Upload
dangque
View
220
Download
1
Embed Size (px)
Citation preview
Rohit Talwar
CEO
Fast Future Research
www.fastfuture.com
ITU Leadership Forum
Doha, Qatar
December 7th 2014
How can We Prepare for Hyper-Connected Futures?
What we do Speaking and Moderating
Delivering keynote speeches offering inspiring insights into a changing
world and how others are responding to the future
Capacity Building / Future Leadership Programs and Events
Designing high impact leadership development programs, workshops
and events for leaders and decision makers in governments and
businesses that encourage new thinking, bring the future to life and
enable you to develop new strategies and action agendas
Foresight Research
Helping you explore and understand the roadmap of economic,
business, scientific, technological, social, political and environmental
trends, forces, developments and ideas shaping the future of the sector
Investor Support
Advising on emerging sectors, technologies and scientific developments
Consulting
Helping you create future strategies, business models and innovations
to respond to and create disruptive change
Business Design and Innovation
Facilitating development of innovative, future proofed designs for
organisations, products, services, processes and customer experiences
When Worlds Collide
25 Strategies for Responding to ICT Disruptions
That are Driving Socio-Economic Agendas
1. We Need to Understand the Timeline of Emerging
Technologies and Assess the Implications
Our Technologies are Evolving From
the Desktop...
...to Portable and Mobile ...
...Wearable...
...Embedded...
... And Connected to an Immersive Multi-
Sensory / Multi-Sensor ‘Internet of Everything’
Robot Service Staff – e.g. Botlr
2. We are our Data – How Can we
Manage, Exploit and Protect it?
3. Research the Emerging Industrial
Landscape – e.g. South Korea
4. Conduct Foresight Studies on
Emerging ICT and the Future of
Core / Potential Sectors –
Select Priorities for Investment and
Depth Research
5. Create a Global Advisory Board and Brand
Ambassadors for Reach and Challenge
6. Develop A Systematic Approach to Driving Innovation e.g. German Federal Ministry of Education and Research (BMBF)
Innovation Initiative "Entrepreneurial Regions"
Twenty20 – Multi-disciplinary Partnership for Innovation via National, International and
Transnational co-operation
7. Prepare Society for ICT’s Transformative Impact
Customer
Centric
‘Hive Mind’
Talent:
Develop and
Leverage
People
Innovate to
Advance
Re-engineer
Processes
8. Rethink the Education System to Meet the Changing Learning
Needs of all Age Groups – e.g. Qatar Foundation WISE Initiative
WISE Accelerator Program
Virtual Collaboration Novel and Adaptive Thinking Social Intelligence
Trans Disciplinarity New Media Literacy
Computational Thinking
Design Mindset Cross Cultural Competency Sense Making Cognitive Load Management
9. Fund Foreign Study Scholarships
10. Plan for Radical Advances in Human Capacity
Mapping and
Uploading the
Human Brain
Cognitive,
Genetic, Physical
and Electronic
Enhancement of
the Human Body
The nano-bio-info- cogno (NBIC) era is emerging
11. Incentivise Industry Foresight and Investment in the
Future e.g. Tax Credits for R&D and Employee Education
12. Welcome
the Barbarians
at the Gate
13. Highlight
Magicians Creating
‘Wow’ Factor –
E.g. One Time
Insurance
14.
Encourage
Alien
Behaviour
15. Embrace Public-Private Partnerships e.g. UKTI’s - Investment Organisations
16. Raise the Nation’s Profile as
an Innovation Hub
Focus on Innovators and Industry Sectors
17. Accelerate Academic Capacity Building e.g. Qatar –
Hamad bin Khalifa University International Partnerships
18. Extend Industry-University Partnerships
and Increase Pre-Competitive R&D Funding
19. Attract Industry Conventions
/ Create ‘Must Attend’ Events
20. Encourage Start-Up Culture to Accelerate Innovation
e.g. MaGIC - ‘Making Malaysia the Start-up Capital of Asia’
The MaGIC Framework
21. Attract Foreign Investors, Mentors and Ventures
22. Initiate Challenge Prizes and
Global Award Programmes
23. Create Industry Funded Incubators and
Establish Venture / Seed Capital Funds
24. Develop New Economic Models for the Rise of Ideas Such as Digital
Currency, Barter, Resource Sharing and Freecycling
25. Develop the
Internal Capacity for
Long Term Thinking
and Proactive
Leadership
…or be Consumed by them
Conclusion – Embrace Our Fears…
About Fast Future
Fast Future Clients
Technology, Media and
Telecoms
3M
BT
Cable & Wireless
Chloride
CIO Connect
Etisalat
Gartner
GE
Hibu / Yell / Yellow Pages
Hyland Software
IBM
Intel
Microsoft
Nokia
O2
Orange (EE)
Panasonic
RIM (Blackberry)
Samsung
SAP
Siemens
The BBC
T-Mobile
twofour54
Vodafone
Banking and Financial Services
ABN AMRO
Actis
Alliance & Leicester
American Express
AXA
Chartis
Citibank
DeutscheBank
HSBC
ING Group
Invesco
Investcorp
Morgan Stanley
Nomura
Royal Bank of Scotland
Santander
Standard Life
Professional Services
ACCA (Association of Chartered Certified
Accountants)
Berwin Leighton Paisner
Crowe Horwath
Deloitte
Ernst & Young
ILTA (International Legal Technology
Association)
JLT Group
Kennedys
KPMG
Linklaters
Moore Stephens
Mott MacDonald
Norton Rose Fulbright
PwC
RSM Tenon
Simmons and Simmons
Wragge Lawrence Graham & Co
Food, Pharmaceuticals and
Healthcare
Associated British Foods
Astra Zeneca
Bayer
Boehringer Ingelheim
Cargill
Food Service Network Europe
GlaxoSmithKline
NHS London
NHS West Midlands
Novartis
Pepsi
Pfizer
Sara Lee
United Biscuits
Government and Intergovernmental
Defra – Department for Environmental, Food
and Rural Affairs
DG Connect, European Commission
DTCM - Dubai Department of Tourism and
Commerce Marketing
Dubai Chamber of Commerce
Government of Finland
Government of Singapore
Ministry of Defence (UK)
OECD (Organisation for Economic Co-
operation and Development)
Office of Science and Technology (UK)
Saudi Government
Singapore National Horizon Scanning Centre
UK BIS – Department for Business, Innovation
and Skills
UK Foreign and Commonwealth Office
UK Health Modernisation Agency
UK Home Office
US Department of Defense
Fast Future Clients
Commercial and Industrial ACE (Association for Consultancy
and Engineering)
Ball Corp.
