how can we prepare for hyper-connected futures?

Rohit Talwar

CEO

Fast Future Research

[email protected]

www.fastfuture.com

ITU Leadership Forum

Doha, Qatar

December 7th 2014

How can We Prepare for Hyper-Connected Futures?

What we do Speaking and Moderating

Delivering keynote speeches offering inspiring insights into a changing

world and how others are responding to the future

Capacity Building / Future Leadership Programs and Events

Designing high impact leadership development programs, workshops

and events for leaders and decision makers in governments and

businesses that encourage new thinking, bring the future to life and

enable you to develop new strategies and action agendas

Foresight Research

Helping you explore and understand the roadmap of economic,

business, scientific, technological, social, political and environmental

trends, forces, developments and ideas shaping the future of the sector

Investor Support

Advising on emerging sectors, technologies and scientific developments

Consulting

Helping you create future strategies, business models and innovations

to respond to and create disruptive change

Business Design and Innovation

Facilitating development of innovative, future proofed designs for

organisations, products, services, processes and customer experiences

When Worlds Collide

25 Strategies for Responding to ICT Disruptions

That are Driving Socio-Economic Agendas

1. We Need to Understand the Timeline of Emerging

Technologies and Assess the Implications

Our Technologies are Evolving From

the Desktop...

...to Portable and Mobile ...

...Wearable...

...Embedded...

... And Connected to an Immersive Multi-

Sensory / Multi-Sensor ‘Internet of Everything’

Robot Service Staff – e.g. Botlr

2. We are our Data – How Can we

Manage, Exploit and Protect it?

3. Research the Emerging Industrial

Landscape – e.g. South Korea

4. Conduct Foresight Studies on

Emerging ICT and the Future of

Core / Potential Sectors –

Select Priorities for Investment and

Depth Research

5. Create a Global Advisory Board and Brand

Ambassadors for Reach and Challenge

6. Develop A Systematic Approach to Driving Innovation e.g. German Federal Ministry of Education and Research (BMBF)

Innovation Initiative "Entrepreneurial Regions"

Twenty20 – Multi-disciplinary Partnership for Innovation via National, International and

Transnational co-operation

7. Prepare Society for ICT’s Transformative Impact

Customer

Centric

‘Hive Mind’

Talent:

Develop and

Leverage

People

Innovate to

Advance

Re-engineer

Processes

8. Rethink the Education System to Meet the Changing Learning

Needs of all Age Groups – e.g. Qatar Foundation WISE Initiative

WISE Accelerator Program

Virtual Collaboration Novel and Adaptive Thinking Social Intelligence

Trans Disciplinarity New Media Literacy

Computational Thinking

Design Mindset Cross Cultural Competency Sense Making Cognitive Load Management

9. Fund Foreign Study Scholarships

10. Plan for Radical Advances in Human Capacity

Mapping and

Uploading the

Human Brain

Cognitive,

Genetic, Physical

and Electronic

Enhancement of

the Human Body

The nano-bio-info- cogno (NBIC) era is emerging

11. Incentivise Industry Foresight and Investment in the

Future e.g. Tax Credits for R&D and Employee Education

12. Welcome

the Barbarians

at the Gate

13. Highlight

Magicians Creating

‘Wow’ Factor –

E.g. One Time

Insurance

14.

Encourage

Alien

Behaviour

15. Embrace Public-Private Partnerships e.g. UKTI’s - Investment Organisations

16. Raise the Nation’s Profile as

an Innovation Hub

Focus on Innovators and Industry Sectors

17. Accelerate Academic Capacity Building e.g. Qatar –

Hamad bin Khalifa University International Partnerships

18. Extend Industry-University Partnerships

and Increase Pre-Competitive R&D Funding

19. Attract Industry Conventions

/ Create ‘Must Attend’ Events

20. Encourage Start-Up Culture to Accelerate Innovation

e.g. MaGIC - ‘Making Malaysia the Start-up Capital of Asia’

The MaGIC Framework

21. Attract Foreign Investors, Mentors and Ventures

22. Initiate Challenge Prizes and

Global Award Programmes

23. Create Industry Funded Incubators and

Establish Venture / Seed Capital Funds

24. Develop New Economic Models for the Rise of Ideas Such as Digital

Currency, Barter, Resource Sharing and Freecycling

25. Develop the

Internal Capacity for

Long Term Thinking

and Proactive

Leadership

…or be Consumed by them

Conclusion – Embrace Our Fears…

About Fast Future

Fast Future Clients

Technology, Media and

Telecoms

3M

BT

Cable & Wireless

Chloride

CIO Connect

Etisalat

Gartner

GE

Hibu / Yell / Yellow Pages

Hyland Software

IBM

Intel

Microsoft

Nokia

O2

Orange (EE)

Panasonic

RIM (Blackberry)

Samsung

SAP

Siemens

The BBC

T-Mobile

twofour54

Vodafone

Banking and Financial Services

ABN AMRO

Actis

Alliance & Leicester

American Express

AXA

Chartis

Citibank

DeutscheBank

HSBC

ING Group

Invesco

Investcorp

Morgan Stanley

Nomura

Royal Bank of Scotland

Santander

Standard Life

Professional Services

ACCA (Association of Chartered Certified

Accountants)

Berwin Leighton Paisner

Crowe Horwath

Deloitte

Ernst & Young

ILTA (International Legal Technology

Association)

