Lessons learnt on Diaspora networks of the highly skilled Tanja Faller.
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Transcript of Lessons learnt on Diaspora networks of the highly skilled Tanja Faller.
Lessons learnt on Diaspora networks of the highly skilled
Tanja Faller
Roadmap
I. Why do we care: Impact of the diapora of the highly skilled
II. How do search networks succeed?
III. Towards a strategy: Nourishing the exception
Market for the highly skilledWill become even more globally integrated Increasing returns to skills will continue to favor spatial concentration: clustering phenomenon The brain drain will increase, both from developed and developing countries Expansion of far-flung Diasporas – networks of expatriates abroad
Motivation
©Knowledge for Development, WBI©Knowledge for Development, WBIHow do search networks succeed? Why do we care? Towards a strategy
Be productively employed in the country: growth of clusters and non-traditional exports
Leave the country and be lost for it: brain drain
Leave the country yet be engaged in projects at home: brain circulation
Leave and come back: return migration
Four Scenarios for Skills
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Highly skilled Diapora:Talent is a small segment of the diapora,
yet with a significant impact
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A more analytical framework
Evidencia:Trabajo analitico (K4D), Conocimiento tacito
Appreciative TheoryHypothesis based on a set of very different stories
Como?Diseno institucional de initiativas –
Si es que algunos de estos funcionan, porque ?
Evidence:Analytical Work (K4D), Tacit Knowledge
How?Institutional design of initiatives–
If some work, why?
How do search networks succeed? Why do we care? Towards a strategy
Chile: Developping a biotechnology industry
In 1997 Ramón L. García, a Chilean applied geneticist and biotechnology entrepreneur with a PhD from the University of Iowa, contacted Fundación Chile, a Chilean private-public entity charged with technology transfer. Ramón is the CEO of InterLink Biotechnologies, a Princeton, New York-based, company he co-founded in 1991. After jointly reviewing their portfolios of initiatives, Fundación and Interlink founded a new, co-owned company to undertake long-term R&D projects. These projects are needed to transfer technologies to Chile that are key to the continuing competitiveness of its rapidly growing agribusiness sector. Without Ramón’s combination of deep knowledge of Chile, advanced US education, exposure to US managerial practice and experience as an entrepreneur, the new company would have been inconceivable.
How do search networks succeed? Why do we care? Towards a strategy
Professional networks shaping public service delivery in health: Evidence from Ethiopia
The Ethiopian North American Health Professionals Association is a professional
Network of the Ethiopian Diaspora that is very active in promoting knowledge transfer
and medical state of the art technology in medicine to Ethiopia.
• Mission and vision are to assist in improving healthcare standards, quality, access and delivery to the citizens of Ethiopia.
• ENAHPA is also involved in creating centers of excellence in medicine in Ethiopia.The HIV/AIDS community-centered holistic care enjoyed continued growth and is currently treating 5000 patients. The approach is innovative in Ethiopia for is focus on holistic care and on treatment of HIV. The All Leprosy Education Research Training (ALERT) Campus was designated by the Ethiopian Federal Ministry of Health as a center of excellence for training healthcare professionals in the specialty of HIV medicine.
• First Maternal and Child Health Center in Awassa, Ethiopia which will serve as a “pilot” program for the nine other centers in different regions of the nation was achieved.
• Distance learning partnerships with top-schools in the USHow do search networks succeed? Why do we care? Towards a strategy
Instrument • to identify and link exceptions • to institutionalize exceptions• to solve concrete problems: Six grades
of separations
Diaspora-networks as search networks
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Diaspora-part of the country, but yet “ bird-perspective”
Antens to construct a strategic vision of the future
How do search networks succeed? Why do we care? Towards a strategy
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Studies, conference, and databases vs. projects that last‘Tiny flowers blooming’: a lot of promise once tiny but then hit the wallProjects of philanthropic nature and financial transfers (Armenia and other countries)Excitement with technology: digital networksFocus on matchmaking. But the opportunities need to be created before one can match anythingInstitutional fragility: once individual champions are gone, the program becomes a ‘living dead’
First Generation of Diasporas Initiatives
The majority of governmental initiatives to create brain circulation networks failed
How do search networks succeed? Why do we care? Towards a strategy
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Reality tells…
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Talent networks-Initiated from accidental accidents
Network asProject development facility
Diaspora initiativesMore social focus;
Lost in planning and conferences planificacion
Lack of tangible actions:No demonstration effect
Lots of initial enthusiasm that dissipates quickly
How do search networks succeed? Why do we care? Towards a strategy
GlobalScot
Highly innovative and successful network of about 850 high-powered Scots from all over the world who use their expertise and influence as antennae, bridges, and springboards to generate projects in Scotland.