BAT
California Workforce Association
Danaher Corporation
DHL
Diamond Trading Corporation (De
Beers)
EdF
Electrolux
Fitflop
Hoover
Hyundai
IBTTA (International Bridge
Tunnel and Turnpike Association)
Jardines
Laing O’Rourke
MAP (Management Association of
Pakistan)
Marks and Spencer
Nakheel
Philip Morris
Playtex
Shell
Tata
Thames Water
Whirlpool
Aviation, Travel, Tourism,
Hotels, Events Industry Accor
ACI (Airport Council International)
Aerovista
Air Plus
Airport Revenue News
AMAC
Amadeus
American Express Business Travel
ASAE (Center for Association Leadership)
ATAG (Air Transport Action Group)
BAE Systems
Boeing
CANSO (Civil Air Navigation Services
Organisation)
Center Parcs
CTW (Corporate Travel World)
EADS / Airbus
Emirates
FCm Travel
Future Travel Experience Europe / Asia /
Global
Global Airport Development
Hurel Hispano
ICCA (International Congress and
Convention Association)
IMEX
Intercontinental Hotels
IT&CMA (Incentive Travel & Conventions,
Meetings)
ITB (International Tourism Bourse)
MPI (Meeting Professionals International)
PATA (Pacific Asia Travel Association)
Preferred Hotels
Qatar Airways
Qatar Airways
Sabre
TFWA (Tax Free World Association)
Travelex
Travelodge
Travelport
TTRA (Travel and Tourism Research
Association)
World Travel Forum
Christchurch Airport
Edmonton Airport
Mumbai Airport
Aeroports de Paris
Schiphol Airport,
Vancouver Airport
Wellington Airport
Denver Airport
Dubai Airport
Adelaide Convention Centre
Melbourne Convention Centre
QEII Convention Centre
Qatar Convention Centre
Vancouver Convention Centre
Abu Dhabi Convention Bureau
Athens Convention Bureau
Durban Convention Bureau
London Convention Bureau
San Francisco Convention Bureau
Seoul Convention Bureau
Sydney Convention Bureau
Toronto Convention Bureau
Norway Convention Bureau
• 50 key trends
• 100 emerging trends
• 10 major patterns of change
• Key challenges and choices for
leaders
• Strategic decision making framework
• Future Scenarios
• Key futures tools and techniques
Designing Your Future -
Key Trends, Challenges and Choices
Reinventing the Airport Ecosystem
• Drivers of change
• Science and technology advances
• Customer expectations
• Innovation priorities
• Strategies and business models
• Surveys to test ideas and scenarios on a
global audience
• Models for managing tomorrows airport
ecosystem
• http://www.amadeus.com/airlineit/resour
ces/reinventing_the_airport_ecosystem/i
ndex.html?OADS=78
ILTA Legal Technology
Future Horizons Project
• Key business and legal trends and forces
• Timeline of emerging technologies and IT developments
with high potential legal impact
• Explores IT’s transformative role in future legal business
models and service differentiation
• Defines strategic business and IT imperatives
• 6 sponsors - combined desk research, interviews with
managing partners, CIO’s, vendors, futurists and
technologists, global surveys on the business applications
of IT and emerging technologies
• http://www.iltanet.org/Downloads/LTFH-Report.pdf
• 200 emerging technology developments
http://www.iltanet.org/Downloads/TechTimelineAppendixLTFH.pdf
Futurium - Science and Technology
Transformations Shaping the World of 2050
• European Commission project
• Examined 87 potential
developments and trends
• Clustered into 11 overarching future
societal themes
• Content identified through a
combination of crowdsourcing via
the Futurium web platform,
suggestions from the EC, and ideas
proposed by our team
• http://ec.europa.eu/digital-
agenda/futurium/
Futurium
ACCA / IMA – 100 Drivers of Change
• Identifies 100 drivers of change
impacting business and the
accounting profession
• Outlines future scenarios for the
accounting function
• Highlights strategic imperatives for
business and the accounting function
• ‘5 minutes on’ executive summary
• Report:
www.accaglobal.co.uk/en/research-
insights/accountancy-futures/drivers-
change.html
Hotels 2020 • Identifying key drivers of change for the
globally branded hotel sector over the
next decade
• Examining the implications for:
Hotel strategy
Brand portfolio
Business models
Customer targeting
Innovation
http://www.amadeus.com/hotelit/
beyond-segmentation.html
• Global strategic foresight study to help the meetings industry prepare for
the decade ahead - Industry-wide sponsors
• Future strategies for venues, destinations and agencies
Convention 2020
Rohit Talwar • Global futurist and founder of Fast Future Research.
• Award winning speaker on future insights and strategic innovation –
addressing leadership audiences in 40 countries on 5 continents
• Author of Designing Your Future
• Profiled by UK’s Independent Newspaper as one of the Top 10 Global
Future Thinkers
• Led futures research, scenario planning and strategic consultancy projects
for clients in telecommunications, technology, pharmaceuticals, banking,
travel and tourism, environment, food and government sectors
• Clients include 3M, BBC, BT, BAe, Bayer, Chloride, DTC De Beers, DHL,
EADS, Electrolux, E&Y, GE, Hoover, Hyundai, IBM, ING, Intel, KPMG,
M&S, Nakheel, Nokia, Nomura, Novartis, OECD, Orange, Panasonic,
Pfizer, PwC, Samsung, Shell, Siemens, Symbian, Yell , numerous
international associations and governments agencies in the US, UK,
Finland, Dubai, Nigeria, Saudi Arabia and Singapore.
• To receive Fast Future’s newsletters please email [email protected]
Videos of Rohit Exploring the Future
The World in 2025 - Driving Forces, Global Challenges and Potential
Disruptions (35 mins) http://vimeo.com/93302584
Anticipating 2025 - Driving forces, global challenges and potential
disruptions (30 mins): https://www.youtube.com/watch?v=kwcLQCIfxpY
A World in Transition (60 mins):
http://www.colliers.com/en-gb/uk/insights/multimedia
Future of Travel (22 mins)
http://www.travelmole.tv/watch_vdo.php?id=14300
Parallel Revolutions Impacting Global Labor: Bloomberg TV Interview (4
mins): http://www.bloomberg.com/video/parallel-revolutions-impacting-
global-labor-talway-T0tJZRX6TpGIxjKShTzv~w.html
Useful Sources • Genetic profiling - https://www.23andme.com/
• X Prize - Breakthrough innovation projects - http://www.xprize.org/
• Google brain uploading - http://digitaljournal.com/article/352787
• Brain mapping projects - http://www.technologyreview.com/news/513011/why-obamas-brain-mapping-project-matters/
• Global Future 2045 (immortality) http://2045.com/
• Human enhancement - http://en.wikipedia.org/wiki/Human_enhancement
• Wearable technology – Google Project Glass - http://www.google.com/glass/start/
• Emotiv Epoc Brain-Computer Interface - http://www.emotiv.com/
• AI Essay Grading Software - http://www.nytimes.com/2013/04/05/science/new-test-for-computers-grading-essays-at-college-
level.html?pagewanted=all&_r=0
• Digital / Crypto currencies –
– http://www.abc.net.au/technology/articles/2013/09/25/3855973.htm
– http://en.wikipedia.org/wiki/Cryptocurrency
– http://en.wikipedia.org/wiki/List_of_cryptocurrencies
• Autonomous cars -
– http://www.engineering.com/DesignerEdge/DesignerEdgeArticles/ArticleID/6357/Tesla-Working-on-Autonomous-Car.aspx
– http://www.popsci.com/cars/article/2013-09/google-self-driving-car
Contact Information
Email [email protected]
Phone +44 (0)7973 405145
Web http://www.fastfuture.com
Twitter http://twitter.com/fastfuture
Blog http://widerhorizons.wordpress.com
LinkedIn http://www.linkedin.com/in/talwar
Past presentations http://www.slideshare.net/fastrohit
Newsletter signup http://fastfuture.com/?page_id=13
Our current charitable campaigns:
Charlotte Talwar's fundraising project to build a new toilet block for Sunrise School Ghana
http://www.gofundme.com/7gaxho
Street Kids International - Helping Street-Active Youth In Ghana Start Businesses
https://www.globalgiving.co.uk/projects/help-street-active-youth-in-ghana-start-businesses
ITU Doha Background Notes
7th December 2014
Most Innovative Countries in the World in 2014
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf
Economy
Ease of Doing
Business
Rank
Starting a
Business
Dealing with
Construction
Permits
Getting
Electricity
Registering
Property
Getting
Credit
Protecting
Minority
Investors
Paying
Taxes
Trading
Across
Borders
Enforcing
Contracts
Resolving
Insolvency
Singapore 1 6 2 11 24 17 3 5 1 1 19
New Zealand 2 1 13 48 2 1 1 22 27 9 28
Hong Kong SAR,
China 3 8 1 13 96 23 2 4 2 6 25
Denmark 4 25 5 14 8 23 17 12 7 34 9
Korea 5 17 12 1 79 36 21 25 3 4 5
Norway 6 22 27 25 5 61 12 15 24 8 8
United States 7 46 41 61 29 2 25 47 16 41 4
United Kingdom 8 45 17 70 68 17 4 16 15 36 13
Finland 9 27 33 33 38 36 76 21 14 17 1
Australia 10 7 19 55 53 4 71 39 49 12 14
Sweden 11 32 18 7 18 61 32 35 4 21 17
Iceland 12 31 56 9 23 52 28 46 39 3 15
Ireland 13 19 128 67 50 23 6 6 5 18 21
Germany 14 114 8 3 89 23 51 68 18 13 3
Ease of Doing Business – 2014 Rankings
Source: World Bank, Doing Business 2014 Index: http://www.doingbusiness.org/rankings
Economy Ease of Doing Business Rank
Filtered Rank
Starting a Business
Dealing with Construction
Permits
Getting Electricity
Registering Property
Getting Credit
Protecting Minority Investors
Paying Taxes
Trading Across
Borders
Enforcing Contracts
Resolving Insolvency
United Arab Emirates 22 1 2 1 1 1 3 1 1 1 12 6
Saudi Arabia 49 2 8 4 2 4 1 4 3 10 8 17
Qatar 50 3 7 5 5 5 12 9 1 8 5 1
Bahrain 53 4 11 2 9 2 5 7 4 9 13 5
Tunisia 60 5 6 9 4 8 7 5 14 4 2 2
Oman 66 6 10 6 11 3 7 9 5 7 15 8
Morocco 71 7 1 7 13 15 5 9 12 2 3 9
Kuwait 86 8 17 10 14 7 7 1 6 13 16 11
Malta 94 9 12 11 17 9 14 3 7 3 7 4
Ease of Doing Business – 2014 Rankings (Middle East & North Africa)
Source: World Bank, Doing Business 2014 Index: http://www.doingbusiness.org/rankings
The Korean Innovation Success Story
• Issues describes how Korea succeeded in building a unique innovation system by making
continuous and massive investments in human resource development and R&D.