JLT Group

Kennedys

KPMG

Linklaters

Moore Stephens

Mott MacDonald

Norton Rose Fulbright

PwC

RSM Tenon

Simmons and Simmons

Wragge Lawrence Graham & Co

Food, Pharmaceuticals and

Healthcare

Associated British Foods

Astra Zeneca

Bayer

Boehringer Ingelheim

Cargill

Food Service Network Europe

GlaxoSmithKline

NHS London

NHS West Midlands

Novartis

Pepsi

Pfizer

Sara Lee

United Biscuits

Government and Intergovernmental

Defra – Department for Environmental, Food

and Rural Affairs

DG Connect, European Commission

DTCM - Dubai Department of Tourism and

Commerce Marketing

Dubai Chamber of Commerce

Government of Finland

Government of Singapore

Ministry of Defence (UK)

OECD (Organisation for Economic Co-

operation and Development)

Office of Science and Technology (UK)

Saudi Government

Singapore National Horizon Scanning Centre

UK BIS – Department for Business, Innovation

and Skills

UK Foreign and Commonwealth Office

UK Health Modernisation Agency

UK Home Office

US Department of Defense

Fast Future Clients

Commercial and Industrial ACE (Association for Consultancy

and Engineering)

Ball Corp.

BAT

California Workforce Association

Danaher Corporation

DHL

Diamond Trading Corporation (De

Beers)

EdF

Electrolux

Fitflop

Hoover

Hyundai

IBTTA (International Bridge

Tunnel and Turnpike Association)

Jardines

Laing O’Rourke

MAP (Management Association of

Pakistan)

Marks and Spencer

Nakheel

Philip Morris

Playtex

Shell

Tata

Thames Water

Whirlpool

Aviation, Travel, Tourism,

Hotels, Events Industry Accor

ACI (Airport Council International)

Aerovista

Air Plus

Airport Revenue News

AMAC

Amadeus

American Express Business Travel

ASAE (Center for Association Leadership)

ATAG (Air Transport Action Group)

BAE Systems

Boeing

CANSO (Civil Air Navigation Services

Organisation)

Center Parcs

CTW (Corporate Travel World)

EADS / Airbus

Emirates

FCm Travel

Future Travel Experience Europe / Asia /

Global

Global Airport Development

Hurel Hispano

ICCA (International Congress and

Convention Association)

IMEX

Intercontinental Hotels

IT&CMA (Incentive Travel & Conventions,

Meetings)

ITB (International Tourism Bourse)

MPI (Meeting Professionals International)

PATA (Pacific Asia Travel Association)

Preferred Hotels

Qatar Airways

Qatar Airways

Sabre

TFWA (Tax Free World Association)

Travelex

Travelodge

Travelport

TTRA (Travel and Tourism Research

Association)

World Travel Forum

Christchurch Airport

Edmonton Airport

Mumbai Airport

Aeroports de Paris

Schiphol Airport,

Vancouver Airport

Wellington Airport

Denver Airport

Dubai Airport

Adelaide Convention Centre

Melbourne Convention Centre

QEII Convention Centre

Qatar Convention Centre

Vancouver Convention Centre

Abu Dhabi Convention Bureau

Athens Convention Bureau

Durban Convention Bureau

London Convention Bureau

San Francisco Convention Bureau

Seoul Convention Bureau

Sydney Convention Bureau

Toronto Convention Bureau

Norway Convention Bureau

• 50 key trends

• 100 emerging trends

• 10 major patterns of change

• Key challenges and choices for

leaders

• Strategic decision making framework

• Future Scenarios

• Key futures tools and techniques

Designing Your Future -

Key Trends, Challenges and Choices

Reinventing the Airport Ecosystem

• Drivers of change

• Science and technology advances

• Customer expectations

• Innovation priorities

• Strategies and business models

• Surveys to test ideas and scenarios on a

global audience

• Models for managing tomorrows airport

ecosystem

• http://www.amadeus.com/airlineit/resour

ces/reinventing_the_airport_ecosystem/i

ndex.html?OADS=78

http://www.amadeus.com/airlineit/resources/reinventing_the_airport_ecosystem/index.html?OADS=78



ILTA Legal Technology

Future Horizons Project

• Key business and legal trends and forces

• Timeline of emerging technologies and IT developments

with high potential legal impact

• Explores IT’s transformative role in future legal business

models and service differentiation

• Defines strategic business and IT imperatives

• 6 sponsors - combined desk research, interviews with

managing partners, CIO’s, vendors, futurists and

technologists, global surveys on the business applications

of IT and emerging technologies

• http://www.iltanet.org/Downloads/LTFH-Report.pdf

• 200 emerging technology developments

http://www.iltanet.org/Downloads/TechTimelineAppendixLTFH.pdf

http://www.iltanet.org/Downloads/LTFH-Report.pdf



http://www.iltanet.org/Downloads/TechTimelineAppendixLTFH.pdf

Futurium - Science and Technology

Transformations Shaping the World of 2050

• European Commission project

• Examined 87 potential

developments and trends

• Clustered into 11 overarching future

societal themes

• Content identified through a

combination of crowdsourcing via

the Futurium web platform,

suggestions from the EC, and ideas

proposed by our team

• http://ec.europa.eu/digital-

agenda/futurium/

Futurium

http://ec.europa.eu/digital-agenda/futurium/



ACCA / IMA – 100 Drivers of Change

• Identifies 100 drivers of change

impacting business and the

accounting profession

• Outlines future scenarios for the

accounting function

• Highlights strategic imperatives for

business and the accounting function

• ‘5 minutes on’ executive summary

• Report:

www.accaglobal.co.uk/en/research-

insights/accountancy-futures/drivers-

change.html

http://www.accaglobal.co.uk/en/research-insights/accountancy-futures/drivers-change.html







Hotels 2020 • Identifying key drivers of change for the

globally branded hotel sector over the

next decade

• Examining the implications for:

Hotel strategy

Brand portfolio

Business models

Customer targeting

Innovation

http://www.amadeus.com/hotelit/

beyond-segmentation.html

http://www.amadeus.com/hotelit/beyond-segmentation.html




• Global strategic foresight study to help the meetings industry prepare for

the decade ahead - Industry-wide sponsors

• Future strategies for venues, destinations and agencies

Convention 2020

http://www.qeiicc.co.uk/

http://www.seoulwelcome.com/

http://www.athensconventionbureau.gr/

http://www.kenes.com/

http://www.businesseventssydney.com.au/

Rohit Talwar • Global futurist and founder of Fast Future Research.

