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Iniciativa Internacional Cambridge-CONACYT
- 1. IniciativaInternacional Cambridge-CONACYT: Academia,transferencia de tecnología y capital humanotecnoemprendedor7 Enero 20102º Foro de Innovación para la Competitividad en México: Transformando la economía mexicana en una economía de innovación y conocimiento.Dr Jose Bernardo Rosas FernandezWilliam Gates Building15 JJ ThomsonAvenueUniversity of [email protected]
- 2. Technopole MapConsultants (technology)NetworkOrganisationsInside and outside the UniversityBusinesses as employersConferences each yearVenture capitalBusiness AngelsEventsAll year roundIncubation CentresMultidisciplinaryresearchScience ParksCIKCGovernment fundedSupport agenciesPolicy making in local governmentCambridge EnterpriseCfELIfMAcademic DepartmentsUniversity Departments
- 3. 16861209Origin of theUniversityDeeply rooted academic excellencepresent81 Nobel PrizesOrigin dates back to 1209
- 4. Consists of 31colleges
- 5. 800 years ofacademic excellence
- 6. Newton, Darwin, Rutherford,Bragg, Bohr, Whittle (jet engine), Watson and Crick (DNA)……all Cambridge academics
- 7. The University withthe largest number of Nobel prizes in the world: 81 since 1904 University of Cambridge Research Funding
- 8. Emergence of atechnopolehttp://www.ifm.eng.cam.ac.uk/ctm/teg/documents/CambridgeTechnopole2008_000.pdf
- 9. Soft infrastructureLegal andregulatory of the UniversityIntellectual Prop. policyHuman Resources policyTech transfer; consulting contracts; Contracts with companies; licencingEducation and trainingStudent societiesNetworksMIT-Camb InstituteCambridgenetworkBusiness Angel groups
- 10. LakshmiSaraswatiReconcile valuesAt easewith differences and similaritiesAcademic excellence is at the heart...Managed through being open and transparentBenefits of networks - Relational and structural social capitalTrust, friendshipsWanting to be part of this “club”Role model effectsAll through time and cultures – the pursuit of intellect has been held separately from the pursuit of wealth
- 11. Hard infrastructureGrants –proof of concept fundingAccess to venture capitalIncubation spacesScience parks and industrial spaces
- 12. Build an ecosystemTrustand opennessFeel good, positive, open mindsEasier to learnRisk tolerance – defining this – push your boundariesSkills, behaviours, emotionsNetworks
- 13. Critical Mass ofInternational CompaniesCompanies understand that to maintain competitiveness they must be increasingly innovative and interdisciplinary
- 14. Relying solely oninternal resources for new product development can be a recipe for disaster
- 15. Philips, Intel, Xeroxhave pioneered a new Open Innovation approach based on inflows and outflows of knowledge to and from external organisations. This is becoming widespread
- 16. The level ofscientific and technical know-how floating around Cambridge has attracted large corporations from all over the world
- 17. Several corporate R&Dcentres have been created
- 18. Cambridge as becomean Open Innovation hubCambridge High-Tech Cluster~900 high tech firms within 50miles of town centre
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- 23. Computer software andhardwareSource: Library House, 2006
- 24. 12Other diversification EcosystemSpun-outInvestedProfessorAndyHopperOwned & FundedSponsorSpun-outPart fundedORL / ATTHalf fundedSpun-outBought & FundedSoldDescendantsCantego
- 25. RealVNCVirtual Network ComputingMerged with GlobespanAndy HopperSteve PopeAndy HopperPeter WartonLevel5NetworkAndy HopperUbisenseCambridge BroadbandAndy HopperAndy WardPete StegglesAndy HopperAcquired by Western Multiplex Corp IPV (Telemedia Systems)Hermann HauserAndy HopperAcquired by American Microwave Acquired by AT &TVirata(ATML)Adaptive BroadbandSimon ElliottDavid CleevelyHermann HauserTerraPriseAmadeus Capital PartnersVBN online Olivetti Research LabHermann HauserMike MullerTudor BrownJamie UrquhartnCipherTensailsAlex van SomerenNicko van Someren Richard GreenSplashpowerAndy HopperAcquired by BroadcomAcquired by GEARMLily ChangJames HayANTElement 14IceraAcquired by OlivettiAlex van SomerenNicko van Someren Small WorldRichard GreenAuthur ChanceDick NewellStan BolandSimon Knowles Stan BolandSimon Knowles Part of DAKO Diagnostics Cambridge Interactive SystemsDakoCytomation - Merged with Cytomation IncJohn SnyderDick Newell, Tom SanchaAcornWebtopShape Data Hermann Hauser, Chris KeightleyCharles LangHermann HauserIQ BioPeter Duffett-SmithNetchannelSmartlogikAcquired by Dialog CADAcquired by NTLCPSHermann HauserJack LangHermann HauserJack Lang Cambridge University Top expressElectronic Share InformationJack LangAcquired by E* TradeCDTAnalysysMuscatLaser-ScanJohn SnyderMartin Porter R. O. FrischRichard Friend David Cleevely Enterprise Accelerator Until 1985John Snyder 1986-1990Richard Friend Cambridge SemiconductorAdam TwissDavid ReevesPlastic LogicZeus Technology Gehan AmaratungaFlorin UdreaPilgrim Beart David Cleevely Hermann HauserAlec Broers 1991-1995Cambridge NetworkARTActiveRFDaniel Hall Collin AgerGarraint Davies AntenovaSaviso GroupInnoviaCambridge 3GPolight TechnologiesPilgrim BeartAdam TwissBryan Amesbury 1996-2000David Cleevely Stephen ElliottPavel KrecmerM-SpatialAdrian CuthbertJon Billing 2001-2002