How do search networks succeed? Why do we care? Towards a strategyWhy do we care?
Source: Kutznetsov 2008
The search role of Diaspora members: ExamplesAn inward investment project identified by one of the first members to join GlobalScot brought an Internet licensing company to Glasgow. The company, which initially employed eight people, will “quickly become a multimillion pound business,” according to the company’s founder.A GlobalScot member who is Chief Scientist and Vice-President for Research and Development for a California biotechnology company undertook a two-day tour of the Scottish biotechnology sector that directly influenced Scottish Enterprise’s Biotechnology Framework for Action. Back in California, he engaged other life sciences members in implementing his report, resulting in a program to develop internships for Scottish life science students at Californian firms.
Chile Global
Talent network for innovation: ChileGlobal, an international network of successful Chilean business owners and high level executives (or those with an affinity to Chile), living and working abroad, who have an interest to contribute and share in the Chilean economic development. The coordination of the project was given to Fundación Chile, a privately owned, non-profit institution.Mission: Support the development of innovation, highly qualified human capital, and business creation at home. Network members offer their time, experience, contacts, knowledge and skills for this purpose. Objective is to facilitate incorporation of Chile into the knowledge economy, leverage the international experience, ideas and contacts, create a mechanism of transferring technology and know how.
How do search networks succeed? Why do we care? Towards a strategy
ChileGlobal: who is in?
How do search networks succeed? Why do we care? Towards a strategy
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Managing and Leading talent networks: Guiding serependity requires complementary roles
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Need to create opportunities before matching them: Neccesity to create a win-win situation :
MagnetsIndividuals with a compelling idea or vision and will set out to realize this
vision.
Project Brokersfacilitate connections among disparate
network members to help them
articulate a joint project
Knowledge managersMaintain internal memory and keep tacit
knowledge
How do search networks succeed? Why do we care? Towards a strategy
And what about the Public Sector?
Two-prong approach: Facilitate a diversity of initiatives from the bottom-up (‘let one
thousand flowers bloom’) Provide a framework for information sharing and lessons-
learning
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Public sector should not be directly involved in diaspora programs, yet its role is critical
Initiatives: Contests between domestic NGOs to leverage diaspora
members for long-term projects. Examples: Russia, Mexico Similar programs in Morocco and Tunisia for temporary return
of researchers .
How do search networks succeed? Why do we care? Towards a strategy
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Towards a strategy: Humble and ambitious… …
Ambitious: Vision the collaborative relationship in the long rung
Humble: Focus on win-win transactions
Tangible projects
Institutionalization
Framework for information sharing, lessons-learning and diversity of initiatives
How do search networks succeed? Why do we care? Towards a strategy
Some conclusions…
Small group of dedicated Champions
Tangible Projects
Exclusiveness
Institutionlisation
Nourishing
Accept and learn from failure Venture Capital Logic:
Support a Portfolio pf projects :
How do search networks succeed? Why do we care? Towards a strategy
Thank you
Annex
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Venture capital logic:Project-Portfolio
“Some succeed, some fail, some remain living dead”
100 ideas10 Projects
Portfolio-startegy
Benchmarking BenchmarkingBenchmarking
Top Skilled Emigration Countries
Non-OECD countries1 INDIA 996,8132 PHILIPPINES 886,6533 CHINA 799,8344 S. KOREA 425,1525 VIETNAM 342,7446 TAIWAN 263,0867 IRAN 260,2708 USSR-RUS 256,2299 CUBA 221,05110 ALGERIA 215,10811 MOROCCO 209,43617 S. AFRICA 157,60120 EGYPT 146,34525 ARGENTINA 105,21126 LEBANON 103,80647 TUNISIA 68,02850 CHILE 62,072
All countries of origin
1 …………1,051,885
2 INDIA 996,8133 PHILIPPINES 886,6534 GERMANY 855,8155 CHINA 799,8346 MEXICO 473,9237 S. KOREA 425,15214 TAIWAN 263,08615 IRAN 260,27016 USSR-RUS 256,22918 CUBA 221,05119 ALGERIA 215,10820 MOROCCO 209,43628 S. AFRICA 157,60131 EGYPT 146,34540 ARGENTINA 105,21164 TUNISIA 68,02867 CHILE 62,072
data on tertiary-educated foreign-born residents in OECD (2000)
Heterogeneity of diasporas of the
highly skilled
Heterogeneity of diasporas of the
highly skilled
Heterogeneity ofhome institutionsHeterogeneity ofhome institutions
Institutional development
of home countries
Reliance on Heterogeneity
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How it can work: Guiding serependity in the case of Chile Global
Synergy between conventional and intrinsic motivation: Airplane hypothesis
Synergy between conventional and intrinsic motivation: Airplane hypothesis
Any Diaspora-led institutional change needs an Overachiever
Any Diaspora-led institutional change needs an Overachiever
Taking advantage of institutional heterogeneity: Working with local champions
Working with the willing
Sine qua non: Three and a half core lessons of Diaspora-induced institutional
change
Vision and PersistenceVision and Persistence
Remittances Remittances
DonationsDonations
Investments
Knowledge & Innovation
Hierarchy of Diaspora Impact
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Institutional Reform
Ruanda: Growing Roses on Ashes
Trigger: After a 20 year career in poverty alleviation with the World Bank, United Nations and other development organizations, Ms. Gakuba returned to her native Rwanda in 2003. Unable to find the roses she wanted for her father’s funeral, she purchased Rwanda Flora in early 2004 as it was being liquidated
Using Search Networks: Mrs. Gakubata focused on a very narrow market niche of socially sustainable products and marketed her products strategically with the networks. However, her networks at home, such as for instance the support of her brother who was involved in the banking business also helped in making her venture a success.
