Advancing Economic Development: Culture of Innovation
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Transcript of Advancing Economic Development: Culture of Innovation
Page 1
Our region can be recognized internationally as avibrant hub for commerce and lifestyle ifwe takeaction to cultivate a true culture of innovationwhere thepredominantmindset isoneofopennessandcollaboration.
Whenwerealizethepotentialofthisculturalshift,wewillimprovethewayinwhichweliveandworkand, as economic development organizations, bemoresuccessfulatourcoreworkcreating,retainingandattractingcommerce.
Introduction
Richard Longworth, Fellow at the Chicago Council on
Global Affairs and author of Caught in the Middle,
recently keynoted an economic development event
in our area and illustrated how the changing global
economy is separa ng regions into winners and
losers. According to Longworth, those areas who fail
to embrace this new landscape will have no place in
tomorrow’s economy.
We are already witnessing many Midwestern
communi es educa ng young people only to see
them leave; taking their ideas and dreams with them
as they seek out vibrant areas adept at assis ng and
leveraging the talents they offer. These increasingly
mobile workers, and the companies for whom they
work and create, will gravitate to regions that
embrace a mindset of inclusiveness – one defined by
open networks of ideas, people and capital.
The Cedar Rapids/Iowa City Corridor has fared
compara vely well during this most recent recession,
but now is not the me to return to business as
usual. Rather, it is me to engage in the “Good to
Great” conversa on and embrace the changing
global economy.
We have many of the assets and ingredients in place
or at hand to join other dynamic regions such as
Aus n and Boulder which a ract people and capital.
These regions truly demonstrate and constantly
work to enhance their cultures of innova on.
Nothing is preven ng our region from achieving this
same kind of success and genera ng interna onal
recogni on and acclaim. Nothing, that is, except a
deep‐rooted Midwest mindset that all too o en
perpetuates comfort with the tradi onal status quo,
is overly risk averse, and considers novel thinking as a
fad challenging tradi onal ins tu ons.
What steps are required as we begin our quest
toward a regional culture of innova on?
Step One: Understand What it Means toLiveinaCultureofInnovation
The Midwestern mindset has not always been an ‐
innova on. Companies such as John Deere, Pella,
Amana and others became what they are as a result
of embracing challenging ideas and taking calculated
risks. A er economic shi s and scares of the 1980s
and early 2000s, Midwesterners now relish our role
and responsibility for being the devil’s advocate,
protec ng our turf.
When confronted with new ideas, we are quick to
discuss poten al pi alls, sa sfied that we have
helped a friend or colleague mi gate unnecessary
risk and in doing so have unknowingly held to the
status quo. What appears to be leadership is
CULTUREOFINNOVATIONApril 2011
Taking the First Steps on the Quest to Create a Regional Culture of Innova on
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actually prejudgment and assump on. We are prone
to ge ng bogged down in the “how” before we truly
understand the value of the “why.”
Ask anyone who has ever started a business in our
area or state in the past twenty years how
challenging it can be to open minds and gain support
for a new concept. Be er s ll, ask those who chose
not to open a business or who le the area
altogether. It is hard enough to start a new venture
without the addi onal challenges of overcoming the
antagonists. You may
be prone to this state of
mind even now,
without knowing it,
coming up with reasons
why a culture of
innova on is not the
best approach.
It is not surprising the
state of Iowa is near the bo om of most rankings on
new company forma on and capital growth, while
also near the top in percentage of companies
opera ng for more than thirty years. It is not that
company longevity is bad, in fact reten on and
growth are economic drivers. What is becoming
increasingly important is developing a balanced
por olio of new and emerging companies with
established opera ons that embrace crea vity and
innova on.