- 26. Large private capitalinvestment in 2000-2006 Source: Library House, 2006The entrepreneurial spirit present in Cambridge has attracted substantial private capital (Venture Capital) to fund the formation and growth of start-up companies
- 27. GBP 125 Minvested in 2005 GBP 1M of value generated in the last 18 month for shareholders and management teams through floatations, mergers and acquisitions (source: Library House)
- 28. Cambridge + Oxford+ Thames Valley = 50% of 2006 VC investment in the UK = 18% of total 2006 VC investment in EU (Euro4.1bn)
- 29. Cambridge alone ~8%of total VC investment in Eu (source: Ernst &Young)Entrepreneurship Training Road MapResearch CommunityEarly PhD/MPhilLate PhDMBALate UGPost DocEnterprise Tuesday12 Lectures and Networking – Entrepreneurship and CommercialisationAdvanced Diploma15 Months – Qualification + Enterprise DevelopmentINSPIRATIONEntrepreneurial AwarenessINTENTIONDevelopment ofEntrepreneurial Skills and ConfidenceEntrepreneurship Lectures Entrepreneurship Lectures Enterprisers4 Days – Creativity, Pitching, NetworkingEmerging Technologies Entrepreneurship12 Lectures + Commercialisation ProjectEmerging Technologies Entrepreneurship12 Lectures + ProjectINFORMATIONIdea Evaluation & Opportunity RecognitionIgnite6 Days – Validation of Technology IdeasIMPLEMENTATIONBusiness Case DevelopmentAdvanced Entrepreneurial SkillsDisclaimer: This is not a definitive list of all the various programmes on Entrepreneurship available at the University of Cambridge. Copyright © 2008 – 2009 Centre for Entrepreneurial Learning (CfEL), Judge Business School, University of Cambridge.
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- 31. The University ofCambridge Discovery FundSupporting the 800th Anniversary Campaign – Our Freedom to Discover
- 32. Value to theStakeholdersIn addition to delivering on mission there are... knowledge and technology transfer transaction related financial returns
- 33. RESPONSIVE MODE RESEARCHLINK/DTICHALLENGE PROJECTSIKC – allows EPSRC funding to extend towards exploitationCIKC Strategic Proposition (re: public funded academic research)TargetedResearchPre-prototypeDevelopmentFundamental ResearchMarket SuccessPilotManufacturingTop-level Road-mappingTransfer toFull ProductionCompetitive Analysis Value ChainAnalysisPartnering/BusinessDerisking
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- 35. Actividades en lasemana
- 36. Technopole Mapof Greater CambridgeConsultants (technology)Network OrganisationsInside and outside the UniversityBusinesses as employersMUCHAS GRACIASPreguntas, discusiones, etc..Son bienvenidasConferences each yearVenture capitalBusiness AngelsEventsAll year roundIncubation CentresMultidisciplinaryresearchScience ParksCIKCGovernment fundedSupport agenciesPolicy making in local governmentCambridge EnterpriseCfELIfMAcademic DepartmentsUniversity Departments
Editor's Notes
- #3 There are organisations, events, processes all connected like a metro. The linkages flow from one to the other – but it is not always clear.For more detailed information about each of the institutions – we need to look at Cambridge Technopole report (see website)While you make the links across the institutions I suggest you talk more about the way that multidisciplinary work is done in Cambridge – leading to work that can be commercialised.. Use your experience to describe CIKC....
- #6 These three elements are at the heart of the portfolio of what happens around Cambridge.There is a community of support agencies – see slide 6 (next one) to understand how there is now a portfolio of support agencies in and around Cambridge...And they have collaborative spirit, mechanisms, largely because people know each other socially and due to work relationshipsAnd because they are individual organisations based on a variety of funding sources there is also a somewhat chaotic environment in which all the agencies operate – as in the next slide
- #9 This is probably the bit everyone wants to have as an explanation – It is easier to deal with than the soft issuesSo – there iare sources of grant funding that come from the regional government agency; from central government grants that are routed via the university.Cambridge Enterprise has built solid links with the VC community so that it is possible to direct the researchers with new companies towards VCs –but this is not always a happy storyThere was only one science park to begin with now there are a dozen – scattered all round Cambrige. These are run on commericla rental values – but are designed to MINIMISE bureaucracy – so tenants can go in and out easilyt, can grow, etc,mThere is a certain level of space for growth of the technical aspects but when companies need to grow the commercial aspects of business they tend to be either sold to US firms or have an office in or near London and elsewhere – so Cambridge remains largely a technology centre of excellence