve 40 87.5%
Acquired > $2M 3 7.5%
Failed 2 5%
AcIve
Acquired > $2M
Failed