Overcoming the status quo mindset will be THE
CHALLENGE. But just like in business, where
successful companies recognize everything they
touch is part of the sales process, so too must we
seek to realize innova on should be the founda on
of everything we do as a region. This culture will be
defined by an inquisi ve nature which is open to
serendipity; realizing new markets are found and
created when we look beyond sector limita ons and
open our thinking. We must reprogram ourselves to
accept the merits of new ideas without feeling
threatened. We must recognize that long term social
capital is as important as short term monetary gain
to our collec ve vision and our future success as
individuals, organiza ons, businesses and
communi es. In the end, we will learn that longevity
is fueled by innova on, rather than seeing them as
adversaries.
A culture of innova on is not merely the realm of the
entrepreneur, but an embrace of a level of thinking
for each of us in the Corridor who yearn to achieve
our highest poten al. It is
a systemic rethink of how
we plan, engage and solve
problems as people,
professionals, businesses,
organiza ons and
governments. Led by an
understanding that the
conven onal may not be
the most effec ve, this
cultural shi would move us away from the impulse
to limit, control, protect, predetermine and restrict.
Instead, we would embrace a collec ve mindset
which looks for the possibili es of new ideas and the
opportuni es of change.
A richness of experience and personal growth arise
when people begin interac ng and sharing with
those they have not worked with or taken the me
to understand. We must realize our turf need not
be mutually exclusive and sta c, but will be
significantly more solid when flexible and shared.
Celebra ng and embracing the uniqueness of our
communi es, business and people is not diluted nor
lost as we build this culture of innova on, but rather
this process produces exponen al experiences and
opportuni es for us all.
Innova on arises when we allow ideas to migrate
between and among a diverse set of minds. Rather
than cove ng our thought process, innova on
Acultureofinnovationisnotmerelytherealmoftheentrepreneur,butanembraceofalevelofthinkingforeachofusintheCorridorwhoyearntoachieveourhighestpotential.
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u lizes an open source model, embracing with
confidence that the collec ve and the individuals
within generate significantly more rewards, credit
and profit than any one en ty could have in
isola on.
These are traits that define regions like Aus n and
Boulder. Rather than fearing those with challenging
new ideas, these regions have learned to collec vely
support, encourage and provide assistance. They do
not relegate this job to a handful of organiza ons,
but rather trust it is a part of everyone’s role in the
community to ac vely engage in this process.
How do we arrive at this culture?
Step Two: Make the Commitment toBringingthisCulturetoLifeintheCorridor
If we want to live in a region recognized
interna onally as having a culture for innova on and
an entrepreneurial spirit for everyone, we must first
commit to making this our goal.
It has been said that you cannot “create” a culture,
and with this we agree. A truly genuine culture of
this type cannot be created but it can be envisioned
and endeavored with new thinking, new approaches
and by u lizing exis ng assets in more crea ve ways.
Moving toward this culture has its own set of
challenges. Typically when we desire change, a
group of leaders seeks to enact it into reality. This
runs counter to what we envision, because a culture
of innova on cannot be controlled or shaped by a
handful of minds. We must resist the urge to
overthink and over plan and instead allow this
culture to take shape on its own. This type of
culture, like each of us, works best and produces
more when given room to breathe and afforded
autonomy.
We can begin by injec ng this way of thinking into
each of our organiza ons and businesses. We must
support an environment that gives all our ci zens a
way to direct their own lives; to learn and create
new products, services, companies, and the like, and
to do so in such a way that we be er our lives and
those around us.
We should not seek to predefine what this culture
will look and feel like, but rather let it take a shape
and direc on of its own voli on. This runs counter
to how we have tradi onally solved problems or
viewed our roles as Midwesterners in the past, but it
is vital to reshaping our culture into one that can
flourish in the unforgiving global economy at hand.
So how will we know when we have go en there?
When people know our story without us having to
tell it. When people, businesses and capital gravitate
here autonomously, without extensive outreach and
unsustainable financial incen ves. In fact, this new
environment will be our strongest incen ve. We will
need a new set of metrics to measure our success in
the new economy. This too will be an enjoyable part
of the journey in defining who we are and how far
we have come; one that will require us to ask
different ques ons of different people than we have
in the past.