• When Korea launched its industrialization drive in the early 1960s, it was a typical developing
country, with poor resource and production bases, a small domestic market, and a large
population dependent on foreign powers for national security. The economic situation was more
than bleak: Korea’s gross domestic product (GDP) in 1961 was only $2.3 billion or $82 dollars
per capita. It was a mostly agrarian economy, with manufacturing accounting for just 15% of
GDP.
• International economic interactions were very limited. In 1961, Korea’s exports totalled $55
million, and imports $390 million.
The Korean Innovation Success Story
• The science and technology (S&T) situation was even worse. There were only two public S&T
institutions: the National Defence R&D Institute, created immediately after the end of the Korean War,
and the Korea Atomic Energy Research Institute, founded in 1959. On such a base, Korea invested $5
million on R&D in 1964, which enabled the employment of fewer than 5,000 scientists and engineers.
As far as S&T was concerned, Korea was no more than a barren land.
• It was under such a setting that Korea started its drive for S&T development and transformed itself into
one of the world’s most dynamic economies. Korea has succeeded largely because it invested heavily
in human resource development and because it forced companies to compete in global markets. In the
process, however, scientific research capability played second fiddle to industrial development. Today,
Korea recognizes that it must bolster the basic system for innovation in order to sustain and build on its
prosperity.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• In 1962, Korea launched its first five-year economic development plan, aimed at developing an
industrial base that could support both import substitution and export promotion. Lacking in
technological capability, Korea had to rely almost completely on imported foreign technologies. Early
on, Korea pursued two objectives: promoting the inward transfer of foreign technologies and developing
the domestic absorptive capacity to digest, assimilate, and improve on the transferred technologies.
• Because of concerns about becoming dependent on multinational firms, Korea, unlike other developing
countries, chose to largely forgo foreign direct investment (FDI) and instead focused on arm’s-length
methods such as reverse engineering, original equipment manufacturing (OEM), and foreign licensing.
These methods had the benefit of providing a substantial amount of worker training.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• Korea resorted to long-term foreign loans to finance industrial investments. The money was invested in
selected industries, which led to massive imports of foreign capital goods and turnkey plants. In order
to acquire necessary technologies, industry later reverse-engineered imported capital goods. Korean
firms benefited most from OEM production arrangements because they offered opportunities to work
with foreign buyers who provided everything from product designs and materials to quality control at the
end of the production process. This was especially the case in the garment and electronic industries.
Workers gained valuable experience.
• During the 1970s, Korea made massive investments in machinery and chemicals. In chemicals, Korea
relied largely on turnkey plants, which included technical training programs as part of the packages. In
heavy machinery, foreign licensing was an important channel for technology acquisition. To help the two
nascent industries further, the government created government R&D institutes, which worked with
private industries to build the technological foundation for industrial development.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• In short, Korean industries relied more on informal rather than formal channels for technology
acquisition. The Korean approach resulted in both positive and negative effects. On the plus
side, the policy enabled Korea to acquire technologies at lower costs and precluded the
constraints often imposed by multinationals on local firms’ efforts to develop their own
capabilities. The downside is that Korea had to forgo access to technologies that might have
been available through direct equity links with foreign firms.
• By restricting FDI, Korea failed to meet global standards in domestic business operations. Much
worse, the reliance on large-scale foreign loans contributed to a major financial crisis in 1997.
Yet in the end, Korea was able to succeed largely because the informal modes of technology
transfer that it emphasized contributed in a major way to building a well-educated work force.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• As industrial development continued into the 1980s, the technological requirements of Korean
industries became more complex and sophisticated. At the same time, developed countries began to
view Korea as a potential competitor in international markets, and foreign companies became
increasingly reluctant to transfer new technologies to their Korean counterparts. The government
responded by loosening its FDI regulations and liberalizing foreign licensing, but the moves did not lead
to significant increases in either area.
• Consequently, the government concluded that to sustain development, it needed to build indigenous
R&D capability. The National R&D Program was launched in 1982, and various actions were taken to
promote and facilitate private R&D activities, including tax credits for R&D investments and worker
development. Some of the key steps taken were designed to implement the overall government
strategy of exposing firms to international competition. The government provided companies with
financial and other incentives based on export performance.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• Companies with better performance were given better business opportunities as well as better
access to financial resources. Korean firms recognized that to keep pace with technological
change and survive in this export-driven world, they would have to invest heavily in R&D. The
government’s export drive also favoured large firms, giving birth to a unique business
organization in Korea called the chaebol (similar to the zaibatsu in Japan before World War II).
• Chaebols enjoy greater financial affluence because of greater economies of scale and the
greater scope of their business operations. Chaebol companies are thus able to engage in risky
and expensive R&D projects that are unthinkable for small- and medium-sized firms. Today, the
top 20 firms account for about 57% of the total industrial R&D investments in Korea.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• The results of the government’s actions were dramatic. The turn toward indigenous R&D for technology
acquisition can be seen in the sharp decline in the ratio of technology imports to business R&D from
about 40% in 1981, to 20% in the mid1980s, and to 10% in the early 1990s.
• Korea’s R&D investment, which stood at only $526 million or 0.81% of GDP in 1981, rose to $13.5
billion or 2.6% of GDP in 1996, and to $26.3 billion dollars or 2.9% of GDP in 2005. During a period of
24 years, R&D investment increased almost 50 times, with an average annual growth rate of almost
20%. Korea now is the sixth largest R&D spender among Organization for Economic Cooperation and
Development countries.
