1. Regional Innovation, Incubation and The University Entrepreneurial Leadership and The Cambridge Model “The Cambridge Phenomenon” Professor Alan Barrell Hosei University, Tokyo February 26 th 2009

2. Context and Agenda  A General Context – A Changing World – A Financial Crisis Question  Region and sub-region – where did the action really originate Question - Is there optimal size / scale for optimal Innovative Development ?  Entrepreneurship as the driving force and Leader of much more than business success  Entrepreneurial mindsets and support structures  Technology Transfer – The University did not lead  A Family of Incubators under other names  A Cluster of Creativity  Characteristics of Successful Cambridge Incubators  Recognising and building on serendipity  Funding and Investment Readiness Preparation  People, Diversity, Culture, Communities, Networking and Society

3. Casting an Eye on the World’s Financial Crisis – What’s changed ?

4. Who said these words and When “I believe the banking institutions are more dangerous to our liberties than standing armies. If the American people ever allow private banks to control the issue of their currency, first by inflation, then by deflation, the banks and corporations that will grow up around the banks will deprive the people of all property until their children wake up homeless on the continent their fathers conquered”

5. Who said these words and When “I believe the banking institutions are more dangerous to our liberties than standing armies. If the American people ever allow private banks to control the issue of their currency, first by inflation, then by deflation, the banks and corporations that will grow up around the banks will deprive the people of all property until their children wake up homeless on the continent their fathers conquered” Thomas Jefferson 1778

6. And what about these… “The budget should be balanced, the Treasury should be replenished, Public debt should be reduced, the arrogance of officialdom should be tempered and controlled, and the assistance to foreign lands should be curtailed, lest our Nation become bankrupt. People must again learn to work, instead of living on public assistance”

7. And what about these… “The budget should be balanced, the Treasury should be replenished, Public debt should be reduced, the arrogance of officialdom should be tempered and controlled, and the assistance to foreign lands should be curtailed, lest our Nation become bankrupt. People must again learn to work, instead of living on public assistance” Marcus Cicero 55 BC

8. Boom started But - think Boom ….not Gloom…. many successful businesses started in recessions…. “I started the Cobra Beer Company in a deep Recession – and it proved to be the best time for me….introducing something innovative and exciting changed the way people thought about Indian Food and Beer” Lord Karan Bilimoria Founder – Cobra Beer

9. lots But the eye on the World shows lots of changes….its not just the finances….and some changes are permanent

10. The Changing Horizon Environment Issues The death of deference New employment patterns Organisations Globalisation Technology

11. Sources of Competitiveness Creativity Risk Speed Reputation Cost Values Learning Information

12. Changes in Industrial Structure - UK % of Total Employment - UK Government Foresight Report 2001

13. Global Dynamics – Manufacturing has Migrated  Two fifths of the Worlds people live in the two fastest growing large economies – China and India  Education, Wealth Creation and New Knowledge are at the heart of Economic Planning in Asia  Growth in Asia is far ahead of Europe.  Dynamic Growth in Manufacturing Base  CASH is in place in the Asian economies – as well as brainpower- China has US$ 2 Trillions of reserves  Labour and Material cost advantages +++++

15. Cambridge and the Eastern Region Traditional Industries Agriculture and FoodAgriculture and Food FishingFishing Leather goods - FootwearLeather goods - Footwear Wool and TextilesWool and Textiles 7.5 million people7.5 million people One of UKs fastest growingOne of UKs fastest growing Region governed by EEDA – East of England Development AgencyRegion governed by EEDA – East of England Development Agency

17. Trinity College’s History and Scientific Development – Cambridge – Science, Innovation and Invention  Trinity always had a strong scientific tradition*  First use of the word “scientist” 1835 (Whewell)  First European Science Park – 1970 – Dr Sir John Bradfield *Alumni include Newton, Clerk-Maxwell, Rayleigh, Thomson, Walton, Rutherford, Aston, Lyle, both Braggs, Bohr, Hopkins, Klug, Kendrew

