Yevgeny Kuznetsov
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From brain drain to brain circulation:
Leveraging S&T diasporas
Observations for Colombia
Yevgeny Kuznetsov
Senior Research Fellow
Migration Policy Institute
Washington DC
WORKSHOP INTERNACIONAL DE LA DIÁSPORA CIENTÍFICA COLOMBIANA EN NORTEAMÉRICA
December 5, 2013 Cambridge, MA
©Knowledge for
Development, WBI
Roadmap
I. Impact of the diaspora of the
highly skilled
II. Lessons of S&T diaspora
initiatives
III. Emerging good practice
Market for the highly skilled
Will 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 skilled diasporas – networks of talent abroad
Motivation
©Knowledge for Development, WBI
Top Skilled Emigration Countries
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
8 CANADA 419,554
9 USA 370,400
10 VIETNAM 342,744
11 FRANCE 338,074
12 POLAND 276,975
13 JAPAN 276,821
14 TAIWAN 263,086
15 IRAN 260,270
16 USSR-RUS 256,229
17 ITA 246,581
18 CUBA 221,051
19 ALGERIA 215,108
20 MAROCCO 209,436
21 UKRAINE 206,471
22 PAKISTAN 202,659
23 PRI 193,112
24 JAM 190,712
25 IRLAN 176,641
26 NETH. 174,191
27 COLOMBIA 171,759
28 S. AFRICA 157,601
29 ROMANIA 151,831
30 HNG KONG 147,115
31 EGYPT `
Stock of tertiary-educated foreign-born residents in OECD (2000)
All countries of origin
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
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
Some Scenarios for Skills
Diversity of Skills
Scientific
Technical
Medical professionals
Entrepreneurial and managerial
Cultural
Tacit skills (not necessarily requiring higher education)
(and respective Diaspora networks and initiatives )
Common Mistakes
Preoccupation with the return of skills: physical reallocation to home countries
Preoccupation with one high-profile category – scientists (or doctors)
Instead:
Trigger brain circulation: create joint projects with skills abroad. The return may come as a „next step‟ Focus also on business and technical talent Possibility of a self-reinforcing virtuous cycle
Example of a virtuous cycle
Incremental Institutional Development:
Emergence of venture capital industry in 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
Diaspora and the government decide to promote venture
capital industry
First venture capital fund is established. Government
contributes to equity. Expatriates reallocate to Taiwan to
manage the Fund. Diaspora in Silicon Valley open up market
Demonstration effect of the success triggers establishment of
other funds
©Knowledge for Development, WBI
Taiwan: An Example
Taiwan Technology Workers
Source: Annalee Saxenian, University of California, Berkeley
Taiwan Technology Workers
Chile: Developing 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.
Remittances
Donations
Investments
Knowledge & Innovation
Hierarchy of Diaspora Impact
©Knowledge for
Development, WBI
Institutional
Reform
Studies, conference, and databases vs. projects that last
„Tiny flowers blooming‟: a lot of promise once tiny but then hit the wall
Projects of philanthropic nature and financial transfers
Excitement with technology: digital networks
Focus on matchmaking. But the opportunities need to be created before one can match anything
Institutional fragility: once individual champions are gone, the program becomes a „living dead‟
First Generation of Diasporas
Initiatives
©Knowledge for Development, WBI
Why diaspora initiatives often disappoint?
©Knowledge for Development, WBI
Easy to start:
a lot enthusiasm
More difficult
to maintain momentum:
enthusiasm
tends to evaporate
A need to
create win-win situations
Key Constraints and Emerging Good Practice
Domestic institutions as the constraint, never the strength, enthusiasm and creativity of diaspora But domestic institutions are heterogeneous: some are (much) better than others Institutionalizing ‘brain circulation’: introducing a procedure to identify and support dynamic domestic institutions and champions who rely on diaspora talent Contest between domestic organizations for joint projects as one example Colombia and Vietnam S&T projects; Mexico and Russia as a new form of leveraging of S&T talent for domestic innovation
14
Role of the Government
Three-prong approach:
“Cultivating the Soil”:
Create platforms for collaboration, typically with a sophisticated on-line portal
“Planting the seeds”:
Facilitate a diversity of initiatives from the bottom-up („let one thousand flowers bloom‟)
“Facilitating a micro-climate”:
Provide a framework for information sharing and lessons-learning
©Knowledge for
Development, WBI
Initiatives
Cultivating the soil: Collaborative platforms Advance: Australia's Global Community
http://advance.org/
Kea: New Zealand‟s Global Network
http://www.keanewzealand.com/
Planting the seeds and facilitating a micro-climate Contest between domestic knowledge organizations to leverage diaspora members for long-term projects. Examples: Russia, Mexico.
Contest between diaspora members to promote both short-term visits and long-term mobility: Croatia
©Knowledge for Development, WBI
Conclusions
1. Diasporas can be very useful for home countries but to
develop their potential, concerted effort is required. This
concerted effort takes time.
2. Institutions at home, not diaspora‟ commitment is the
binding constraints everywhere.
3. In the short term, individual champions and tangible
success stories (demonstration effects) are the key.
4. In the longer-term, institutions of the home countries are
the key (diasporas are not a panacea)
5. Focus on pragmatism: relying on individual
champions to develop institutions in home countries