• Award winning speaker on future insights and strategic innovation –

addressing leadership audiences in 40 countries on 5 continents

• Author of Designing Your Future

• Profiled by UK’s Independent Newspaper as one of the Top 10 Global

Future Thinkers

• Led futures research, scenario planning and strategic consultancy projects

for clients in telecommunications, technology, pharmaceuticals, banking,

travel and tourism, environment, food and government sectors

• Clients include 3M, BBC, BT, BAe, Bayer, Chloride, DTC De Beers, DHL,

EADS, Electrolux, E&Y, GE, Hoover, Hyundai, IBM, ING, Intel, KPMG,

M&S, Nakheel, Nokia, Nomura, Novartis, OECD, Orange, Panasonic,

Pfizer, PwC, Samsung, Shell, Siemens, Symbian, Yell , numerous

international associations and governments agencies in the US, UK,

Finland, Dubai, Nigeria, Saudi Arabia and Singapore.

• To receive Fast Future’s newsletters please email [email protected]

Videos of Rohit Exploring the Future

The World in 2025 - Driving Forces, Global Challenges and Potential

Disruptions (35 mins) http://vimeo.com/93302584

Anticipating 2025 - Driving forces, global challenges and potential

disruptions (30 mins): https://www.youtube.com/watch?v=kwcLQCIfxpY

A World in Transition (60 mins):

http://www.colliers.com/en-gb/uk/insights/multimedia

Future of Travel (22 mins)

http://www.travelmole.tv/watch_vdo.php?id=14300

Parallel Revolutions Impacting Global Labor: Bloomberg TV Interview (4

mins): http://www.bloomberg.com/video/parallel-revolutions-impacting-

global-labor-talway-T0tJZRX6TpGIxjKShTzv~w.html

http://vimeo.com/93302584

https://www.youtube.com/watch?v=kwcLQCIfxpY




http://www.travelmole.tv/watch_vdo.php?id=14300

http://www.bloomberg.com/video/parallel-revolutions-impacting-global-labor-talway-T0tJZRX6TpGIxjKShTzv~w.html













Useful Sources • Genetic profiling - https://www.23andme.com/

• X Prize - Breakthrough innovation projects - http://www.xprize.org/

• Google brain uploading - http://digitaljournal.com/article/352787

• Brain mapping projects - http://www.technologyreview.com/news/513011/why-obamas-brain-mapping-project-matters/

• Global Future 2045 (immortality) http://2045.com/

• Human enhancement - http://en.wikipedia.org/wiki/Human_enhancement

• Wearable technology – Google Project Glass - http://www.google.com/glass/start/

• Emotiv Epoc Brain-Computer Interface - http://www.emotiv.com/

• AI Essay Grading Software - http://www.nytimes.com/2013/04/05/science/new-test-for-computers-grading-essays-at-college-

level.html?pagewanted=all&_r=0

• Digital / Crypto currencies –

– http://www.abc.net.au/technology/articles/2013/09/25/3855973.htm

– http://en.wikipedia.org/wiki/Cryptocurrency

– http://en.wikipedia.org/wiki/List_of_cryptocurrencies

• Autonomous cars -

– http://www.engineering.com/DesignerEdge/DesignerEdgeArticles/ArticleID/6357/Tesla-Working-on-Autonomous-Car.aspx

– http://www.popsci.com/cars/article/2013-09/google-self-driving-car

https://www.23andme.com/

http://www.xprize.org/

http://digitaljournal.com/article/352787

http://www.technologyreview.com/news/513011/why-obamas-brain-mapping-project-matters/











http://2045.com/

http://en.wikipedia.org/wiki/Human_enhancement

http://www.google.com/glass/start/

http://www.emotiv.com/

http://www.nytimes.com/2013/04/05/science/new-test-for-computers-grading-essays-at-college-level.html?pagewanted=all&_r=0

















http://www.abc.net.au/technology/articles/2013/09/25/3855973.htm

http://en.wikipedia.org/wiki/Cryptocurrency

http://en.wikipedia.org/wiki/List_of_cryptocurrencies

http://www.engineering.com/DesignerEdge/DesignerEdgeArticles/ArticleID/6357/Tesla-Working-on-Autonomous-Car.aspx









http://www.popsci.com/cars/article/2013-09/google-self-driving-car









Contact Information

Email [email protected]

Phone +44 (0)7973 405145

Web http://www.fastfuture.com

Twitter http://twitter.com/fastfuture

Blog http://widerhorizons.wordpress.com

LinkedIn http://www.linkedin.com/in/talwar

Past presentations http://www.slideshare.net/fastrohit

Newsletter signup http://fastfuture.com/?page_id=13

Our current charitable campaigns:

Charlotte Talwar's fundraising project to build a new toilet block for Sunrise School Ghana

http://www.gofundme.com/7gaxho

Street Kids International - Helping Street-Active Youth In Ghana Start Businesses

https://www.globalgiving.co.uk/projects/help-street-active-youth-in-ghana-start-businesses

http://www.fastfuture.com/

http://twitter.com/fastfuture

http://widerhorizons.wordpress.com/

http://www.linkedin.com/in/talwar

http://www.slideshare.net/fastrohit

http://fastfuture.com/?page_id=13

http://www.gofundme.com/7gaxho
















ITU Doha Background Notes

7th December 2014

Most Innovative Countries in the World in 2014

Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf

http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf


Source: Bloomberg Rankings 2014: http://images.businessweek.com/bloomberg/pdfs/most_innovative_countries_2014_011714.pdf



Economy

Ease of Doing

Business

Rank

Starting a

Business

Dealing with

Construction

Permits

Getting

Electricity

Registering

Property

Getting

Credit

Protecting

Minority

Investors

Paying

Taxes

Trading

Across

Borders

Enforcing

Contracts

Resolving

Insolvency

Singapore 1 6 2 11 24 17 3 5 1 1 19

New Zealand 2 1 13 48 2 1 1 22 27 9 28

Hong Kong SAR,

China 3 8 1 13 96 23 2 4 2 6 25

Denmark 4 25 5 14 8 23 17 12 7 34 9

Korea 5 17 12 1 79 36 21 25 3 4 5

Norway 6 22 27 25 5 61 12 15 24 8 8

United States 7 46 41 61 29 2 25 47 16 41 4

United Kingdom 8 45 17 70 68 17 4 16 15 36 13

Finland 9 27 33 33 38 36 76 21 14 17 1

Australia 10 7 19 55 53 4 71 39 49 12 14

Sweden 11 32 18 7 18 61 32 35 4 21 17

Iceland 12 31 56 9 23 52 28 46 39 3 15

Ireland 13 19 128 67 50 23 6 6 5 18 21

Germany 14 114 8 3 89 23 51 68 18 13 3

Ease of Doing Business – 2014 Rankings

Source: World Bank, Doing Business 2014 Index: http://www.doingbusiness.org/rankings

http://www.doingbusiness.org/rankings


Economy Ease of Doing Business Rank

Filtered Rank

Starting a Business

Dealing with Construction

Permits

Getting Electricity

Registering Property

Getting Credit

Protecting Minority Investors

Paying Taxes

Trading Across

Borders

Enforcing Contracts

Resolving Insolvency

United Arab Emirates 22 1 2 1 1 1 3 1 1 1 12 6

Saudi Arabia 49 2 8 4 2 4 1 4 3 10 8 17

Qatar 50 3 7 5 5 5 12 9 1 8 5 1

Bahrain 53 4 11 2 9 2 5 7 4 9 13 5

Tunisia 60 5 6 9 4 8 7 5 14 4 2 2

Oman 66 6 10 6 11 3 7 9 5 7 15 8

Morocco 71 7 1 7 13 15 5 9 12 2 3 9

Kuwait 86 8 17 10 14 7 7 1 6 13 16 11

Malta 94 9 12 11 17 9 14 3 7 3 7 4

Ease of Doing Business – 2014 Rankings (Middle East & North Africa)

Source: World Bank, Doing Business 2014 Index: http://www.doingbusiness.org/rankings



The Korean Innovation Success Story

• Issues describes how Korea succeeded in building a unique innovation system by making

continuous and massive investments in human resource development and R&D.

• When Korea launched its industrialization drive in the early 1960s, it was a typical developing

country, with poor resource and production bases, a small domestic market, and a large

population dependent on foreign powers for national security. The economic situation was more

than bleak: Korea’s gross domestic product (GDP) in 1961 was only $2.3 billion or $82 dollars

per capita. It was a mostly agrarian economy, with manufacturing accounting for just 15% of

GDP.

• International economic interactions were very limited. In 1961, Korea’s exports totalled $55

million, and imports $390 million.


• The science and technology (S&T) situation was even worse. There were only two public S&T

institutions: the National Defence R&D Institute, created immediately after the end of the Korean War,

and the Korea Atomic Energy Research Institute, founded in 1959. On such a base, Korea invested $5

million on R&D in 1964, which enabled the employment of fewer than 5,000 scientists and engineers.

As far as S&T was concerned, Korea was no more than a barren land.

• It was under such a setting that Korea started its drive for S&T development and transformed itself into

one of the world’s most dynamic economies. Korea has succeeded largely because it invested heavily

in human resource development and because it forced companies to compete in global markets. In the

process, however, scientific research capability played second fiddle to industrial development. Today,

Korea recognizes that it must bolster the basic system for innovation in order to sustain and build on its

prosperity.

Source: Issues (University of Texas at Dallas), 2014: http://issues.org/24-1/chung/

http://issues.org/24-1/chung/





• In 1962, Korea launched its first five-year economic development plan, aimed at developing an

industrial base that could support both import substitution and export promotion. Lacking in

technological capability, Korea had to rely almost completely on imported foreign technologies. Early

on, Korea pursued two objectives: promoting the inward transfer of foreign technologies and developing

the domestic absorptive capacity to digest, assimilate, and improve on the transferred technologies.

• Because of concerns about becoming dependent on multinational firms, Korea, unlike other developing

countries, chose to largely forgo foreign direct investment (FDI) and instead focused on arm’s-length

methods such as reverse engineering, original equipment manufacturing (OEM), and foreign licensing.

These methods had the benefit of providing a substantial amount of worker training.







• Korea resorted to long-term foreign loans to finance industrial investments. The money was invested in

selected industries, which led to massive imports of foreign capital goods and turnkey plants. In order

to acquire necessary technologies, industry later reverse-engineered imported capital goods. Korean

firms benefited most from OEM production arrangements because they offered opportunities to work

with foreign buyers who provided everything from product designs and materials to quality control at the

end of the production process. This was especially the case in the garment and electronic industries.

