Home | USAID STRIDE - PSILOS IEA PGUIRR PRES 2 · 2019. 9. 16. ·...

Philippines Innova.on Ecosystem Assessment

P-‐GUIRR Inaugural Mee.ng November 24, 2014

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•  Background/Purpose •  Research Process •  Model •  Results Overview & Issue-‐Level

Results •  Opportuni.es to Address Key

Cross-‐CuNng Issues •  Next Steps

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Objec.ve/Ra.onale: More complete understanding of barriers to, and opportuni.es for, STI growth

•  Iden.fy Priori.es for STRIDE, especially P-‐GUIRR public dialog –  “Table-‐SeNng” –  Focus

•  Ensure comprehensive view of key issues

•  Rapidly discover hidden issues

•  S.mulate Na.onal Discussion

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Research Process •  Qualita.ve study of Business, Government, Academic percep.ons

•  Key informant interviews: 65 interviewees, 55 organiza.ons

•  4 field research missions beginning December ‘13 •  Interviews in NCR, Cebu, Cagayan de Oro •  Synthesis using qualita.ve data analysis soaware tool (TAMS)

•  Scoring of Key Issues •  Iden.fica.on of cross-‐cuNng/systemic issues

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Educa&on & Human Capital

RTI Innova.on Ecosystem Model

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Innova.on Ecosystem Scorecard THESE ARE NOT PHILIPPINES’ SCORES!

Factor Supply Demand Enabling Environment

Educa.on and Human Capital Development 0 0 0

Research and Knowledge Crea.on* 1 1 1 Transfer of Know-‐How between Universi.es and Industries

6 6 6

Intellectual Property: Protec.on, Licensing and Commercializa.on.

3 3 3

Startup and Spinoff Companies 4 4 4 Knowledge Sharing, Trust, Social Capital 0

Key 0 1 2 3 4

Poor-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐>Excellent

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•  Educa.on highly valued. Parents decide.

•  “If we had more polymer chemists we could make even more innova.ve products.”

•  Foreign investors like the PH technical workforce

•  Supply far outstrips demand

•  Many engineers working as technicians

•  Many PH scien.sts stay abroad to work

Educa.on and Human Capital Development

•  “We staff the world.” Demonstrates basic quality of technical HR

•  Mid-‐level technical personnel strong, well-‐trained.

•  Limited PhD/Postgrad programs in STEM; No post-‐docs

•  Concerns about founda.onal STEM skills and interest

•  “Young people have technical skills but lack a sense of possibility.”

•  Grads perceived to lack “current best prac.ces”

*Postgraduate STEM Training *Undergraduate STEM Training *Technical Training (TESDA) *Founda.onal STEM

*Returns to educa.on *Students & Families-‐ preferences *Employers-‐Domes.c in PH *Employers-‐ Foreign in PH *Employers-‐ Overseas

*Accredita.on and standards *Results-‐based quality control *Labor market informa.on (occupa.onal & demand) *Educa.on finance *Remunera.on of STEM/graduate schools

Supply

6 Demand

1 Enabling Environment

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•  Universi.es and CHED seen as responding effec.vely to concrete opportuni.es

•  Professional licensing examina.on system reforms may relax some human capital constraints at BS Eng. Level, struggles to keep up with market needs.

•  Limita.ons on format of thesis/disserta.on research is men.oned as limi.ng innova.on

•  Demand growing from a very low base

•  Small but growing funding base-‐ CHED and DOST

•  DOST seed funding sources for young researchers are promising

•  Small but real demand in domes.c private sector. Mostly “Moonligh.ng.”

•  Need more strategic targe*ng of grant priori.es and more accountability for producing results.

•  Poten.al supply s.ll far outstrips resources/funding.

Research and Knowledge Crea.on

•  Widespread effort to increase research output

•  Younger genera.on of faculty, especially returnees very engaged with research.

•  Moderate level of corporate R&D, much of which is hidden in MNC Labs and disconnected from local supply chains. Asset!