• As private-sector R&D spending rose, government spending declined. In 1981, the government
accounted for 53.5% of total R&D investment, but that share declined to 19.4% in 1990 and 16% in
1994, before heading up again to 24.3% in 2005.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• Now the private sector accounts for 75.6% of the total. With industry leading the way, R&D
activities in Korea are focused largely on applied research and technology development,
reflecting shorter-term commercialization concerns. In the 1980s, about 83% of R&D funds were
used for applied research and technology development; in 2005, the share was 84.7%.
• A key reason why Korea was able to increase R&D investment so rapidly was because it had an
abundant pool of highly educated workers that could meet the increasing demand for R&D
services in both private and public sectors. Korea recognized that R&D investment is more
constrained by the lack of human resources than by financial limitations, and thus prepared itself
well for development by investing heavily in education and human resource development.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• R&D investment grew rapidly and continuously until Korea was hit by the 1997 financial crisis.
R&D was one of the most damaged victims. In a survey undertaken in early 1998, many
companies responded that they would cut R&D investments and personnel by almost 20% in
response to the crisis.
• Actually, industrial R&D expenditures decreased by 10% in nominal terms from 884.4 billion
Won in 1997 to 797.2 billion Won in 1998, but in dollar terms, the decline was even sharper
(38.5%) because the value of the Korean currency relative to the dollar plummeted in 1998. R&D
personnel also decreased by 15% from 102,000 in 1997 to 87,000 in 1998. This was a serious
blow to the innovation system. If the crisis had continued for several more years, the system
might have collapsed.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• Fortunately, however, Korea recovered from the crisis in a relatively short period of time. It took
only two years for industrial R&D to recover and rise above the level before the crisis. Korea was
able to do this because of two things. First, government made up for the decrease in industrial
R&D by increasing its own R&D expenditures. The government’s share of gross R&D
expenditures increased from less than 20% before the crisis to 27% afterward. Government
R&D funds were directed in particular at small technology-based firms, which helped them
maintain and expand their innovative activities. Second, government promotion of information
technology (IT) and IT-related ventures led to an IT boom in the early 2000s. The share of IT in
government R&D expenditures rose from 13% in 1997 to 33.5% in 2002. The pro-IT policy also
positively influenced innovative activities in other sectors.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• Although there has been some criticism of Korean R&D policy—the major one being that public
investments have not been efficient enough to be economically justified—one cannot deny the positive
contributions that the efforts have made. Rapid growth in R&D investment has led to a remarkable
increase in patent registrations. The number of patents granted by the Korea Industrial Property Office
increased from 1,808 in 1981 to 73,512 in 2005, an average annual growth rate of about 15%. More
encouraging still is the growth of patents granted to Koreans, which rose from 12.8% of the total (or
232) in 1981 to 72.7% of the total in 2005, an average annual growth rate of more than over 24%. The
number of U.S. patents granted to Koreans rose from just 5 in 1969, to 543 in 1992, and to 3,538 in
2001, putting Korea in seventh place in the world.
• According to a patent analysis by the U.S. Department of Commerce, Korea has established world
prominence in areas such as information and telecommunications, pharmaceuticals, advanced
materials, and auto manufacturing.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• Another important development is the remarkable increase in the number of scientific publications in
internationally recognized academic journals. The number of publications by Koreans reported by the
Science Citation Index increased from 27 in 1973, to 171 in 1980, to 1,227 in 1988, to 9,124 in 1997,
and to 23,048 in 2005, raising Korea from 37th in the world in 1988 to 14th in 2005.
• For Korea to sustain past development into the future, it has to further strengthen basic scientific
research capability and improve framework conditions for innovation.
• Finally, R&D efforts have contributed to the development of high-tech industries in Korea. Based on in-
house R&D, Korean industries have recently emerged as world leaders in semiconductor memory
chips, cellular phones, and liquid crystal displays, as well as establishing themselves in the world
market in shipbuilding, home appliances, auto manufacturing, telecommunications, and other areas.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• The Korean experience offer lessons for policymakers in developing countries. First, there is no doubt
that education builds a nation’s ability to absorb new knowledge and technology. Thus, government
should assume full responsibility for taking the necessary measures to promote human resource
development. Investing in education in advance, as Korea did in the 1960s and 1970s, is essential in
laying a foundation for industrial development.
• To help workers cope with technological change, the government should provide vocational and
technical training or take measures to promote such training at work places. Later, as the economy
becomes more advanced, technological competence becomes a critical factor, and the nurturing of
high-calibre scientists and engineers capable of dealing with developments at the scientific and
technological frontiers becomes necessary. In short, advanced education in S&T should come first in
preparing for entrance into a developed world.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• In the case of Korea, education and industrialization helped each other in sustaining and accelerating
development. Education made technological learning and therefore industrialization possible, while
industrialization enhanced the rate of return on investment in education, promoting further demand for
education.
• Korea’s industrialization evolved from imitation to innovation. In the initial stage, Korean industries
attained technological capability through informal channels for technology transfer, such as OEM
production arrangements, reverse engineering of imported machines, technical training as part of
turnkey plant importation, and so on. To lay the initial technological foundation, many Korean industries
resorted to nonmarket processes, relying on the absorptive capacity of their workers for technology
acquisition. This approach enabled them to acquire technology at a lower cost and maintain
independence in business operations. But this strategy came at great cost: Korea had to abandon
many of the technological opportunities that foreign direct investors might have offered.
Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/
The Korean Innovation Success Story
• By adopting an outward-looking development strategy, the government drove Korean industries
into the competitive international market, putting them under great pressure for technological
learning and/or development. Korean industries responded by investing heavily in technology
development. By developing technological competence, they have been able to survive
internationally and establish prominence in key areas. Protectionist policy may be effective in
creating initial market opportunities for domestic industries, but if such a policy is prolonged,
industries will develop immunity against market pressure for innovation. It may be for this reason
that export-oriented firms achieved technological learning more rapidly than import-substituting
firms.
Strengths & Weaknesses of Korea’s Innovation System
• Government’s role in innovation - Through state-led research and education and corporate
research and development (R&D), South Korea has developed a robust science and technology
capacity. The country is currently emphasizing R&D in the areas of green technologies, value-
added services, and technology convergence - merging telecommunications and network
technologies into a single device, for example.
• The government also ensures that, through its support of industry oriented research centers,
there is a central locus of research geared towards the development of platform and
infrastructural technologies (fundamental technologies that enable subsequent creation of other
products and processes).
Source: Institute for Defense Analyses, 2013: https://www.ida.org/~/media/Corporate/Files/Publications/STPIPubs/ida-d-4984.ashx
Strengths & Weaknesses of Korea’s Innovation System
• South Korea’s industry and economy is dominated by business conglomerates called Schaebol (e.g., Samsung,
Hyundai, Pohang Iron and Steel Company, and LG electronics).
• These companies have moved from safe technology investments and incremental innovation toward cutting
edge science based innovation by adopting Western business practices; as the country has developed, South
Korea’s historical focus on manufacturing has shifted to services and investing in research and development
(R&D) at the forefront of technology.
• The South Korean private sector’s strengths provide opportunities for the country to continue on its innovation
trajectory. But South Korean business practices face challenges as well. While the chaebol culture is a source of
South Korea’s success, it is not a transparent culture, and many of its business practices are considered corrupt.
The growth of the chaebol has come at the expense of small and medium sized companies as they attract the
top talent in the country, creating a dichotomous economy. e presence of the chaebol also creates obstacles for
entrepreneurs and has depressed the prospects of a venture backed, start-up culture.