Workers gained valuable experience.

• During the 1970s, Korea made massive investments in machinery and chemicals. In chemicals, Korea

relied largely on turnkey plants, which included technical training programs as part of the packages. In

heavy machinery, foreign licensing was an important channel for technology acquisition. To help the two

nascent industries further, the government created government R&D institutes, which worked with

private industries to build the technological foundation for industrial development.







• In short, Korean industries relied more on informal rather than formal channels for technology

acquisition. The Korean approach resulted in both positive and negative effects. On the plus

side, the policy enabled Korea to acquire technologies at lower costs and precluded the

constraints often imposed by multinationals on local firms’ efforts to develop their own

capabilities. The downside is that Korea had to forgo access to technologies that might have

been available through direct equity links with foreign firms.

• By restricting FDI, Korea failed to meet global standards in domestic business operations. Much

worse, the reliance on large-scale foreign loans contributed to a major financial crisis in 1997.

Yet in the end, Korea was able to succeed largely because the informal modes of technology

transfer that it emphasized contributed in a major way to building a well-educated work force.







• As industrial development continued into the 1980s, the technological requirements of Korean

industries became more complex and sophisticated. At the same time, developed countries began to

view Korea as a potential competitor in international markets, and foreign companies became

increasingly reluctant to transfer new technologies to their Korean counterparts. The government

responded by loosening its FDI regulations and liberalizing foreign licensing, but the moves did not lead

to significant increases in either area.

• Consequently, the government concluded that to sustain development, it needed to build indigenous

R&D capability. The National R&D Program was launched in 1982, and various actions were taken to

promote and facilitate private R&D activities, including tax credits for R&D investments and worker

development. Some of the key steps taken were designed to implement the overall government

strategy of exposing firms to international competition. The government provided companies with

financial and other incentives based on export performance.







• Companies with better performance were given better business opportunities as well as better

access to financial resources. Korean firms recognized that to keep pace with technological

change and survive in this export-driven world, they would have to invest heavily in R&D. The

government’s export drive also favoured large firms, giving birth to a unique business

organization in Korea called the chaebol (similar to the zaibatsu in Japan before World War II).

• Chaebols enjoy greater financial affluence because of greater economies of scale and the

greater scope of their business operations. Chaebol companies are thus able to engage in risky

and expensive R&D projects that are unthinkable for small- and medium-sized firms. Today, the

top 20 firms account for about 57% of the total industrial R&D investments in Korea.







• The results of the government’s actions were dramatic. The turn toward indigenous R&D for technology

acquisition can be seen in the sharp decline in the ratio of technology imports to business R&D from

about 40% in 1981, to 20% in the mid1980s, and to 10% in the early 1990s.

• Korea’s R&D investment, which stood at only $526 million or 0.81% of GDP in 1981, rose to $13.5

billion or 2.6% of GDP in 1996, and to $26.3 billion dollars or 2.9% of GDP in 2005. During a period of

24 years, R&D investment increased almost 50 times, with an average annual growth rate of almost

20%. Korea now is the sixth largest R&D spender among Organization for Economic Cooperation and

Development countries.

• As private-sector R&D spending rose, government spending declined. In 1981, the government

accounted for 53.5% of total R&D investment, but that share declined to 19.4% in 1990 and 16% in

1994, before heading up again to 24.3% in 2005.







• Now the private sector accounts for 75.6% of the total. With industry leading the way, R&D

activities in Korea are focused largely on applied research and technology development,

reflecting shorter-term commercialization concerns. In the 1980s, about 83% of R&D funds were

used for applied research and technology development; in 2005, the share was 84.7%.

• A key reason why Korea was able to increase R&D investment so rapidly was because it had an

abundant pool of highly educated workers that could meet the increasing demand for R&D

services in both private and public sectors. Korea recognized that R&D investment is more

constrained by the lack of human resources than by financial limitations, and thus prepared itself

well for development by investing heavily in education and human resource development.







• R&D investment grew rapidly and continuously until Korea was hit by the 1997 financial crisis.

R&D was one of the most damaged victims. In a survey undertaken in early 1998, many

companies responded that they would cut R&D investments and personnel by almost 20% in

response to the crisis.

• Actually, industrial R&D expenditures decreased by 10% in nominal terms from 884.4 billion

Won in 1997 to 797.2 billion Won in 1998, but in dollar terms, the decline was even sharper

(38.5%) because the value of the Korean currency relative to the dollar plummeted in 1998. R&D

personnel also decreased by 15% from 102,000 in 1997 to 87,000 in 1998. This was a serious

blow to the innovation system. If the crisis had continued for several more years, the system

might have collapsed.







• Fortunately, however, Korea recovered from the crisis in a relatively short period of time. It took

only two years for industrial R&D to recover and rise above the level before the crisis. Korea was

able to do this because of two things. First, government made up for the decrease in industrial

R&D by increasing its own R&D expenditures. The government’s share of gross R&D

expenditures increased from less than 20% before the crisis to 27% afterward. Government

R&D funds were directed in particular at small technology-based firms, which helped them

maintain and expand their innovative activities. Second, government promotion of information

technology (IT) and IT-related ventures led to an IT boom in the early 2000s. The share of IT in

government R&D expenditures rose from 13% in 1997 to 33.5% in 2002. The pro-IT policy also

positively influenced innovative activities in other sectors.