18. Greater Cambridge Partnership Area ( GCP) – one of nine “Sub-regional Development Partnerships” in the EEDA – East of England Development Agency Region 2002 GC Estimates Population: 750,000 Jobs: 359,000 GVA: £12.2bn

19. Building an Enterprise Society. Power of Entrepreneurship, Innovation and Networking Building communities of enterprise,social inclusion and common purpose Sub-regional development Regional economic development National economy

20. Cambridge in 1960  Medieval City  Great University and Seat of Learning  Farmers  Not much Industry  Lots of Bicycles  Entrepreneurs? Entrepreneurship? – “Town and Gown” – and Agriculture….  But things were changing….

22. Entrepreneurship…. Thinking About Entrepreneurship…. Creativity,Innovation, Discovery Culture, and Mindset – Historical Perspectives…and Timing And about Creativity, Innovation, Discovery Culture, and Mindset – Historical Perspectives…and Timing “There is nothing more powerful than an idea whose time has come”…. Jules Verne – “There is nothing more powerful than an idea whose time has come”….

24. And - With this background…. Let’s IMAGINE

25. Einstein on IMAGINATION…. “Imagination is more important than knowledge. Knowledge is limited. Imagination encircles the world” Albert Einstein 1879 - 1955

26. “You look at things and ask - why? but I dream of things that never were and ask - George Bernard Shaw why not?” Entrepreneurs ? So - thinking of Imagination….What’s different about Entrepreneurs ?

27. Europe’s Entrepreneurial Imperitive – Josef Schumpeter - 1911 “ Entrepreneurs blow gales of creative destruction.” Role of the entrepreneur in transforming economies by developing:  New products  New methods of production  New ways of organizing  Untapped raw materials  Enhanced competitive performance Is The Cambridge Phenomenon an Example of a “Mini-Schumpeter Gale of Creative Destruction?”

28. Entrepreneurship – The bigger picture….Leading Social Change (Prof Shai Vyakarnam – Cambridge 2008) Berlin Wall Hasselhof China India Migrations Within and into Europe Single Economic system Completely new markets Is there a shift in economic centre of gravity?

29. Add the Impact and Timing of the Continuous Technology Revolution…. Compared to an average DAY in 2003…. All international phone calls 1971 All airline passengers 1975 All mobile phones 1984 All emails 1992 All SMS 1998 Source: Analysys, World Bank and ITU

30. Three Converging Revolutions Three Pervasive Technology Platforms BIO TECH Pharmaceuticals Diagnostics Research/Info Tools Industrial Genomics Bioinformatics Proteomics INFO TECH Hardware Software Communications NANO TECH Electrical Structural Biomedical Energy & Environment Biosensors Biochips Bioelectronics Microfluidics Nanobiotechnology Drug Delivery Nanodevices Nanosensors Nanoelectronics

32. Combined headcount of technology providers currently exceeds 2,500 in UK PA Technology employs up to 2,500 Worldwide Combined direct and indirect revenues estimated at $1,5 billions – ? more PA technology – Revenues $750millions+ Some players have seed funds 70 identified spin-outs - highly successful incubator models 1960 – The “Columbus Spirit” hits Cambridge – and a Cluster emerges

33. From 1960 – Birth of the Worlds largest Industrial Ink Jet Cluster Elmjet Ltd 1986 Linx Printing Technologies 1986 Support to Imaje (France) formed 1979 Xaar Printing Technologies 1990 Cambridge Consultants Ltd spin-out 1960 Cambridge University Domino Printing Sciences 1978 Willett International Ltd 1983 INCA Ltd 2000 Total current revenues $1.5 billion + Total headcount 4,000+ Major market share participation worldwide Diaspora populates Ink Jet Industries in international locations Ink Jet Cluster is enabling “Plastronics” Cluster. Revolution – Plastic Logic – “E-Reader” – already raised $250 millions!