•  “Great at research, not so great at produc*zing.”

•  Best researchers promoted to administra.on and lose .me and incen.ve for research.

•  Older, remote faculty may lack interest (Green vs Gray)

•  Few ins.tu.onal incen.ves; many disincen.ves for administrators.

Researchers, Graduate Students, University research labs , Research networks and COEs, Research management capabili.es, Corporate/business R&D, Private research en..es; Government research centers Interna.onal research networks including Philippines.

Regulatory framework, specific regulatory barriers (procurement/purchasing), Ins.tu.onal support systems and rules/incen.ves (e.g. cos.ng of research); Networks for collabora.on and knowledge flows.

Government funding agencies, Domes.c and interna.onal Private Sector funders and collaborators, Interna.onal funders and funding networks.

Supply

6 Demand

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•  Universi.es experimen.ng with research professorships, deloading to support.

•  …Ins.tu.onal procedures to support research are lacking or nascent.

•  Incen.ves for research including faculty pay and promo.on misaligned.

•  Serious issues in allowable costs and overheads with far-‐reaching impacts*

•  Purchasing/ procurement rules are very detrimental with far-‐reaching impacts.*

•  Unproduc.ve compe..on: need to be more strategic about the roles of government, private, and university sector research

Enabling Environment

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•  Some industries pursuing university partnerships (SPIK, HGST, TI, etc.)

•  Several industries/companies report hosing faculty externs as first step in collabora.on.

•  A few regular and occasional users in technical services

•  Grassroots users interested •  Industry not yet convinced

that universi.es can do commercial-‐relevant research

•  Industry avoids due to struggles over IP and benefit sharing; Con.nues to prefer works for hire, re.red scien.sts, or hiring directly.

Knowledge/Know How Transfer between University & Industry

•  Effec.ve frameworks and models in place (TIP & past Industrial Centers)

•  New collabora.ons including Cagayan de Oro Food Innova.on Center

•  Universi.es do not generally treat research collabora.on as core mission vs. publishing.

•  Aversion to “consul.ng/work for hire.” Seen as low priority.

•  “Income genera.ng ac.vi.es” focus on mone.zing land is leaving “money on the table” in industry services. Unrelated to research, teaching, and extension missions.

*Applied research services *Technology extension services *Other services to industry

*Legal/ ins.tu.onal framework (permission and rewards) * Quality of the rela.onship framework:

•  Technology users/acquirers in Industry: –  Filipino –  Interna.onal

Supply

1 Demand

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•  No legal obstacles or direct prohibi.ons.

•  Lack of clarity and standardiza*on in financial rela.onships and IP ownership makes partnerships more difficult., especially where future rights are at stake.

•  “No clear/safe way for business to pay where government funds are involved.”


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•  New genera.on of returnee (conglomerate) managers are IP-‐focused

•  Companies perceive lack of regulatory clarity and of standard procedures/agreements for revenue sharing introducing risk for companies, preven.ng PPPs and licensing of technologies (especially under Gov. grants)

•  Most companies (and their lawyers) prefer to own IP outright

•  Dislike university revenue expecta.ons

Intellectual Property Protec.on, Licensing and Commercializa.on

•  Universi.es becoming aware of IP, developing capabili.es

•  Many MNC Engineers involved in paten.ng

•  Tech Transfer Business Development func.on is beginning, though nascent in most universi.es

•  CHED paten.ng-‐accredita.on links s.mula.ng supply.

•  Unrealis.c expecta.ons of revenue poten.al in universi.es*

•  Despite great progress in IPO-‐PHIL, many in universi.es see conflict between licensing &publishing-‐ may be linked to incen*ves

•  “The people marke.ng technologies are not scien.sts. May not understand the .tles of the research.”

•  Many academics don’t know the prac.cal applica.ons of their work.