• Although there has been some criticism of Korean R&D policy—the major one being that public

investments have not been efficient enough to be economically justified—one cannot deny the positive

contributions that the efforts have made. Rapid growth in R&D investment has led to a remarkable

increase in patent registrations. The number of patents granted by the Korea Industrial Property Office

increased from 1,808 in 1981 to 73,512 in 2005, an average annual growth rate of about 15%. More

encouraging still is the growth of patents granted to Koreans, which rose from 12.8% of the total (or

232) in 1981 to 72.7% of the total in 2005, an average annual growth rate of more than over 24%. The

number of U.S. patents granted to Koreans rose from just 5 in 1969, to 543 in 1992, and to 3,538 in

2001, putting Korea in seventh place in the world.

• According to a patent analysis by the U.S. Department of Commerce, Korea has established world

prominence in areas such as information and telecommunications, pharmaceuticals, advanced

materials, and auto manufacturing.







• Another important development is the remarkable increase in the number of scientific publications in

internationally recognized academic journals. The number of publications by Koreans reported by the

Science Citation Index increased from 27 in 1973, to 171 in 1980, to 1,227 in 1988, to 9,124 in 1997,

and to 23,048 in 2005, raising Korea from 37th in the world in 1988 to 14th in 2005.

• For Korea to sustain past development into the future, it has to further strengthen basic scientific

research capability and improve framework conditions for innovation.

• Finally, R&D efforts have contributed to the development of high-tech industries in Korea. Based on in-

house R&D, Korean industries have recently emerged as world leaders in semiconductor memory

chips, cellular phones, and liquid crystal displays, as well as establishing themselves in the world

market in shipbuilding, home appliances, auto manufacturing, telecommunications, and other areas.







• The Korean experience offer lessons for policymakers in developing countries. First, there is no doubt

that education builds a nation’s ability to absorb new knowledge and technology. Thus, government

should assume full responsibility for taking the necessary measures to promote human resource

development. Investing in education in advance, as Korea did in the 1960s and 1970s, is essential in

laying a foundation for industrial development.

• To help workers cope with technological change, the government should provide vocational and

technical training or take measures to promote such training at work places. Later, as the economy

becomes more advanced, technological competence becomes a critical factor, and the nurturing of

high-calibre scientists and engineers capable of dealing with developments at the scientific and

technological frontiers becomes necessary. In short, advanced education in S&T should come first in

preparing for entrance into a developed world.







• In the case of Korea, education and industrialization helped each other in sustaining and accelerating

development. Education made technological learning and therefore industrialization possible, while

industrialization enhanced the rate of return on investment in education, promoting further demand for

education.

• Korea’s industrialization evolved from imitation to innovation. In the initial stage, Korean industries

attained technological capability through informal channels for technology transfer, such as OEM

production arrangements, reverse engineering of imported machines, technical training as part of

turnkey plant importation, and so on. To lay the initial technological foundation, many Korean industries

resorted to nonmarket processes, relying on the absorptive capacity of their workers for technology

acquisition. This approach enabled them to acquire technology at a lower cost and maintain

independence in business operations. But this strategy came at great cost: Korea had to abandon

many of the technological opportunities that foreign direct investors might have offered.







• By adopting an outward-looking development strategy, the government drove Korean industries

into the competitive international market, putting them under great pressure for technological

learning and/or development. Korean industries responded by investing heavily in technology

development. By developing technological competence, they have been able to survive

internationally and establish prominence in key areas. Protectionist policy may be effective in

creating initial market opportunities for domestic industries, but if such a policy is prolonged,

industries will develop immunity against market pressure for innovation. It may be for this reason

that export-oriented firms achieved technological learning more rapidly than import-substituting

firms.

Strengths & Weaknesses of Korea’s Innovation System

• Government’s role in innovation - Through state-led research and education and corporate

research and development (R&D), South Korea has developed a robust science and technology

capacity. The country is currently emphasizing R&D in the areas of green technologies, value-

added services, and technology convergence - merging telecommunications and network

technologies into a single device, for example.

• The government also ensures that, through its support of industry oriented research centers,

there is a central locus of research geared towards the development of platform and

infrastructural technologies (fundamental technologies that enable subsequent creation of other

products and processes).

Source: Institute for Defense Analyses, 2013: https://www.ida.org/~/media/Corporate/Files/Publications/STPIPubs/ida-d-4984.ashx

https://www.ida.org/~/media/Corporate/Files/Publications/STPIPubs/ida-d-4984.ashx







• South Korea’s industry and economy is dominated by business conglomerates called Schaebol (e.g., Samsung,

Hyundai, Pohang Iron and Steel Company, and LG electronics).

• These companies have moved from safe technology investments and incremental innovation toward cutting

edge science based innovation by adopting Western business practices; as the country has developed, South

Korea’s historical focus on manufacturing has shifted to services and investing in research and development

(R&D) at the forefront of technology.

• The South Korean private sector’s strengths provide opportunities for the country to continue on its innovation

trajectory. But South Korean business practices face challenges as well. While the chaebol culture is a source of

South Korea’s success, it is not a transparent culture, and many of its business practices are considered corrupt.

The growth of the chaebol has come at the expense of small and medium sized companies as they attract the

top talent in the country, creating a dichotomous economy. e presence of the chaebol also creates obstacles for

entrepreneurs and has depressed the prospects of a venture backed, start-up culture.








Korea’s Vision 2025

• The Korean government's "creative economy" agenda reflects growing consensus that Korea's

future growth and prosperity depends on its ability to become a global leader in developing and

commercializing innovative new products, services, and business models. To succeed, the

Korean government must address regulatory, structural, educational, and cultural obstacles that

have constrained Korea's ability to fully utilize its innovative capacities.