34. CCL 1960 Until 1985 1986-1990 1991-1995 1996-2000 2001-2002 PA 1970 Gordon Edge Collin Smithers Plextek Scientific Generics Gordon Edge, Bob Pettigrew Pivotal Resources Absolute Sensors Sensopad Technologies Imerge Sphere Medical 3D Molecular Sciences Ionica QuantumBEAM Gordon Edge, Bob Pettigrew, Alan Green Adaptive Screening Flying Null Diomed Tony Raven Sentec Ubinetics Andrew Dames Acquired by Synaptics Smartbead Technologies Polatis Holotag Caroline Garey Andrew Dames Prelude Robert Hook Xaar David Paton Mike Willis Steve Temple Mike Willis Aphamosaic Cambridge Silicon Radio Cyan Technology Pelikon Roundpoint INCA Digital Printers ELMJET Domino DCSCambridge Mass Spectrometry Bill Baxter Will Eve Paul Anson Mike Payne Graham Martin Colin Gray Will Eve Acquired by Videojet Technologies Graeme Minto David Paton Xennia Technologies Alan Hudd Transversal David Yip David McKay Barrie Griffiths Steve Mullock Kore Technology Yuno Ltd Steve Barlow Robert Swann Phil O’ Donovan James Collier Glenn Collinson Chris Davies Acquired by Elumin founded by Dr. Hans Wagner David Bending Symbionics Ali Pourtaheri Dennis Fielder Acquired by Cadence Tality Fen Technology TTP Gerald Avison Adrian Lucas Mark Howard Richard Doyle Stuart Hendry Gavin Troughton Elizabeth Hill Mark Tracy Nigel Playford Wavedriver Acquired by PowerGen TTP Ventures TTP LabTech Creativity Partnership Acumen Bioscience ip.access Myriad Acquired by Mettler-Toledo Automation Partnership Demerged from TTP Group TTPCom Chris Fryer Chris Barnardo Mike Storey Cambridge Physical Sciences Roger Millar Signal Process Ltd Robin Smith-Saville Vivid Stephen Eason Acquired by Vetura Radiant Networks Mike Crossfield Tony Milbourn Tim Eiloart Ross Green, Mike Kellaway Richard Archer John Cassells Richard Philpott John Cassells David Cornell Anne Miller Figure 2 – The hi-tech start-ups spawned from the Cambridge Consultants Tin Bustin, Ciaran McAleer

35. The emergence of high-technology clusters in Greater Cambridge 50,000

36. C ambridge University 1960 1970 MRC Laboratory of Molecular Biology CAD Centre Sinclair Radionics CCL Barclays Bank 1980 Cambridge Interactive System Cambridge Science Park Acorn PA Technology Eicon Research Ltd Sinclair Research Ltd 1990 Analysys Olivetti Research Laboratory (acquired by AT&T in 1999) Judge Institute of Management Studies St. John Innovation Centre Scientific Generics The Technology Partnership TTP Cambridge Research and Innovation Ltd (CRIL) Institute of Biotechnolog y Cantab Pharmaceuticals Hitachi Cambridge Laboratory Nickerson Biotech Laboratory Glaxo 2000 Toshiba Cambridge Research Laboratory Seiko Epson Research Lab Unilever Cambridge Centre for Molecular Informatics Cambridge Network Institute of Manufacturing Amadeus Capital Partners TTP Ventures Entropic Research Laboratory (acquired by Microsoft in 1999) Glaxo Institute of Applied Pharmacology BP

37.  Universities and centres of academic excellence  Entrepreneurs with marketable ideas and products  Business angels and established seed funds  Sources of early stage venture capital  Core of successful large companies  Quality management teams and talent  Supportive infrastructure  Affordable space for growing businesses  Access to capital markets  Attractive living environment and accommodation  Social and Business Networks source :- Gibbons - Stanford University 1998 Characteristics for High Technology Regions