Source: Institute for Defense Analyses, 2013: https://www.ida.org/~/media/Corporate/Files/Publications/STPIPubs/ida-d-4984.ashx
Strengths & Weaknesses of Korea’s Innovation System
Source: Institute for Defense Analyses, 2013: https://www.ida.org/~/media/Corporate/Files/Publications/STPIPubs/ida-d-4984.ashx
Strengths & Weaknesses of Korea’s Innovation System
Source: Institute for Defense Analyses, 2013: https://www.ida.org/~/media/Corporate/Files/Publications/STPIPubs/ida-d-4984.ashx
Korea’s Vision 2025
• The Korean government's "creative economy" agenda reflects growing consensus that Korea's
future growth and prosperity depends on its ability to become a global leader in developing and
commercializing innovative new products, services, and business models. To succeed, the
Korean government must address regulatory, structural, educational, and cultural obstacles that
have constrained Korea's ability to fully utilize its innovative capacities.
• This new emphasis on innovation brings Korea into closer alignment with the United States,
which has long focused on innovation in its growth strategies. Moreover, it comes during the
early stages of implementation of the US-Korea Free Trade Agreement (KORUS), which
intersects with important areas of Korea's innovation framework policies.
Source: AsiaPacific Issues (2014), Creating Korea’s Future Economy: Innovation, Growth and Korea-US Economic Relations: http://www.eastwestcenter.org/publications/creating-koreas-future-economy-innovation-growth-and-korea-us-economic-relations
BMBF Innovation Initiative "Entrepreneurial Regions"
• The BMBF Innovation Initiative "Entrepreneurial Regions“ stands for innovation-oriented regional alliances which
develop the region's identified core competences to clusters on a high level and with strict market orientation.
• With this aim in mind, the German Federal Ministry of Education and Research (BMBF) has systematically
developed a series of programmes for the New German Länder since 1999. The programme lines improve the
conditions for innovations and set the course for the long-term success of regions:
• Innovative Regional Growth Cores since 2001 with GC Potential since 2007
• Centres for Innovation Competence since 2002
• Innovation Forums since 2001
• InnoProfile 2005
• ForMaT since 2007
• Twenty20 – Partnership for Innovation since 2012
• InnoRegio – 1999-2006
Source: Bundesministerium für Bildung and Forschung: http://www.unternehmen-region.de/en/6508.php
BMBF Innovation Initiative "Entrepreneurial Regions"
• All programmes represent the basic principles of the BMBF innovation support policy and thus of
“Entrepreneurial Regions”: lateral thinking, cooperation, strategic planning and entrepreneurial action.
• The programmes’ aspirations are based on the fact that the most innovative products and applications
are almost exclusively the result of highly specialised and integrative knowledge from many sources,
minds and organisations of widely varying origins and orientation.
• Programme guidelines:
• 1. 1. Only the best from the region - innovation based on regional strengths
• Innovation is the key to successful economic development. "Entrepreneurial Regions" promotes
outstanding innovation potentials ("strengths") in the region.
Source: Bundesministerium für Bildung and Forschung: http://www.unternehmen-region.de/en/6508.php
BMBF Innovation Initiative "Entrepreneurial Regions"
• 2. Innovations: taking action together in a creative and strategic manner
• Innovation potentials are set free in regional alliances made up of members from the industrial, scientific, academic and
administrative community. "Entrepreneurial Regions" demands a binding, consistent strategy with a symbiosis of flexibility
and creativity from the initiatives.
• 3. Innovations with market orientation
• "Entrepreneurial Regions" initiatives must be based on strategically designed concepts and a long-term marketing strategy.
This also holds true of R & D projects. The background: entrepreneurial thinking, planning and action are pivotal to the
success of regions.
• 4. The BMBF’s aim: regions with clear profiles based on outstanding technological platforms
• The aim of "Entrepreneurial Regions" is to develop regional alliances into regions with a clear profile - regional clusters. This
can only be achieved when emphasis is placed on top quality from the start of development support onward. The BMBF
manifests this claim to excellence of the supported initiatives through the high standards of the funding guidelines and the
accompanying evaluation.
Source: Bundesministerium für Bildung and Forschung: http://www.unternehmen-region.de/en/6508.php
Twenty20 – Partnership for Innovation
• BMBF is supplementing the promotion programmes of Entrepreneurial Regions with Twenty20 –
Partnership for Innovation. Twenty20 offers a new approach which is geared to national, inter-, trans-
and multi-disciplinary cooperation between the partners, and which is committed to openness and
transparency.
• The consortia in Twenty20 form strategic networks across the country with one or more partners from
former Western Germany as well as international partners. These consortia are expected to identify
problems of great societal and economic relevance and offer innovative solutions.
• Some of the consortia are the following: 3D sensation; Advanced UV for Life; C³ – Carbon Concrete
Composite; fast – fast actuators sensors and transceivers; HYPOS – Hydrogen Power Storage &
Solutions East Germany; RESPONSE – Partnership for Innovation and Implant Technology; smart³ |
materials – solutions – growth.
Source: Bundesministerium für Bildung and Forschung: http://www.unternehmen-region.de/de/7647.php
The WISE Initiative
• Qatar Foundation, under the leadership of its Chairperson, Her Highness Sheikha Moza bint Nasser
established the World Innovation Summit for Education (WISE) in 2009. WISE is an international,
multi-sectoral platform for creative thinking, debate and purposeful action.
• WISE has established itself as a global reference in new approaches to education. Through both
the annual Summit and a range of ongoing programs WISE is promoting innovation and building the
future of education through collaboration.
• The thrust for constant innovation has long prevailed in sectors such as technology and healthcare,
but education has generally lacked this approach in both policymaking and in the classroom. There
is a widening gap between the education systems currently in place and those required to meet the
needs of future generations.
Source: WISE Initiative, 2014: www.wise-qatar.org
The WISE Initiative
• WISE claims to be a response to the necessity of revitalizing education and providing a global
platform for the development of new ideas and solutions.
• Since 2009, WISE has evolved into a thriving global, multi-sectoral community, which continues to
generate fruitful dialogue and productive partnerships.
• The WISE community is a network of education stakeholders - from students to decision-makers -
from about 200 countries who share ideas and collaborate to seek creative solutions to solve
challenges facing education.
• WISE connects innovators and offers a global platform for the development of new ideas, supports
innovative approaches to education and promotes successful practices from various sectors and
from around the world to build the future of education.
Source: WISE Initiative, 2014: www.wise-qatar.org
The WISE Initiative
• WISE Programmes:
WISE Summit
WISE Accelerator
WISE Prize for Education
WISE Awards
WISE Learning Voice
WISE Books
WISE Matter Series
WISE Survey ‘ School in 2013’
WISE Haiti Task Force
Source: WISE Initiative, 2014: www.wise-qatar.org
WISE Accelerator
• The WISE Accelerator is a new program dedicated to developing innovative projects in education.
It relies on the expertise of qualified mentors and partners to provide projects with effective
strategies and concrete support to ensure their development.
• Each year a maximum of seven projects will be selected to join the program. They will be followed
for a year, a period during which they will benefit from tailor-made mentorship to address their
specific needs. In addition, the WISE Accelerator will serve as an intermediary to connect the
selected projects with an international network that will create opportunities to share knowledge and
find support from donors and investors.
• The Accelerator is interested in projects that have a high potential for scalability and a positive
impact on the field of education.
WISE Accelerator
• 2014-2015 Program:
• The five innovative projects of the 2014-15 WISE Accelerator have been selected. They originate
from Chile, France, Kenya, Pakistan, and the United Arab Emirates.
• Sterio.me – It offers teachers the ability to pre-record interactive audio lessons for their pupils.
Delivered via any mobile phone, no Internet is required and learners have access to their daily
homework lessons via free SMS and GSM voice. The platform marks the lessons automatically and
provides teachers with insights into individual learners’ progress.