• This new emphasis on innovation brings Korea into closer alignment with the United States,

which has long focused on innovation in its growth strategies. Moreover, it comes during the

early stages of implementation of the US-Korea Free Trade Agreement (KORUS), which

intersects with important areas of Korea's innovation framework policies.

Source: AsiaPacific Issues (2014), Creating Korea’s Future Economy: Innovation, Growth and Korea-US Economic Relations: http://www.eastwestcenter.org/publications/creating-koreas-future-economy-innovation-growth-and-korea-us-economic-relations

http://www.eastwestcenter.org/publications/creating-koreas-future-economy-innovation-growth-and-korea-us-economic-relations






















BMBF Innovation Initiative "Entrepreneurial Regions"

• The BMBF Innovation Initiative "Entrepreneurial Regions“ stands for innovation-oriented regional alliances which

develop the region's identified core competences to clusters on a high level and with strict market orientation.

• With this aim in mind, the German Federal Ministry of Education and Research (BMBF) has systematically

developed a series of programmes for the New German Länder since 1999. The programme lines improve the

conditions for innovations and set the course for the long-term success of regions:

• Innovative Regional Growth Cores since 2001 with GC Potential since 2007

• Centres for Innovation Competence since 2002

• Innovation Forums since 2001

• InnoProfile 2005

• ForMaT since 2007

• Twenty20 – Partnership for Innovation since 2012

• InnoRegio – 1999-2006

Source: Bundesministerium für Bildung and Forschung: http://www.unternehmen-region.de/en/6508.php

http://www.unternehmen-region.de/en/6508.php





• All programmes represent the basic principles of the BMBF innovation support policy and thus of

“Entrepreneurial Regions”: lateral thinking, cooperation, strategic planning and entrepreneurial action.

• The programmes’ aspirations are based on the fact that the most innovative products and applications

are almost exclusively the result of highly specialised and integrative knowledge from many sources,

minds and organisations of widely varying origins and orientation.

• Programme guidelines:

• 1. 1. Only the best from the region - innovation based on regional strengths

• Innovation is the key to successful economic development. "Entrepreneurial Regions" promotes

outstanding innovation potentials ("strengths") in the region.







• 2. Innovations: taking action together in a creative and strategic manner

• Innovation potentials are set free in regional alliances made up of members from the industrial, scientific, academic and

administrative community. "Entrepreneurial Regions" demands a binding, consistent strategy with a symbiosis of flexibility

and creativity from the initiatives.

• 3. Innovations with market orientation

• "Entrepreneurial Regions" initiatives must be based on strategically designed concepts and a long-term marketing strategy.

This also holds true of R & D projects. The background: entrepreneurial thinking, planning and action are pivotal to the

success of regions.

• 4. The BMBF’s aim: regions with clear profiles based on outstanding technological platforms

• The aim of "Entrepreneurial Regions" is to develop regional alliances into regions with a clear profile - regional clusters. This

can only be achieved when emphasis is placed on top quality from the start of development support onward. The BMBF

manifests this claim to excellence of the supported initiatives through the high standards of the funding guidelines and the

accompanying evaluation.






Twenty20 – Partnership for Innovation

• BMBF is supplementing the promotion programmes of Entrepreneurial Regions with Twenty20 –

Partnership for Innovation. Twenty20 offers a new approach which is geared to national, inter-, trans-

and multi-disciplinary cooperation between the partners, and which is committed to openness and

transparency.

• The consortia in Twenty20 form strategic networks across the country with one or more partners from

former Western Germany as well as international partners. These consortia are expected to identify

problems of great societal and economic relevance and offer innovative solutions.

• Some of the consortia are the following: 3D sensation; Advanced UV for Life; C³ – Carbon Concrete

Composite; fast – fast actuators sensors and transceivers; HYPOS – Hydrogen Power Storage &

Solutions East Germany; RESPONSE – Partnership for Innovation and Implant Technology; smart³ |

materials – solutions – growth.

Source: Bundesministerium für Bildung and Forschung: http://www.unternehmen-region.de/de/7647.php

http://www.unternehmen-region.de/de/7647.php




The WISE Initiative

• Qatar Foundation, under the leadership of its Chairperson, Her Highness Sheikha Moza bint Nasser

established the World Innovation Summit for Education (WISE) in 2009. WISE is an international,

multi-sectoral platform for creative thinking, debate and purposeful action.

• WISE has established itself as a global reference in new approaches to education. Through both

the annual Summit and a range of ongoing programs WISE is promoting innovation and building the

future of education through collaboration.

• The thrust for constant innovation has long prevailed in sectors such as technology and healthcare,

but education has generally lacked this approach in both policymaking and in the classroom. There

is a widening gap between the education systems currently in place and those required to meet the

needs of future generations.

Source: WISE Initiative, 2014: www.wise-qatar.org

http://www.wise-qatar.org/



The WISE Initiative

• WISE claims to be a response to the necessity of revitalizing education and providing a global

platform for the development of new ideas and solutions.

• Since 2009, WISE has evolved into a thriving global, multi-sectoral community, which continues to

generate fruitful dialogue and productive partnerships.

• The WISE community is a network of education stakeholders - from students to decision-makers -

from about 200 countries who share ideas and collaborate to seek creative solutions to solve

challenges facing education.

• WISE connects innovators and offers a global platform for the development of new ideas, supports

innovative approaches to education and promotes successful practices from various sectors and

from around the world to build the future of education.





The WISE Initiative

• WISE Programmes:

WISE Summit

WISE Accelerator

WISE Prize for Education

WISE Awards

WISE Learning Voice

WISE Books

WISE Matter Series

WISE Survey ‘ School in 2013’

WISE Haiti Task Force





WISE Accelerator

• The WISE Accelerator is a new program dedicated to developing innovative projects in education.