38. momentum As we get momentum - Overlapping Technologies support Overlapping Business Clusters HEALTH KNOWLEDGE CREATION INFORMATION and COMMUNICATIONS TECHNOLOGY Basic Research Sound & vision Bio-pharmaceuticals Computing Publishing Medical services Bio-informatics Medical devices and scientific instruments University/ Research Institutes Inkjet printing Wireless Telecoms Networking Technology ConsultingMedical research Education

39. Charles Darwin – “Natural Selection Adaptability and Survival” Darwin’s Bicentenary this year

40. Natural Selection, Adaptation, Symbiosis Synergy Incubation and Cluster Development And….We can apply the principle to companies…

43. Proximity of Learning, Research and Practical Application “The Innovation Campus” R&DEducation Applications Where open innovation, symbiosis, synergy and new companies can thrive

44. Completing the Jigsaw – putting technology to work Technology Customer need Innovative service company

45. Completing the Jigsaw – Service Delivery Innovation Technology Customer need Innovative service company

47. Characteristics of Cambridge Incubators – IT, Bio. and Generalist types all exist – in a Science Park, Innovation Centre and Incubator base  Research and Development and broad Technology skills base  Commercial orientation and focus  Marketing, Finance and Management capabilities in house  Mentors and Advisors integrated  Excellent Networking and Connectivity  Flexible space availability and access

48. Funding Innovative Companies – “Show me the Money $$$$!”- The Funding Challenge Maturity Risk “Our Money” Family and Friends and Fools Business Angels Early Stage VC Expansion Capital B A N K F I N A N C E ?? Seed Funds Pre-IPO

49. Thinking Of Angels! – How did Business Angels get that name ?

50. “Syndication Nodes” and Business Angels – Connecting in and from Cambridge  Cambridge has four active Angel Groups – Cambridge Angels, Cambridge Capital Group, Equus, G.Eastern Investment Forum  MOUs and Syndication with- Other UK Angels, Sophia Angels ( France) Luxembourg BAN, B.A.of Slovenia,US Angels Networked with all known, useful VCs and Grant bodies  Joint events, Deal and Portfolio Sharing  Common Network and Portfolio Management - Angelsoft French Wealth Tax changes – Transformational impact.  Keeping well informed – eg. French Wealth Tax changes – Transformational impact.  Strong International VC connections

51. Show me the MONEY! – So maybe we can we find investors hanging out here?....

52. “How do we get to the money ? Where is the $$$$ trail ?” Connecting and Information Points and Principles  Networks and Networking – importance +++++  Business Schools and Entrepreneurship Centres Region wide and cross border  Other Entrepreneurs / Support and Mentoring Structures  Online Channels – numerous eg…. www.funded.com  “Network Nodes” – Individual referrals  Cross Border contacts  Attitudes and Culture  France and it’s Wealth Tax….Thank you M. Sarkosy !

53. The Early Stage Business Balance – what do investors look for? In ANY innovative company ? And they like to see experienced Chairman and Directors - Mentors for Innovative young Companies Inspired Leadership Enthusiasm Bullshit Courage OptimismVision Creativity Management Research & Analysis Caution Process Financial Control Market Knowledge

54. Today – “The Cambridge Phenomenon” – The University Embraces the Modern World – Entrepreneurship in action  More spin offs from University research groups  University people and ideas are now at the core of many of the new technology ventures  University organisations have helped develop the infrastructure of the ‘cluster’ (eg, Trinity College and the Science Park; St John’s College and the Innovation Centre)  Cambridge has become a magnet for hi-tech and biotech companies – Silicon Fen  Academia, Business, Professional Services, Public Policy – working together  Business – University exchanges ++++

55. Entrepreneur Support and TheCentre for Entrepreneurial Learning (CfEL ) History:  1999 - Cambridge Entrepreneurship Centre (CEC)  2003 – Centre for Entrepreneurial Learning (CfEL)  Run 40+ courses a year CfEL Core Design Principles  The best teachers are entrepreneurs  Real-life businesses and problem solving  Focus on the practical  Action learning  Development of own ideas  Building confidence  The power of communication and networking  Explore synergies and make practical connections  Access to network

