Building the Local Bioscience Innovation Eco-system Through Public and Private Partnership:

the Example of the Babraham Research Campus, Cambridge, UK.

2020 International Virtual Conference on Innovation, Creativity and Entrepreneurship Ecosystem

Professor Pete Tyler, University ofCambridge and St Catharine’s College,United Kingdom.

The views expressed in this Presentation Report are those of the author alone.

November 2020

The Economic Impact of the Babraham Research Campus The research reported in this session was undertaken by a team comprising Professor Peter Tyler, (Project Director), Dr Andy Cosh (Director of the research team from the the Cambridge for Business Research (CBR), University of Cambridge) working with Dr Giorgio Caselli (Research Fellow at the CBR). Ben Gardiner, (Director), led the input from Cambridge Econometrics (CE), supported by Project Managers Shyamoli Patel, Chris Thoung and Xinru Lin. The research input from Savills was directed by Mark Powney, Director, Planning and Ryan McKenzie, Associate Director, Planning and Economics. The research team was supported by Professor Lisa Hall, Professor of Analytical Biotechnology, Department of Chemical Engineering and Biotechnology. University of Cambridge. The views expressed in this Report are those of the consultants alone. The full report referenced can be found here: www.babraham.com/news-events/2020/ImpactReport

Other research material included is from The Cambridge Bioscience Impact Study (See: https://www.phpc.cam.ac.uk/pcu/files/2015/09/CambridgeBioscienceImpact.pdf) and Enterprising Places; Sustaining Competitive Locations for Technology Based Activity (See: https://www.landecon.cam.ac.uk/pdf-files/cv/pete-tyler/copy_of_PRI_ENTERPRISING_REPORT1.pdf).

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https://www.phpc.cam.ac.uk/pcu/files/2015/09/CambridgeBioscienceImpact.pdf

The Session Content

• Cambridge High-Technology Cluster is now around sixty years old;

• In this session I discuss some of the main features of the innovation system as it relates to bioscience and show how it has evolved. Much learned as to what makes for a successive innovation eco-system;

• I then consider one very important aspect of the system; namely the extent to which the public and the private sector have been able to work together to enhance its effectiveness;

• I show an example of this by building on recent research based on an economic impact assessment of the Babraham Research Campus.

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Cambridge......The City, King’s College and punting on the river Cam.

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Cambridge; Old and.......

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And New………The Laboratory of Molecular Biology

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Cambridge Innovation in Numbers. Sources: https://www.cam.ac.uk/sites/www.cam.ac.uk/files/inner-andhttps://www.cambridgeahead.co.uk/cambridge-cluster-insights/

There are currently:

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https://www.cam.ac.uk/sites/www.cam.ac.uk/files/inner-and

Cambridge Innovation in Numbers (Continued)

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Average Patents per Million Employees by TTWA, 1995-2012 Across British Cities

0

100

200

300

400

500

600

700

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Three Converging Technology PlatformsSource: Alan Barrell. The Cambridge Phenomenon-Fulfilling the Potential (2005)

BIO TECH

Pharmaceuticals

Diagnostics

Research/Info

Tools

Industrial

Genomics

Bioinformatics

Proteomics

INFO TECH

Hardware

Software

Communications

NANO TECH

Electrical

Structural

Biomedical

Energy & Environment

Biosensors

BiochipsBioelectronicsMicrofluidics

Nanobiotechnology

Drug Delivery

Nanodevices

Nanosensors

Nanoelectronics

Open Innovation

enables….

Transfer of

tacit

knowledge

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The Businesses

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The Build-Up of the Cluster: Key Components of Entrepreneurial Eco-system – Local start-ups and inward migration – as the Culture

evolved (Source: Alan Barrell).

CambridgeUniversity

1960

1970

MRC

Laboratory of

Molecular

Biology

CAD

Centre

Sinclair

Radionics

CCL

Barclays Bank

1980

Cambridge

Interactive

System

Cambridge

Science Park

Acorn

PA

TechnologyEicon

Research Ltd

Sinclair

Research Ltd

1990

Analysys

Olivetti Research

Laboratory

(acquired by AT&T

in 1999)

Judge Business

SchoolSt. John

Innovation

Centre

Scientific

Generics

The Technology

Partnership

TTP

Cambridge Research and

Innovation Ltd (CRIL)