Motivation: Beatrice Gakuba described her motivation as the desire to “grow beautiful roses on the ashes of genocide”.
Promising case: Rwanda Flora became one of Rwanda’s most thriving businesses and has been hailed by international leaders as an example of the potential success of entrepreneurship in economically revitalizing economies in African countries. With her knowledge of international markets and marketing she transformed the small farm into a socially responsible, six hectare operation that sells five tons of flowers at auction in Europe each week and employs almost 200 rural women.
Ruanda: Growing Roses on Ashes
Trigger: After a 20 year career in poverty alleviation with the World Bank, United Nations and other development organizations, Ms. Gakuba returned to her native Rwanda in 2003. Unable to find the roses she wanted for her father’s funeral, she purchased Rwanda Flora in early 2004 as it was being liquidated
Using Search Networks: Mrs. Gakubata focused on a very narrow market niche of socially sustainable products and marketed her products strategically with the networks. However, her networks at home, such as for instance the support of her brother who was involved in the banking business also helped in making her venture a success.
Motivation: Beatrice Gakuba described her motivation as the desire to “grow beautiful roses on the ashes of genocide”.
Promising case: Rwanda Flora became one of Rwanda’s most thriving businesses and has been hailed by international leaders as an example of the potential success of entrepreneurship in economically revitalizing economies in African countries. With her knowledge of international markets and marketing she transformed the small farm into a socially responsible, six hectare operation that sells five tons of flowers at auction in Europe each week and employs almost 200 rural women.
Professional networks shaping public service delivery in health: Evidence from Ethiopia
The Ethiopian North American Health Professionals Association is a professional Network of the Ethiopian Diaspora that is very active in promoting knowledge transfer and medical state of the art technology in medicine to Ethiopia.
Mission and vision are to assist in improving healthcare standards, quality, access and delivery to the citizens of Ethiopia.
ENAHPA is also involved in creating centers of excellence in medicine in Ethiopia.. The HIV/AIDS community-centered holistic care enjoyed continued growth and is currently treating 5000 patients. The approach is innovative in Ethiopia for is focus on holistic care and on treatment of HIV. The All Leprosy Education Research Training (ALERT) Campus was designated by the Ethiopian Federal Ministry of Health as a center of excellence for training healthcare professionals in the specialty of HIV medicine.
First Maternal and Child Health Center in Awassa, Ethiopia which will serve as a “pilot” program for the nine other centers in different regions of the nation was achieved.
Distance learning partnerships with top-schools in the US
Institutialization of search networks is the major issue
How does institutional development occur?
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Focus on exceptions first
Exceptions form search networks
Some sort of a critical mass emerge
This critical mass becomes an Archimedian lever to promote
further change
Multiple Incremental Contributions from diverse points
Moving the ladder…G
ive (
eff
ort
)
Get (results)
Resource Sink
Transactional
Relationships
Collaborative
Relationship
Resource Opportunit
y
Tension Between Individual Creativity and Organisational
Logic
Individual initiative and creativity Bottom-up impulse
Org
aniz
atio
nal s
uppo
rt
Top-down impulse
Living deadCapture or stifling by vested interests
Guided serendipityElusive synergyOrganizational
support of projects
Hit the wallUseful but tiny
Heroic successTalent moves walls
(Not replicable by definition)
ConclusionsParadoxes of diaspora engagement:1. Binding constraint: it is the strength and
flexibility of domestic institutions, not brilliance, size and resources of diasporas which is a key factor of the diaspora impact.
2. In the best of circumstances, diaspora becomes a part of the home country – a part of everyday practices
3. Success stories and role models of successful engagement are crucial
4. Guided serendipity as an elusive trade-off between bottom-up creativity and an imperative to manage it
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