58. Dr. Shai Vyakarnam CfEL Director Katharine Price Yupar Myint Dr. Jo Mills Stew McTavish How Do We Work?  Curriculum development by CfEL  Leverage external expertise to deliver – over 200 entrepreneurs and practitioners  Highly customer focus  Constant assessment on quality of programmes  Build on reputation for excellence to create further growth and expansion Who’s Who - CfEL Team Frances Bycroft Orsi Ihasz Peter Hiscocks (ACHIEVE) Arun Muthirulan

59. CfEL’s Entrepreneurs in Residence Alan Barrell Library House Phil O’ Donovan Camrivox Alex van Someren nCipher Jack Lang Serial Entrepreneur Dan Roach Avlar Bioventures Ann Cotton Camfed International John Snyder Grapeshot Richard Green Ubisense Walter de Brouwer Founder of Starlab

60. I want to learn... What entrepreneurship is all about Some new knowledge and skills in business planning How to get my idea started How to survive and grow in the early stages How to develop and grow companies How to teach entrepreneurshi p I’m a CU student and want Entrepreneurship as part of my degree Undergraduate and Postgraduate Assessed Programmes I’m a student or member of staff or local entrepreneurial individual Enterprise Tuesday (Term 1) Enterprise Tuesday (Term 2) I’m a student EnterprisersIgnite: ‘Fast Tracking Innovation’ I’m a Solo Entrepreneur with a technology idea I’m a Corporate Intrapreneur or Entrepreneurial Manager Senior Managers’ Programm e I’m an entrepreneur or an entrepreneurial academic Summer Forum CfEL’s Programmes

61. Graduate Programmes  MBA  Chemistry  Earth Science  Graduate School of Biological, Clinical, Medical and Veterinary Sciences Undergraduate Programmes  Physics  Chemical Engineering  Materials Science  Computer Science  Biochemistry  Architecture Entrepreneurship Courses within the University of Cambridge Emerging Technologies Entrepreneurship

62. Taking the journey – Amex, Microsoft, University Faculty

63. Intensive one-week course for students, solo entrepreneurs and corporate innovators with technology/ knowledge ideas Focuses on developing a strategy for each participant’s new venture Tailored support to individual project needs through investment readiness, technical and market due diligence, mentoring and expert clinics Access to a network of valuable contacts and sources of investment - 100 contributors involved in delivering each programme Opportunity to pitch idea to a panel of investors, entrepreneurs and corporate venture heads Successful nine year track record! 8 th -14 July 2007 Cambridge

64. Timetable 8 th to 14 th July 2007

65. Research Projects at CfEL Role of Individuals Social networks Entrepreneurial process of innovation and venturing Role of Individuals Social networks Entrepreneurial process of innovation and venturing What to each Enterprisers Webcast Development Centres Enterprisers Webcast Development Centres How to teach Project with neuroscience Intuition Included in sample at ARC Project with neuroscience Intuition Included in sample at ARC Born or made Entrepreneuria l Skills and Knowledge Collaborative Research Projects: Analysis on Indivers’ entrepreneurial companies and resources (EFER, Netherlands) Centrality of Firm: Quantitative Analysis (JBS) Open Innovation with Unilever & Institute of Manufacturing Comparative analysis between Cambridge and Arezzo entrepreneurial clusters (University of Siena and University of Florence, Italy) Entrepreneurs - Born or Made (Prof Barbara Sahakian )

66. A significant feature of Cambridge cluster: Highly Developed Social Networks of Entrepreneurs “The majority of high technology companies that have shaped the success of Cambridge cluster are connected to a handful of serial entrepreneurs, business angels and venture capitalists” Research into importance of Entrepreneur Social Networks – and how they build them – Myint and Vyakarnam