• The project addresses the lack of books and teaching material in Africa, as well as the difficulties
arising from overcrowded classrooms, and has over 400 lessons on the platform to date.
Source: WISE Accelerator: http://www.wise-qatar.org/wise-accelerator-program
WISE Accelerator
• Ideas Box - a portable media center dedicated to improving education broadly defined, and
designed to be adapted to any context, including humanitarian crises. I
• It creates an enhanced learning environment even in the most difficult conditions. It is highly
standardized in its container and hardware (Internet, laptops, tablets, e-readers, arts & crafts), and
finely tailored in content to each context.
• Ideas Box centers have arrived in Burundi, and implementation is under way in Jordan and
Lebanon for populations affected by the Syrian crisis.
• Beyond emergency situations, orders are being finalized for communities in France, the United
States, and Australia.
Source: WISE Accelerator: http://www.wise-qatar.org/wise-accelerator-program
WISE Accelerator
• Kytabu – a mobile textbook subscription application on Android and Windows platforms that allows
students to lease learning content in a piecemeal manner. Created to overcome the cost of bulk
buying of textbooks in Kenya, Kytabu is using the mobile platform to bring learning content to
thousands of students in Kenya's education system.
• Ustad Mobile – a platform for creating, delivering, and tracking learning experiences using nearly
any mobile device. Educators can make use of audio, video, quizzes, and games with no need for
advanced IT skills. The platform allows learners to use even low-end phones and works without
requiring the Internet or even a signal. Various organizations are currently using the platform in
Afghanistan, Germany, Iraq, Kenya, and Zambia.
Source: WISE Accelerator: http://www.wise-qatar.org/wise-accelerator-program
Tech City UK
• The Investment Organisations (IOs) are UKTI’s hybrid public/private sector teams.
• The IOs can trace their development back to the Government team that oversaw the development of Tech
City, a technology cluster located in East London (and now the third largest of its kind in the world).
• To drive investment in the technology sector and attract businesses to the UK, a specialist team was brought
together, with private sector expertise contributing to the strategic direction of UKTI.
• The Tech City Investment Organisation was set up in April 2011. Now it includes Google, Intel, Cisco,
University College London and Imperial College London.
• Seven IOs are now established (not counting the original Tech City one) – in life sciences, agri-tech, financial
services, the automotive sector, regeneration, offshore wind, and innovation. Although they were set up to
deal with investment only, the IOs have been so successful that from 1 April 2014, they are now also dealing
with trade, supporting businesses who want to use the UK as a springboard to expand into international
markets.
Source: UKTI, Inward Investment Report 2013- 2014: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/341601/UKTI_Inward_Investment_Report_2013-
2014.pdf
Qatar National Research Fund
• Qatar Foundation established Qatar National Research Fund (QNRF) in 2006 as part of its ongoing
commitment to establish Qatar as a knowledge-based economy. Qatar Foundation views research
as essential to national and regional growth; as the means to diversify the nation’s economy,
enhance educational offerings and develop areas that affect the community, such as health and
environment.
• The Fund aims to foster original, competitively selected research in engineering and technology,
physical and life sciences, medicine, humanities, social sciences and the arts.
• In addition to funding, Qatar National Research Fund aims to encourage dialogue and partnerships
Source: Qatar National Research Fund, 2014: http://www.qnrf.org/en-us/Newsroom
Qatar National Research Fund
The Vision
• In response to the national needs of the State of Qatar, Qatar Foundation has set forth an ambitious vision
of research and its benefits. It envisions research as a catalyst for expanding and diversifying the country’s
economy, enhancing the education of its citizens and the training of its workforce, and fostering
improvements in the health, well-being, environment, and security of its own people and those of the
region.
• In striving toward this vision, Qatar will distinguish itself within the region and world as a cosmopolitan
nation that embraces scholarly excellence, innovation, creativity, inclusiveness and merit.
• The vision of Qatar National Research Fund is to enable research and development excellence in Qatar in
order to achieve a knowledge-based economy.
Source: Qatar National Research Fund, 2014: http://www.qnrf.org/en-us/Newsroom
Qatar National Research Fund
• The Mission
• The mission of Qatar National Research Fund (QNRF) directly supports this vision:
• “QNRF advances knowledge and education by providing funding opportunities for original competitively
selected research and development at all levels and across all disciplines with emphasis on the four pillars
of the Qatar National Research Strategy:
Energy and Environment
Computer Sciences and ICT
Health and life Sciences
Social Sciences, Arts and Humanities
• QNRF provides opportunities for researchers at all levels, from students to professionals, whether in the
academic, public or private sectors.
Source: Qatar National Research Fund, 2014: http://www.qnrf.org/en-us/Newsroom
Qatar National Research Fund
• National Priorities Research Program (NPRP)
• This program is intended to support the overarching goal of Qatar National Research Fund
(QNRF)in fostering a research culture in Qatar by encouraging the local population to embrace
Research & Development (R&D) as a vocation. The grants offered through the National Priorities
Research Program (NPRP) will:
Build human capital in Qatar
Fund research to benefit the nation, the region, and the world
Raise Qatar’s profile within the international research community
• QNRF funds proposals ranging in value from US$ 20,000 to US$ 300,000 annually, for research
project periods of one, two or three years.
Source: Qatar National Research Fund, 2014: http://www.qnrf.org/en-us/Newsroom
The Research Landscape in Qatar
• Qatar faces challenges with respect to the development of human capital. The NPRP is assisting in
this area by supporting the country's colleges and universities to attract, develop and retain skilled
faculty members. The NPRP will also provide incentives for institutions to build the organizational
infrastructure needed to support researchers.
• Furthermore, the NPRP will help to build human capital through the promotion of knowledge and
technology transfer, encouraging collaboration with institutions outside of Qatar.
• By funding research that will raise Qatar's profile within the international academic community, the
NPRP will help to address the sense of geographical isolation felt by some researchers in Qatar,
fostering a level of integration with the global research community, to the benefit of the researchers
in Qatar and Qatar as a whole.
Source: Qatar National Research Fund, 2014: http://www.qnrf.org/en-us/Newsroom
The Research Landscape in Qatar
• Qatar leads Gulf partners in terms of S&I ambition
• With plans to raise its research spend to 2.8% of its national budget (US$1.7 billion approx.), Qatar
is investing heavily to build a skills base for a future knowledge economy, but research and
innovation efforts are severely hampered by a small population, and a lack of local capacity and
administrative support.
• To overcome these weaknesses Qatar has focused on delivering larger step-change projects
through international institutional partnerships and through the strategic use of a well funded
international research fund. The current research model based on imported expat researchers
supporting and developing indigenous capacity is likely to remain for the long term.
Source: UK Foreign and Commonwealth Office: https://www.gov.uk/government/publications/qatars-science-and-innovation-challenge/qatars-science-and-innovation-challenge
The Research Landscape in Qatar
• Domestic research is led principally by institutions of the Qatar Foundation (QF) and Qatar University. QF
is developing Hamad bin Khalifa University (HBKU) which hosts branch campuses of eight leading
international institutions including UCL (archaeology and museum studies), Texas A&M (engineering),
Carnegie Mellon (ICT), and Weill Cornell (medical). There are no plans to add further campuses.
• HBKU is expanding postgraduate qualifications and research through international recruitment and is
seeking the support of international partners. QF operates computing, energy and environment, biomedical
and medical research institutes and has an innovation park supporting industry/university partnerships.
The older segregated Qatar University (QU) competes with QF and is also looking to expand its
postgraduate and research offer through external partnerships. QU has research centres for environment,
gas processing, road safety and advanced materials.
