Vision 1. Reality 2 Innovation and the Global Economy: The role of bridge networks Jean-Louis...
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Transcript of Vision 1. Reality 2 Innovation and the Global Economy: The role of bridge networks Jean-Louis...
Innovation and the Global Economy:The role of bridge networks
Jean-Louis Racine, The World Bank
with support from the MacArthur Foundation
March 30, 2011
4
Key messages Silicon Valley is unique, do not try to replicate
it. And do not expect a massive return of talent
back home from Silicon Valley. This is neither realistic nor necessary.
Instead, leverage Silicon Valley for your homegrown talent by building bridges.
This relies on cross-border mentoring and brokering (and a homegrown deal flow).
Diaspora networks can play a key role.
VC is regionally concentrated
6Sourc: Nature, Swollen with Success, Vol 455, 18 September 2008
Venture capital disbursed in 2006 (thousands of US$)
7
The US is still more attractive to VC
What matters for VC? Entrepreneurial
culture and deal opportunities
Economic activity Depth of capital
market Taxation Investor
protection and corporate governance
Human and social environment66. Argentina
41. Russia
30. India
10. Germany
5. Switzerland
2. United Kingdom
0 20 40 60 80 100 120
2011 Venture Capital & Public Equity Country Attrac-tiveness Index
Source: Groh, A., Liechtenstein , H. and Lieser, K., The Global Venture Capital and Private Equity Country Attractiveness Index – 2011, IESE.
8
The right people matter too
Angel investors X ( industry expertise + interaction with portfolio ) = higher returns
Source: Wiltbank, R and Boeker, R., Returns to Angel Investors in Groups, Kauffman Foundation for Entrepreneurship, November 2007
<1X 1X to 5X
5X to 10X
10X to 30X
>30X0
10
20
30
40
50
60
70
Low industry expertise
High industry expertise
Exit multiples
Perc
ent
of
exit
s
<1X 1X to 5X
5X to 10X
10X to 30X
>30X0
10
20
30
40
50
60
Low interaction
High interaction
Exit multiples
Perc
ent
of
exit
s
9
Skilled Emigration Stock of tertiary-educated foreign-born residents in
OECD (2000)
©Skills and Innovation Policy Practice, WBI
1 ? 1,051,885
2 INDIA 996,813
3 PHILIPPINES 886,653
4 GERMANY 855,815
5 CHINA 799,834
6 MEXICO 473,923
7 S. KOREA 425,152
14 TAIWAN 263,086
15 IRAN 260,270
16 USSR-RUS 256,229
27 COLOMBIA 171,579
40 ARGENTINA 105,211
67 CHILE 62,072
Return migration: not automatic
10 Source: NSF (2009) http://www.nsf.gov/statistics/nsf10309/start.cfm
Thailand
Brazil
Japan
Canada
Germany
Argentina
India
0 10 20 30 40 50 60 70 80 90 100
% PhD recipients staying in the US
11
Leveraging Silicon Valley: the case of Taiwan
Massive foreign education and brain drain in the 60’s and 70’s
Industry and financial sector dominated by large firms. Culture of risk-taking and experimentation virtually non-existing
Silicon Valley as a role model: successful entrepreneurs from the diaspora and the government decide to promote the venture capital industry
First venture capital fund is established. Government contributes to equity. Expatriates reallocate to Taiwan to manage the Fund.
Demonstration effect of the success triggers establishment of other funds
©Skills and Innovation Policy Practice, WBI
12
How to build bridges?
Create opportunities in home country Cultivate bridges with in Silicon Valley through people The rest will follow
Diaspora
MentorsBrokers
13
What do mentors do?
Educate
Validate
ConnectDiaspora
MentorsBrokers
To act as antennas in
global markets mentors need to be globalized :
e.g. techBA , Larta Institute
14
What do innovation brokers do?
Diaspora
MentorsBrokers
Identify supply & demand
Manage
deals
Mentor
15
G8 Global Partnership Program
Research teams
Valodia: Technology prospecting,
advising, business planning, deal
facilitation
Valodia: Demand
prospecting, deal
facilitation
16
India Innovation Growth Program
Innovators
IC2: technology selection
panelists + business
prospecting
FICCI: technology screening, technology selection, business
prospecting, training and
advising
Can we foster diaspora search networks?
17
18
32
17
16
0 5 10 15 20 25 30 35
Intention to return
Interest to support Russian entrepreneurs
Business contacts with the government
Business contracts in Russia
% of respondents
Russian high-skilled diaspora survey
Source: Freinkman, L., Gonchar K., and Kuznetsov, Y. (2010) How Can Talent Abroad Help Reform Institutions at Home: A study of Russian, technological diaspora
18
Yes, but careful: brain circulation is a tricky business
The majority of governmental initiatives to create brain circulation networks have been disappointing
Success requires leveraging burgeoning diaspora networks with champions, sound supportive institutions, and a deal flow.
Initial enthusiasm
No quick & visible gains
Loss of diaspora enthusias
m
19
GlobalScot Seeks to develop and expand Scotland's
standing in the global business community . Utilizes the talents of leading Scots, and of
people with an affinity for Scotland, to establish a worldwide network of individuals who are outstanding in their field.
Scottish companies draw on this network for advice, contacts, assistance and support.