Again, our basic priori es as economic development
groups are not changing. We are, however,
challenging the way in which the world sees us, such
that we are be er able to accomplish our missions.
So where do we start at achieving such a seemingly
ambiguous and ambi ous goal?
Step Three: Start Actively Putting PeopleandIdeasTogether
If an innova ve culture is a mindset where ideas flow
freely between people and organiza ons and our
goal is to create such an invi ng and inclusive region,
then we must begin to do just that: bring people and
ideas together. There is already an undercurrent in
this market. At mes we see it and feel it. We are
not trying to create something out of thin air but
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instead ac vely engage in mixing the exis ng
ingredients in a new and be er way.
Throughout 2011 we will unveil an overarching
umbrella brand that will iden fy events in our region
which capture the essence of this mindset and bring
innova ve minds together. Many of these will be
ed to larger global ini a ves which already have
some level of brand recogni on we can leverage.
Examples would be Jellys, Start Up Weekends, Ignite
Conferences, Tech Brews, Bar Camps and other
similar un‐conferences and events, ul mately
leading up to highly visible and interna onally
renowned efforts such as TEDx events.
As the economic development en es in the region,
we can help coordinate and organize some of these
ac vi es, yet as the culture develops, other ideas
will emerge from outside groups. If these concepts
hold true to the mission of building this innova ve
culture, we can u lize the brand to drive audiences
and resources to help make them successful. This is
how we bridge the tradi onal to the innova ve;
preserving ins tu ons while s ll encouraging
emergent thought and solu ons un l the culture
takes hold and self generates.
Another way we can influence the way people
engage and interact is to create physical spaces or
encourage development of spaces within the region
where innova on can take place. Currently both
ends of the Corridor are exploring how to create
knowledge ecosystems. These are not incubators as
we tradi onally think of them, but rather physical
coworking places where entrepreneurs and
freelancers work next to individuals from exis ng
companies, ar sts, students, writers and visitors on a
daily basis. Knowledge ecosystems are places
defined by their affinity for a rac ng open minds
and facilita ng the ongoing flow of ideas. Similar
spaces, including The Hive and New Work City, have
started to take hold throughout the country in the
past few years.
To broaden the reach of these events and spaces we
will u lize exis ng social networking pla orms to
expand upon the momentum and linkages created.
Over me, these events and spaces will prove to
catalyze new company forma on, increase the
number of workers living in the region working
remotely for outside firms, and develop new markets
from this collabora ve process. Ul mately this
culture will spread into all businesses, organiza ons
and government en es in the region to help them
be er engage and capitalize on new opportuni es.
The global economy is changing, but it need not be
something to fear. Our region can remain vibrant
and be one of the “winners” if we commit to lead
and innovate. We must rethink how we support our
exis ng companies, grow new firms and increase our
a rac veness for recrui ng new employers. Our
organiza ons recognize the incredible poten al of
what we can become if we embrace this vision and
take these steps. Developing this culture will take
me; it will be an ongoing quest requiring hundreds
guiding and connec ng others. We stand united at
the foot of the mountain excited for the journey
ahead and confident that together we will succeed.
SupportingthisQuest
In December 2008, twelve organiza ons in the
Corridor area started discussing a regional approach
to economic development and evolved into the
Corridor Business Alliance (CBA). Current members of
the CBA include: Alliant Energy, Cedar Rapids Area
Chamber of Commerce, Entrepreneurial Development
Center, Iowa City Area Chamber of Commerce, Iowa
City Area Development Group, Kirkwood Community
College and Kirkwood’s Small Business Development
Center, MidAmerican Energy, Priority One, the John
Pappajohn Entrepreneurial Center, University of Iowa
Research Founda on, University of Iowa Small
Business Development Center, and East Central Iowa
Council on Governments.