Source: UK Foreign and Commonwealth Office: https://www.gov.uk/government/publications/qatars-science-and-innovation-challenge/qatars-science-and-innovation-challenge
The Research Landscape in Qatar
• Qatar already has a well structured international research collaboration programme.
• The 7th National Priorities Research Programme (NPRP) is a peer reviewed programme is seen as a
model of best practice for the region. The programme allows research grants up to maximum US$900K
over three years with up to 35% available for research outside Qatar. This year US$130 million was
disbursed on 162 grants focusing on Qatar’s research priorities: energy & environment, ICT, health, social
science & humanities, and were aligned with Qatar’s “grand challenges” for this year: energy security,
water security and cyber security.
• While the overall success rate for applications was 20%, collaborations with UK partners have traditionally
run at 40%. Grants awarded to UK/Qatari collaborations (involving 42 UK institutions) have risen from 21 in
2012 to 29 pending in 2013, a 38% increase. Nationally the UK ranks second behind the US which has the
benefit of six research-active branch campuses in Qatar.
Source: UK Foreign and Commonwealth Office: https://www.gov.uk/government/publications/qatars-science-and-innovation-challenge/qatars-science-and-innovation-challenge
The Research Landscape in Qatar
• In addition to the NPRP, UK/Qatar collaborations run two exceptional NPRP grants worth up to
US$5 Million over 5 years in weight management and astronomy and larger research projects
including: the Shell/QP/Imperial College Carbonates and Carbon Storage Centre, The Imperial
College / Hamad Medical Corporation Biobank, the Imperial College / QF Qatar Robotics Surgery
Centre, The Magdi Yacoub Heart Foundation / QF Qatar Cardiovascular Research Centre and the
Qatar Museums Authority / British Library Digitalisation of Gulf Records Project. UK institutions are
well placed . Qatar is interested in UK research excellence brands.
• Challenges - Although expenditure on their flagship NPRP programme has been maintained, under
a new Emir QF budgets have been tightened and there is a growing wariness of new bilateral
commitments.
Source: UK Foreign and Commonwealth Office: https://www.gov.uk/government/publications/qatars-science-and-innovation-challenge/qatars-science-and-innovation-challenge
The Research Landscape in Qatar
• There is still work to be done at an institutional and grassroots level on joint research networking.
QF is keen to focus on capacity building: summer schools, postdoc exchanges, early career
researcher exchanges, joint student research projects, researcher skills training, research/industry
engagement. The UK and QF have agreed to work towards tackling the gaps and weaknesses in
existing collaboration. To allow this to happen the UK has proposed a £300K “fund of funds” (£100K
from the BC’s Researcher Links Programme; £30K from BIS’s Global Partnership Fund; £70K from
industry, and £100K from QF’s Conferences and Workshops Support Programme) to support
bilateral research networking on joint research priorities. The UK consortium will also step up efforts
to engage partners outside the QF family (Supreme Education Council, Qatar University and
Hamad Medical Corporation).
Source: UK Foreign and Commonwealth Office: https://www.gov.uk/government/publications/qatars-science-and-innovation-challenge/qatars-science-and-innovation-challenge
MaGiG
• MaGiG is Malaysia’s Global Innovation and Creativity Centre. It aims to build a vibrant community empowers
entrepreneurs to create something sustainable and of value.
• The vision is to make Malaysia the start-up capital of Asia.
• The mission is to catalyse the entrepreneurial ecosystem in Malaysia and bring together the abundant resources from
partners and communities alike to develop entrepreneurs of enduring and high growth start-ups that will make a
positive impact on a regional and global scale.
• MaGiG has three mandates:
• to support and foster strong communities where entrepreneurs are able to easily connect and share their ideas and
solutions with each other.
• to stablish an academy for startup education, seed accelerator programs and provide qualified entrepreneurs with
regional and global exposure.
• to create a series of educational content about how startups are playing a significant role in solving real problems in
the world, and reveal the entrepreneurs who are driving these innovations.
Source: MaGiG, 2014: http://www.mymagic.my/about/
MaGiG
• MaGIC was first announced in October 2013 by the most honourable Prime Minister YAB Dato’ Sri
Mohd Najib Bin Tun Abdul Razak during the 4th Global Entrepreneurship Summit held in Kuala
Lumpur. Cyberjaya, the home of the Centre, is progressively becoming the preferred location for the
technology-driven start-up community.
• On April 27th 2014, MaGIC was launched by President Barack Obama and Prime Minister YAB
Dato’ Sri Mohd Najib Tun Abdul Razak with 7000 aspiring entrepreneurs in attendance. As part of
the launch, MaGIC signed memorandum of understandings with Stanford University and UP Global
to further foster and develop a vibrant startup ecosystem in Malaysia and beyond.
Source: MaGiG, 2014: http://www.mymagic.my/about/
Lab2Market
• The Lab2Market Commercialisation Programme (L2M) sees Ministry of Higher Education, Government agencies, Cradle
Fund Sdn Bhd, Agensi Innovasi Malaysia and Technology Park Malaysia, Malaysian Research Universities and TiE
Malaysia working together. The L2M Programme provides a catalyst for commercialization – bringing innovators and
investors together.
• The initiative is part of the Malaysian Government “Entry Point Project 9: Advanced Engineering, Science and
Innovation Cluster” under the Education National Key Economic Area (NKEA) of the Economic Transformation
Programme (ETP).
• Mentor Series and Elevator Pitch training modules have been selected to help L2M achieve its goals. Out of 72 selected
candidates, 10 participants so far have been chosen to receive substantial seed funding from the government.
• Having successfully completed the L2M Pilot Programme in May 2012 and L2M Cycle II in October 2012, TiE Malaysia
has been given the mandate to proceed with Cycle III, IV and V in 2013. Since 2002, TiE Malaysia has worked very hard
to bridge entrepreneurs from Malaysia and the world through active participation in TiE Global, the world’s largest non-
profit organisation promoting entrepreneurship. In 2011 the TiE Malaysia office and the TiE ASEAN Secretariat was
launched to promote TiE programs actively.
Source: TiE Malaysia, 22/01/2013: https://malaysia.tie.org/article/29/innovative-programme-government-malaysia
Twofour54
• Named after the geographical co-ordinates of Abu Dhabi, twofour54's vision is to enable the
development of world class Arabic media and entertainment content, by Arabs for Arabs, and to
position Abu Dhabi as a regional centre of excellence in content creation across all media platforms
including film, broadcast, music, digital media, events, gaming and publishing.
• The company aims to create a collaborative and supportive campus community; stimulating creative
and professional partnerships through our core business units: tadreeb -the training academy;
ibtikar - innovation & support; and intaj - state of the art production facilities.
• The core business units are supported by a business enabler tawasol, which provides support to
organisations and individuals looking to join the twofour54 community.
Source: Twofour54: www.twofour54.com
Twofour54
• Twofour54 offers the following services:
• 100% company ownership in a stable, tax-free environment
• Registration and licensing for media businesses at twofour54
• Company and personal set-up services
• Customised office space solutions World-class studio production and post-production facilities supported
by technical staff.
• On-site Vocational media training. The Academy offers over 200 industry courses as well as tailored
training solutions for organisations
• Industry investment and business support for Arab entrepreneurs and fledgling media and entertainment
content businesses from the region
• Unique campus environment with facilitated business networking
Source: Twofour54: www.twofour54.com
Twofour54 - Ibtikar
• Ibtikar offers funding and support to young Arabs with great ideas. this includes seed funding,
investment in content development guidance and planning.
• It helps entrepreneurs get great ideas off the ground. This is all managed and delivered through the
creative lab community where entrepreneurs can apply for funding, connect with other creative
thinkers as well as get inspired and supported to bring ideas to life.
