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World Bank Global Forum Washington, D.C. December 10, 2009 Rohit Shukla Founder-CEO, Larta Institute Unleashing entrepreneurship How to build STI capacity.

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Presentation on theme: "World Bank Global Forum Washington, D.C. December 10, 2009 Rohit Shukla Founder-CEO, Larta Institute Unleashing entrepreneurship How to build STI capacity."— Presentation transcript:

1 World Bank Global Forum Washington, D.C. December 10, 2009 Rohit Shukla Founder-CEO, Larta Institute Unleashing entrepreneurship How to build STI capacity locally

2 Landscape of remarks Presentation of Larta Institute’s model of Open Innovation and Outsourced Technology Transfer for government-sponsored research through small businesses General observations, principles, imperatives and problems of Science & Technology Industry, building capacity, and on commercialization and innovation Presentation of potential opportunities for program/s Conclusion - Discussion

3 About Larta Institute: Open Innovation Larta Institute serves as an applied “innovation partner” to governments, regions, and S&T leaders around the world - “We bring together people, technology, and capital to drive innovation” Founded as a non-profit organization in 1993 via State of California legislation to serve as the State’s commercialization agent, but Has expanded dramatically since then; now serves governments, regions and entrepreneurs across the world in many sectors, including life sciences, agriculture, plant sciences and agri-bio, and clean/alternative energy. - We’ve designed and managed so-called “CAP” programs (Commercialization Assistance Programs) for many clients, including NIH, USDA, NSF, and many Asian and western countries (Taiwan, Korea, Hong Kong, New Zealand, Australia, Canada e.g.) Companies helped by us have raised over $1.6 billion in outside capital (investment, partnerships, contracts, etc.) – “up and down the food chain” Conferences and seminars provide insights to thousands of people each year.

4 Core Service Areas Technology Transfer & Collaboration/Networks –Larta Institute, utilizing its Network T2 consortium of over 19 leading universities and research institutions, manages programs to accelerate industry awareness and the commercial traction of university-based spinouts. Technology Commercialization/Global Bridge - Assist regions, institutions and science-based budding entrepreneurs in entrepreneurial know-how and competitiveness. - Governments and regional economies partner with Larta to drive the success of their tech-based enterprises and market development initiatives. Innovation Pipeline Sourcing/Market Pull - Serves as a clearinghouse and “interlocutor” to corporate partners and entrepreneurs to incrementally-important and/or disruptive technologies to enhance their business pipelines: processes, combinations, individual innovations

5 Our Capabilities Larta’s network/experience base lend strong support to entrepreneurs and S&T leaders at all stages of the ecosystem: - Innovation Policy - Commercial assessments of emerging companies - Building University-Industry Linkages - Building entrepreneur competitiveness - Commercialization Programs

6 Larta Hub TECHNOLOGY TRANSFER Network T2 Pooled IP Collaborative Research INVESTMENT Venture Forum/Salons Investment Networks COMMERCIALIZATION Federal Agencies, Govt (NIH, USDA, NSF etc.) Training/Entrepreneurship platform Industry-specific curricula INDUSTRY ACCESS Research Reports Conferences: Buyers/Acquirers Industry Roundtables & Networks GLOBAL REACH Training & Web-based tools (companies & trainers) Entrepreneur Showcases Intensive Incubation MANAGEMENT Recruitment Partners Resume Tools and Database Team and Board Building The Network: Service Firms Industry Experts Domain Experts Returning Entrepreneurs Equity Investors Analysts Larta’s Skill Universe The Innovators’ Circle

7 Commercialization is… The art of developing, mining and extending market opportunities based on a core expertise derived from a single discipline, or, increasingly, from multiple sources. - Value related to innovations over current practice, current players and current expectations; applied innovation is easier, doesn’t preclude “outlier” firms A long and winding road that combines mindsets, assets and daring to achieve revenue, relevance and position in the marketplace, create revenue, and value up and down the food chain. Not a linear process from the lab to the marketplace: plan for unplanned opportunities and deviations from any “market plan” Source: Larta Institute

8 Some principles Rallying cry – STI is driving force of economies - Employment, revenue, wealth-creation - Food chain: finding your optimum place - Asset-mapping: what do we have? What can we build? Innovation – Original or applied? - Too often: emphasis on original (the “wow” factor) - Serving the home market (regional, local) is an important first step - Solving problems (local, regional, global) –E.g. small-scale “gobar gas” projects in India Integration is essential: climate change, epidemiology, etc.

9 Some imperatives Entrepreneurship is a global imperative - Creates opportunities, liberates opportunism, upgrades capacity - Exploit your local/regional asset base: universities, research, processes –E.g. application of mobile technology to farmers (now a knowledge tool) - Entrepreneurs are, of necessity, not parochial Knowledge flows, between economies, between regions, between researchers, between entrepreneurs - A vital factor in the upgrading of capacity, accelerating economic value, diminishing the impact of isolation - Allows for all countries to engage globally E.g. IT sector in Egypt, outsourcing industry in West Africa (Ghana), West Indies (Jamaica), localization services (Uruguay)

10 Some issues of concern Rush to innovation - Countries focused on the “brass ring” (instead of the one that fits best) - “Me too” phenomenon of international economic development - The “cluster craze” makes for overreach and envy Inability to achieve scale and critical mass - Narrow niches are limited in scope and limit capacity-building Lack of exposure and commercialization “immersion” - Entrepreneurs, even “natural” home-grown ones, suffer from being disconnected from larger marketplace, ecosystem - Developing the ecosystem itself takes time, champions

11 So what do regions/countries do? Understand your place in the “food chain” - Original innovation is hard to come by, not good public policy - Focus on adapted innovation that first solves local problems, issues, markets - Develop competitive intelligence (understanding of the state of the world in relation to specific areas of competence) Establish collaboration as a cornerstone of policy - Smaller countries should establish regional approach to innovation and commercialization Promote new enterprise growth between individuals of countries –Focus on commercial “immersion” program, entrepreneurial development Serve local and regional markets first –But plan for global linkages, and build action plan to accommodate such linkages from the outset

12 Some Imperatives worth considering: Don’t make the perfect the enemy of the better Innovation, especially in S&T is a global game: value is derived from a variety of sources, in combination or exclusively on its own - Original S&T innovation is harder to come by, applied innovation is a reasonable standard to follow - Focus on mining your assets: special capabilities, critical mass, compelling need Gates Foundation project in Sub-saharan Africa: mosquito nets This is a networked world: networks of influence, of imagination, of expertise, networks of networks - Tap into them often and keep mining them to help you discover where you fit in - Build “competitive intelligence” in multiple ways: analysts reports, filings, media inquiries, stories; build confidence and capacity - Create conditions for entrepreneurs to grow and be supported by broader ecosystem: commercial immersion, market entry into regional and local markets, global linkages

13 Toward an Action Plan Commercial immersion for entrepreneurs - “Global Bridge” program: in-country and linked to other markets Capacity-building for policymakers, institutions - Establishing “competitive intelligence” initiative - “Train the trainers”: focus on sustainability beyond initial funding - Network: Technology Commercialization Exchange On Web Discussion

14 Twenty years from now you will be more disappointed by the things that you didn't do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover. - Mark Twain NOTABLE QUOTABLE

15 Thank You! Rohit K. Shukla Founder & CEO Larta Institute

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