* Commercially viable I.P. *Assessment of market viability *Marke.ng exper.se *Inclina.on to paten.ng *ITSOs and peers *IP Protec.on Exper.se (disclosure through interna.onal protec.on)

*Technology users/acquirers (PH and Int’l). *Businesses’ licensing exper.se *Open innova.on strategies *Entrepreneurs-‐ PH and Int’l)

*Paten.ng regime *IP Law *IP Enforcement *Court/judicial system

Supply

1 Demand

0

•  System now atuned to interna.onal standards

•  Interna.onal PPAs •  Improving Asia/global

rankings •  Lingering mistrust of

disclosure in private sector. Fear of “mining” by foreign compe.tors.

•  “Economic planners don’t know much about IP” (can’t support).


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•  Massive increase in “demand for tech startups” by conglomerates in last 4 years.

•  Returnee (hybrid) investors coming back and inves.ng. Demonstra.ng value.

•  Total investment capacity, appe.te, s.ll small.

•  Big investors prefer post-‐revenue investments

Startups and Spinoffs

•  Mul.ple startup ecosystems in NCR and Cebu, principally, with growing interest across the country.

•  Emerging successes including with interna.onal funding (STAC)

•  S.gma of failed entrepreneur is slowly disappearing.

•  Small volume of startups rela.ve to a healthy pipeline;

•  Few success stories mo.va.ng current employees to leave/start businesses (esp. outsourced engineering sector).

•  “Lack of entrepreneurial spirit among university faculty” and uncertainty about keeping academic job if doing business.

•  Lack of effec.ve planning (milestones) and realis.c .melines for business growth

People *Poten.al entrepreneurs (pipeline) *Experienced entrepreneurs (exis.ng talent) Companies *Firm crea.on and growth *Churn (entry/exit) *Basic Capabili.es *Business Planning *Execu.on

OECD conceptualizes Demand in terms of “opportuni.es” that can be accessed *Opportuni.es in local supply chains for new ventures? *Opportuni.es in regional/ int’l supply chains for new ventures? *Opportuni.es in local final markets (e.g. retail channels) for startups?

Suppor*ng Actors & Services,, Angels, *Private Equity *Mentors, *Venture Capital *Incuba.on/Accelera.on *Business services Procedural/Legal aspects of startup & exit, e.g. *Administra.ve burden *Company startup barriers (registra.on/Capital req.) *Bankruptcy *Barriers to exit *University regula.ons Cultural issues/risk appe*te

Supply

1 Demand

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•  Angel investors are coming forward and self-‐iden.fying

•  Improving incuba.on and outreach na.onwide (IDEASPACE), with links to technology community in US and Singapore. “Geeks on the Beach”

•  Mentors, lineages, other informal support networks developing.

•  S.gma of failure dissipa.ng •  Poor services (financial,

banking, other business) available to startups and extreme red tape.

•  Specific accoun.ng regula.ons disadvantage, though may be addressed in new SME Law(s).


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Collabora.on: Knowledge Sharing, Trust, Social Capital

•  Lots of collabora.on “at the top.” Understanding of the need for open technology development environment.

•  Innova.ve Collabora.on outside of NCR/Metro Manila appears beter •  Many bright spots including recent Industry-‐CHED collabora.ons around knowledge

development for real opportuni.es (Analy.cs) •  Complex and mutual mistrust / dismissiveness between university and industry. •  GOPh ins.tu.ons are perceived as hesitant to share access to resources (especially

with students). •  More compe..on than collabora.on: may be a ves.ge of conglomerate structure?

Culture of openness, inclina.on to share knowledge and informa.on if relevant to others’ needs and missions; responsiveness to proposed collabora.ons, prevalence of peer review and other forms of open or par.cipatory knowledge crea.on, assump.on of goodwill from peers and system par.cipants.

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Innova.on Ecosystem Scorecard Overall Values for Philippines

Factor Supply Demand Enabling Environment

Educa.on and Human Capital Development 6 7 3

Research and Knowledge Crea.on* 6 7 0 Transfer of Know-‐How between Universi.es and Industries

1 1 6

Intellectual Property: Protec.on, Licensing and Commercializa.on.