Institute of

Biotechnology

Cantab

Pharmaceuticals

Hitachi

Cambridge

Laboratory

Nickerson

Biotech

Laboratory

Glaxo

2000

Toshiba

Cambridge

Research

Laboratory

Seiko Epson

Research Lab

Unilever Cambridge Centre

for Molecular Informatics Cambridge

NetworkInstitute of

Manufacturing

Amadeus Capital

Partners

TTP Ventures

Microsoft Research

(previously Entropic

Research)

Glaxo Institute

of Applied

Pharmacology

BP

CfEL (previously

CEC)

Cambridge

Enterprise

CUE, Biology in

Business

CMI

Avlar

ET Capital

Cambridge

Gateway

3i Create

Partners

Cambridge

Angels

GEIF

Library

House

Cambridge

Capital Group

ERBI

Philip

s

EPSON

The Wellcome

Trust Sanger

Babraham

Bioincubator

Cambridge

Research

Park

Granta Park

CHASE

Enterprise LinkHuawei

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•Foreign Direct Investment- Significant Organisations

investing in Cambridge. Astra Zeneca relocated

Headquarters and R&D on Cambridge Biomedical Campus –2,200 new jobs Source: Alan Barrell

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Small beginnings to big companies!

• Academic spin-outs;

• Clusters of new business start ups around universities and research institutes;

• Growth of small companies and some have now become bigger!

• 12+ One billion dollar businesses (Abcam, AVEVA, blinkx, CAT, Chiroscience, CSR, Domino, Ionica, Marshall, Solexa, Virata, Xaar);

• 2+ Ten billion dollar businesses (ARM & Autonomy)

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Creating the Cluster Innovation System

Creating the Innovation System ( (Source: https://www.landecon.cam.ac.uk/pdf-files/cv/pete-tyler/copy_of_PRI_ENTERPRISING_REPORT1.pdf)

Place-The City

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Knowledge; Providers of ideas/ knowledge that are the basis of new inventions

and sustained development;

A Smart Innovation System Integrates the Four Systems

The Place Service providers; Those agents of government (both local and

central), the private sector, and Civic Society who, provide the services in the

Place relating to infrastructure, property, health, education, training, housing,

schools, shops, parks, commerce centres and cultural facilities.

Business; Those who translate ideas into products in the market;

Finance; Venture capitalists, private and public institutions and Charitable

Foundations that provide capital;

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➢ Each system requires entrepreneurial and

innovative activity;

➢ Entrepreneurship must match innovation

and translate it into economic production;

➢ Innovation greatest at boundaries of

interaction; the role of strategic

partnerships of ‘intermediaries’;

➢ Require strategic infrastructure, leadership

and people-new city leaders and

entrepreneurs;

➢ Policy initiatives to help interaction and

enable multiple opportunities of

innovation and enterprise.

Key features of

a successful city

innovation

system

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➢Success requires assets to be developed through a strategic approach and

effective partnerships and incentives that enable entrepreneurship and

mobilize resources;

• Focused and mission-driven/ concrete projects

• Connections to multiple-sectors across sectors;

• Independent credibility, enabling organizations to influence key decision-makers.

Key Features of a Successful City Innovation System (Continued)

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Meeting the Needs – a Checklist for Success

➢ Building the capacity of the knowledge base

➢ Creating the innovation network

➢ Financing the enterprise

➢ Physical place and infrastructure

➢ Providing premises and more

➢ Human resources

➢ Entrepreneurship and business development

➢ Fostering business and industry networks

➢ Branding, marketing and promotion

➢ Institutional change: collaboration in the place

➢ Levers for change: planning, finance and incentives

➢ People and entrepreneurship. 20

Total Life SciencePatents

Patents per 10,000working age population

Cambridgeshire, UK 123.4 2.95Inner London (West), UK 101.2 1.20

Oxfordshire, UK 96.3 2.21

Hertfordshire, UK 45.2 0.61

Inner London (East), UK 68.8 0.30

San Diego, USA 761.2 3.50

Boston USA 1850.0 3.24

San Jose-San Francisco, USA 1636.1 2.41

Rayleigh-Durham-Chapel Hill, USA 273.2 1.22

Seattle-Bellvue-Everett, USA 236.4 0.71

Berlin, Germany 176.3 0.80

Munich, Germany 190.3 0.96

Cambridgeshire and Other Major UK Bioscience Clusters: an International Perspective, 2011 (OECD)

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Map of Cambridge Bioscience Centres

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