Source: Twofour54: www.twofour54.com
88mph - Kenya
• 88mph is a startup accelerator that is offering an enticing proposition to startup talent in the U.S. and
Europe: move to Africa. For entrepreneurs, the emerging middle class in Africa may represent a big market
opportunity.
• The accelerator invests an average of about $25,000 in early-stage companies hoping to capitalize on
emerging African markets on the web. 88MPH participants enter a three-month startup accelerator
program in Nairobi and Cape Town, and (soon) Lagos.
• The accelerator targets insanely curious, tenacious people, and those willing to set aside any pre-
conceived notions they have about Africa. It scours talent from around the world, from startups that include
Africa's first "iTunes" to web services for rent payment. 88MPH hopes to reverse the brain drain from Africa
to Europe and the U.S., and in the process open up Africa’s nascent markets to venture-sized returns for
investors. "
Source: The Fast Company, 20/02/2014: http://www.fastcoexist.com/3026243/the-startup-accelerator-that-wants-founders-to-move-to-africa
88mph - Kenya
• Despite inevitable comparisons with Silicon Valley (Silicon Savannah in Nairobi and Silicon Lagoon
in Lagos), businesses face challenges that still spook many investors and entrepreneurs, says
88mph’s founder and managing partner Kresten Buch. "Talent is scarce, experience is scarce, there
are no angels obviously, and there are no serial entrepreneurs," he says. While 88mph seeks to
make investments in as many as 12 companies in each accelerator class, it has only accepted five
or six companies in some classes due to a lack of fundable options.
• Yet 88mph is gaining traction and is not alone. TechCrunch rounded up a list of five other startup
investment vehicles in Africa, and a small but growing flow of U.S., European, and domestic
investment is creating startup hubs in a few capital cities.
Source: The Fast Company, 20/02/2014: http://www.fastcoexist.com/3026243/the-startup-accelerator-that-wants-founders-to-move-to-africa
88mph - Kenya
• ApexPeak is one of the first successes of 88mph. Funded just 12 months ago, it announced its
$2.4 million in venture funding.
• The firm, a financing company to help businesses manage cash flow from invoices, aims to raise a
$200 million fund to help small and medium businesses access to affordable credit.
• Buch says "Our goal with 88mph is to try to generate a ROI that will make European and U.S.
accelerators look like African non-profits,"
Source: The Fast Company, 20/02/2014: http://www.fastcoexist.com/3026243/the-startup-accelerator-that-wants-founders-to-move-to-africa
Most Innovative Nations in Latin America
• Barbados and Chile are the most innovation nations
in Latin America and the Caribbean (LAC), according
to the 2014 Global Innovation Index.
• The Global Innovation Index ranks every country out
of 100 based on its performance in a wide of range of
subcategories, including institutions; human capital
and research; infrastructure; investment; business
sophistication; knowledge and technology outputs;
and creative outputs.
• Barbados is the leading Caribbean nation, ranked
41st, and Chile is the leading Latin American nation
ranked 46th.
Source: Nearshore Americas, 13/08/2013: http://www.nearshoreamericas.com/barbados-chile-named-lacs-innovative-countries/
Start-up Chile
• Start-up Chile is a programme created by the Chilean Government, executed by Corfo via InnovaChile, that
seeks to attract early stage, high-potential entrepreneurs to bootstrap their start-ups in Chile, using it as a
platform to go global.
• The end goal of the accelerator program is to convert Chile into the definitive innovation and entrepreneurial
hub of Latin America; this is a mission shared by the Government of Chile and is a primary focus of the
Ministry of Economy.
• In 2010, the program, at that point just a pilot, brought 22 start-ups from 14 countries to Chile, providing them
with US$40,000 of equity-free seed capital, and a temporary 1-year visa to develop their projects for six
months, along with access to the most potent social and capital networks in the country.
• These selected entrepreneurs were approved by an admission process conducted by Silicon Valley experts
and a Chilean Innovation board that focuses ardently on global mindsets and worldwide potential. Of all
required criteria, it is essential that the chosen entrepreneurs work in a global mindset, believing that the
route to success is via expansion not isolation.
Source: CORFO, 2014: http://www.startupchile.org/about/the-program/
Start-up Chile
• 2010 acted as a pilot phase that lead into the 2011 application processes with the goal to bring 300
startups to Chile during the year, with the end hope of having 1,000 bootstrappers participate in the
program by the culmination of 2014. The first application process of 2011 brought 87 startups to Chile from
over 30 countries, after having received 330 applications– and, during the second process conducted in
July of 2011, 650+ startups applied, vying for 100 slots.
• All of the Start-Up Chile entrepreneurs are measured during their time in the program by various indicators
including participation in local events, presenting workshops on their particular expertise, raising local or
international capital, and contracting talent.
• Start-Up Chile has been recognised by the Forbes, The Economist, BusinessWeek, and TechCrunch
(among many others) and has inspired spinoffs around the world such as Startup America, Britain, Greece,
and Italy.
Source: CORFO, 2014: http://www.startupchile.org/about/the-program/
Lessons to Learn from Start-up Chile
• Start-up Chile has been acknowledged as a ‘grand innovation experiment’.
• It all started in 2010 when Chile paid foreign entrepreneurs to come and visit for six months. It
offered them $40,000 plus free office space, Internet access, mentoring, and networking.
Entrepreneurs could enjoy living in a very beautiful place where housing is relatively cheap and
where there is less crime and corruption compared to other Latin American countries . All Chile
asked in return was that the foreigners interact with local entrepreneurs and consider making the
country their permanent home.
• Many people thought that the idea was crazy but Chile was making a bet - that the foreign
entrepreneurs would transform its entrepreneurial culture by teaching the locals how to take risks,
help each other, and form global connections.
Source: The Washington Post, 11/06/2014: http://www.washingtonpost.com/blogs/innovations/wp/2014/06/11/chile-teaches-the-world-a-lesson-about-innovation/
Lessons to Learn from Start-up Chile
• Santiago is today buzzing with entrepreneurial activity; university students often look to join start-ups rather
than big companies; Start-Up Chile has gained brand recognition in innovation circles worldwide; and local
entrepreneurs are becoming more ambitious and looking for opportunities abroad.
• Start-Up Chile has also been flooded with applications—more than 12,268, from 112 countries. According
to Start-Up Chile’s executive director, Sebastian Vidal, 810 startups from 65 countries have so far been
admitted into the program.
• The first 199 companies that visited Chile and returned home reported that they had raised a total of $72
million in funding. A batch of 132 companies that chose to stay there reported that they had raised $26
million. Several start-ups have had successful exits, and hundreds of others expect to make it big.
Source: The Washington Post, 11/06/2014: http://www.washingtonpost.com/blogs/innovations/wp/2014/06/11/chile-teaches-the-world-a-lesson-about-innovation/
Lessons to Learn from Start-up Chile
• Chile has invested only about $35 million in this experiment. Other countries have spent hundreds
of millions — even billions — of dollars in their efforts to create technology hubs.
• Legions of consultants have been advising regions to build science parks next to research
universities and to offer financial incentives to selected industries to locate there, touting Harvard
professor Michael Porter’s cluster theory. Porter had observed that geographic concentrations of
interconnected companies, specialized suppliers, and service providers gave certain industries a
productivity and cost advantage. His followers postulated that by bringing these ingredients together
into a “cluster,” regions could artificially foment innovation.
• Many agree that this top-down formula doesn’t work and Chile proves that it is people, not industry,
who power innovation.
Source: The Washington Post, 11/06/2014: http://www.washingtonpost.com/blogs/innovations/wp/2014/06/11/chile-teaches-the-world-a-lesson-about-innovation/