1 0 6

Startup and Spinoff Companies 1 6 1 Knowledge Sharing, Trust, Social Capital 1

Key 0 1 2 3 4

Poor-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐>Excellent

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Opportuni&es to Address Whole-‐System Issues-‐ Precondi&ons for Success

1.   Reform of procurement rules for research ac.vi.es needed to achieve speed, efficiency, and relevance;

2.   Changes in counterpart funding in research grant structures are needed to align university-‐researcher incen.ves and poten.ate research and development (R&D)

3.  More appropriate expecta9ons of university patent licensing revenue based on global benchmarks facilitate beter industry-‐academe collabora.on

4.  Building stronger university-‐industry rela9onships around shared missions and goals

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1. Reform of procurement rules for research ac&vi&es

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Key Finding: Restric.ve regula.ons make procurement of equipment and consumables for research slow and complex. Equipment may arrive aaer grant expires.

STRIDE Ac&on: Work through GUIRR to secure exemp.ons from procurement regula.ons for grant-‐s.pulated research equipment, or other appropriate measure(s) to reduce process-‐.me.

t Origin is na.onal enabling environment challenge uResearch progress slowed or stopped: Universi.es can’t deliver results in .mely manner; Businesses do not gain / lose confidence in research v and w extension collabora.on with universi.es due to poor/slow performance. xPhilippine innova.ons are late to market for licensing and/or spinoff, and miss opportunity for top publica.ons. yFaculty discouraged, may abandon research profession or leave Philippines

2. Changes in counterpart funding in research grant structures

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Key Finding: Government research grants do not compensate ins.tu.ons for salary of (teaching) faculty P.I., crea.ng unnecessary compe..on between research and teaching within universi.es.

STRIDE Ac&on: : Work through GUIRR to build coali.on to make small but important changes in counterpart funding prac.ces.

t Structure of demand and enabling envioronment is origin. u reduces the supply of research because Universi.es can’t afford to release PIs from teaching load v Search for revenues to fund research enterprise brings aggressiveness in IP nego.a.ons hampering university/private sector rela.onships and trust w Industries increasingly reluctant to pursue extension and x licensing rela.onships due to lack of trust and poor rela.onship quality.

3. Appropriate Expecta&ons of University Paten&ng Revenue

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Key Finding: Op*mis*c expecta.ons of IP licensing revenue undermines collabora.on between universi.es and Industry at all levels.

STRIDE Ac&on: Work to change expecta.ons of IP licensing and royalty yields based on global benchmarks; redirect efforts to partnership produc.vity and enhanced direct service revenue

t Origin in research and educa.on enabling environment u Universi.es demand too much IP ownership of joint research; businesses use consultants instead v Reduced extension demand

w Universi.es lose smaller but significant licensing & royalty revenues x Overall private sector demand for university research stunted; y In absence of proac.ve university policy, spinoffs discouraged due to unrealis.c demands

4. Build stronger university-‐industry rela&onships

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Key Finding: Widespread mutual distrust and disregard between universi.es and industry. Universi.es perceive companies as outside of mission and poten.ally exploita.ve, while businesses don’t trust universi.es to deliver commercially relevant research on-‐.me.

STRIDE Ac&on: Promote beter sharing of success stories through P-‐GUIRR and other public dialog mechanisms; encourage spend on R&D through ins.tu.ons: Develop “deal” guidelines based on global benchmarks to provide cover for public university officials.

t Origin in collabora.on environment u Less supply and demand for direct collabora.on / extension v Professors don’t know what’s happening in industry, so do not teach relevant materials; w Research agendas not set with awareness of business needs. x Percep.on of research, IP as not relevant further reduces demand y financial returns on licensing of university patents con.nue to underperform




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Next Steps •  Ownership: who will this agenda belong to – P-‐GUIRR – Cons.tuent Member Organiza.ons

•  Ac.on on key issues – Transi.on to innova.on-‐driven economy demands stakeholders come together

•  Broadening discussion – Broader (public?) survey to track progress in future years?

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