67. Until 1985 1986-1990 1991-1995 1996-2000 2001-2002 C ambridge University Acorn Hermann Hauser Acquired by Olivetti Olivetti Research Lab Andy Hopper Adaptive Broadband Cambridge Broadband Acquired by American Microwave Acquired by Western Multiplex Corp Andy Hopper Peter Warton IPV (Telemedia Systems) Andy Hopper Virata(ATML) Hermann Hauser Andy Hopper Merged with Globespan Acquired by AT &T RealVNC Virtual Network Computing Level5Network Andy Hopper ANT Alex van Someren Nicko van Someren nCipher Alex van Someren Nicko van Someren Netchannel Hermann Hauser Jack Lang Acquired by NTL ARM Element 14 Stan Boland Simon Knowles Acquired by Broadcom Amadeus Capital Partners Hermann Hauser IQ Bio Hermann Hauser, Chris Keightley Part of DAKO Diagnostics DakoCytomation - Merged with Cytomation Inc CDT Richard Friend Plastic Logic Analysys David Cleevely Cambridge Network David Cleevely Hermann Hauser Alec Broers Cambridge 3G David Cleevely CPS Peter Duffett-Smith Polight Technologies Stephen Elliott Pavel Krecmer ART Daniel Hall Pilgrim Beart ActiveRF Pilgrim Beart Antenova Zeus Technology Adam Twiss David Reeves Cambridge Semiconductor Gehan Amaratunga Florin Udrea Muscat John Snyder Martin Porter Enterprise Accelerator John Snyder Webtop Smartlogik Acquired by Dialog Small World Richard Green Authur Chance Dick Newell CAD Shape Data Charles Lang Acquired by GE Tensails Richard Green VBN online TerraPrise Ubisense Andy Hopper Steve Pope Andy Hopper Andy Ward Pete Steggles Simon Elliott David Cleevely Electronic Share Information Acquired by E* Trade Hermann Hauser Jack Lang Top express Jack Lang Splashpower Lily Chang James Hay Saviso Group Adam Twiss Bryan Amesbury Innovia Collin Ager Garraint Davies Cambridge Interactive Systems Hermann Hauser Mike Muller Tudor Brown Jamie Urquhart Dick Newell, Tom Sancha Figure 1 - The hi-tech start-ups associated with the Cambridge University Stan Boland Simon Knowles Icera Laser-Scan R. O. Frisch M-Spatial Adrian Cuthbert Jon Billing

68. Until 1985 1986-1990 1991-1995 1996-2000 2001-2002 AGC 1984 Alan Goodman ATM Alan Goodman Salix pharmaceutical Alan Goodman Peptide Therapeutics Now Acambis Daniel Roach Alan Goodman Amura Alan Goodman Avlar BioVentures Alan Goodman Daniel Roach Oxford Bimedica Alan Goodman LiDCO Alan Goodman Terry O’Brien Alan Goodman CORE CeNes Daniel Roach Alan Goodman Chiroscience Chris Evans Alan Goodman Enzymatix Chris Evans Merged by Celltech Group Rapigene ChiroTech Enviros Chris Evans Cerebrus Toad Chris Evans Merlin Ventures Celsis Amedis pharmaceutic al William Bains John Caldwell Axis Genetcs Iain Cubitt Pestex Changed its name to MicroBio Group Acquired by Becker Underwood MRC LMB 1960s Greg Winter Daivd Chiswell CAT Greg Winter Diversys RiboTargets Simon Sturge Celltech C ambridge University Martin Davies BioRobotics Cantab Pharmaceuticals Alan Munro Merged with Xenova Group Ltd Chris Lowe J. McCann Cambridge Sensors Affinity chromatography Chris Lowe Ken Jones Acquired by Prometic Biosciences Inc Holometrica Roger MillingtonAbcam Jonathan Milner David Cleevely AdproTech Peter Lachmann Biotica Technology Peter Leadlay Jim Staunton Kudos Pharmaceuticals Stephen Jackson Hexagen. Mark Bodmer Mark Bodmer Lorantis Acquired by Incyte Sense Proteomics Jonathan Blackburn De Novo Philip Dean David Bailey Paradigm Therapeutics Mark Carlton Metris Therapeutics Stephen Smith Steve Charnock-Jones Smart Holograms Chris Lowe Purely Proteins Chris Lowe David Bailey Daniolabs Paul GoldsmithAkubio MC David Klenerman, Tony Minson Astex Technology Tom Blundell Chris Abell Harren Jhoti Solexa Shankar Balasubramanian David Klenerman Vernalis Arakis Andy Richards Cyclacel Microscience Ark Therapeutics Vectura ReNeuron Biovex Genzyme (UK) - 1985 Chris Evans Chris Lowe Merlin Biosciences Chris Evans Figure 3 – The biotech start-ups from Cambridge University and other individuals Cambridge Theranostics Jonathan Milner David Cleevely Ivan Petyaev

70. Entrepreneurial Overlap – “Joined Up Thinking and Actions” – Coherence and Common Purpose EDUCATION & RESEARCH including Universities INDUSTRY & BUSINESS GOVERNMENT National & Local

71. “bottom up” Building an Enterprise Society. Power of Entrepreneurship, Innovation and Networking- Building “bottom up” Building communities of enterprise,social inclusion and common purpose Sub-regional development Regional economic development National economy

72. The Cambridge Phenomenon – Fulfilling the Potential – 2004 Report to Government “Greater Cambridge is one of the most dynamic sub- regions within the UK Economy”  GDP growth 6.5% p.a. ( UK 3.4%, USA 3.8%)  Employment Growth 5,000 p.a.(160,000 1971 – 2001)  3,500 High Technology businesses  50,000 High Technology jobs  80% Job Growth ( UK 16 % )  360,000 jobs in total  UK Exchequer tax take £5.5 billion  Export value - £2.8 billion  Gross Value Added - £12.2 billion ( 2001 )

73. The Greater Cambridge Partnership - GCP Super Sub-region One of Europe’s Innovation Capitals University of Cambridge ranked No. 1 in Europe, No.4 in the world International hub linked to finance and global markets £12 billion+ economy; 750,000 people 1,500+ hi-tech companies; 250 biotech companies 30% of workforce employed in knowledge-based industries European Union certified centre of excellence for innovation and hi-tech business Where Entrepreneurship has driven positive development

74. Cambridge source: Cambridge 2020 report - 1998 The East of England Region Map of Silicon Valley inset

75. Entrepreneurial Leadership Sources of Competitive Advantage for Greater Cambridge – Entrepreneurial Leadership – brought Positive Innovative Change  Capacity for innovation  Diverse science base and research infrastructure  Capability to diffuse knowledge and experience through collective learning and networking systems  Leading to a functioning knowledge-based cluster  Entrepreneurial business community – enthusiastic to participate in local, regional, national and international programmes of innovation, change and new business creation  Centre for Entrepreneurial Learning in Judge Business School  Open Culture – Community Spirit +++++ Entrepreneurial Integration and Leadership  An Enterprise Society of Common Purpose and Social Inclusion – Entrepreneurial Integration and Leadership

76. But for the Future – Beware Arrogance – “Today’s Peacock is Tomorrow’s Feather Duster”

77. In of Excellence ! In Pursuit of Excellence ! “ Excellence can be achieved, if we: Care more than others think is wise, Risk more than others think is safe, Dream more than others think is practical, Expect more than others think is possible.” Deborah Johnson-Ross Maybe Entrepreneurs think this way?.... If Academics and Public Policy makers do too….we have a powerful combination….which impacts upon Society and the whole Economy.

78. Thank you for your attention…. More on my website – www.alanbarrell.com E-mail – alan@alanbarrell.com