It relies on the expertise of qualified mentors and partners to provide projects with effective

strategies and concrete support to ensure their development.

• Each year a maximum of seven projects will be selected to join the program. They will be followed

for a year, a period during which they will benefit from tailor-made mentorship to address their

specific needs. In addition, the WISE Accelerator will serve as an intermediary to connect the

selected projects with an international network that will create opportunities to share knowledge and

find support from donors and investors.

• The Accelerator is interested in projects that have a high potential for scalability and a positive

impact on the field of education.

WISE Accelerator

• 2014-2015 Program:

• The five innovative projects of the 2014-15 WISE Accelerator have been selected. They originate

from Chile, France, Kenya, Pakistan, and the United Arab Emirates.

• Sterio.me – It offers teachers the ability to pre-record interactive audio lessons for their pupils.

Delivered via any mobile phone, no Internet is required and learners have access to their daily

homework lessons via free SMS and GSM voice. The platform marks the lessons automatically and

provides teachers with insights into individual learners’ progress.

• The project addresses the lack of books and teaching material in Africa, as well as the difficulties

arising from overcrowded classrooms, and has over 400 lessons on the platform to date.

Source: WISE Accelerator: http://www.wise-qatar.org/wise-accelerator-program

http://www.wise-qatar.org/wise-accelerator-program








WISE Accelerator

• Ideas Box - a portable media center dedicated to improving education broadly defined, and

designed to be adapted to any context, including humanitarian crises. I

• It creates an enhanced learning environment even in the most difficult conditions. It is highly

standardized in its container and hardware (Internet, laptops, tablets, e-readers, arts & crafts), and

finely tailored in content to each context.

• Ideas Box centers have arrived in Burundi, and implementation is under way in Jordan and

Lebanon for populations affected by the Syrian crisis.

• Beyond emergency situations, orders are being finalized for communities in France, the United

States, and Australia.










WISE Accelerator

• Kytabu – a mobile textbook subscription application on Android and Windows platforms that allows

students to lease learning content in a piecemeal manner. Created to overcome the cost of bulk

buying of textbooks in Kenya, Kytabu is using the mobile platform to bring learning content to

thousands of students in Kenya's education system.

• Ustad Mobile – a platform for creating, delivering, and tracking learning experiences using nearly

any mobile device. Educators can make use of audio, video, quizzes, and games with no need for

advanced IT skills. The platform allows learners to use even low-end phones and works without

requiring the Internet or even a signal. Various organizations are currently using the platform in

Afghanistan, Germany, Iraq, Kenya, and Zambia.










Tech City UK

• The Investment Organisations (IOs) are UKTI’s hybrid public/private sector teams.

• The IOs can trace their development back to the Government team that oversaw the development of Tech

City, a technology cluster located in East London (and now the third largest of its kind in the world).

• To drive investment in the technology sector and attract businesses to the UK, a specialist team was brought

together, with private sector expertise contributing to the strategic direction of UKTI.

• The Tech City Investment Organisation was set up in April 2011. Now it includes Google, Intel, Cisco,

University College London and Imperial College London.

• Seven IOs are now established (not counting the original Tech City one) – in life sciences, agri-tech, financial

services, the automotive sector, regeneration, offshore wind, and innovation. Although they were set up to

deal with investment only, the IOs have been so successful that from 1 April 2014, they are now also dealing

with trade, supporting businesses who want to use the UK as a springboard to expand into international

markets.

Source: UKTI, Inward Investment Report 2013- 2014: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/341601/UKTI_Inward_Investment_Report_2013-

2014.pdf

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/341601/UKTI_Inward_Investment_Report_2013-2014.pdf



Qatar National Research Fund

• Qatar Foundation established Qatar National Research Fund (QNRF) in 2006 as part of its ongoing

commitment to establish Qatar as a knowledge-based economy. Qatar Foundation views research

as essential to national and regional growth; as the means to diversify the nation’s economy,

enhance educational offerings and develop areas that affect the community, such as health and

environment.

• The Fund aims to foster original, competitively selected research in engineering and technology,

physical and life sciences, medicine, humanities, social sciences and the arts.

• In addition to funding, Qatar National Research Fund aims to encourage dialogue and partnerships

Source: Qatar National Research Fund, 2014: http://www.qnrf.org/en-us/Newsroom

http://www.qnrf.org/en-us/Newsroom





The Vision

• In response to the national needs of the State of Qatar, Qatar Foundation has set forth an ambitious vision

of research and its benefits. It envisions research as a catalyst for expanding and diversifying the country’s

economy, enhancing the education of its citizens and the training of its workforce, and fostering

improvements in the health, well-being, environment, and security of its own people and those of the

region.

• In striving toward this vision, Qatar will distinguish itself within the region and world as a cosmopolitan

nation that embraces scholarly excellence, innovation, creativity, inclusiveness and merit.

• The vision of Qatar National Research Fund is to enable research and development excellence in Qatar in

order to achieve a knowledge-based economy.







• The Mission

• The mission of Qatar National Research Fund (QNRF) directly supports this vision:

• “QNRF advances knowledge and education by providing funding opportunities for original competitively

selected research and development at all levels and across all disciplines with emphasis on the four pillars

of the Qatar National Research Strategy:

Energy and Environment

Computer Sciences and ICT

Health and life Sciences

Social Sciences, Arts and Humanities

• QNRF provides opportunities for researchers at all levels, from students to professionals, whether in the

academic, public or private sectors.







• National Priorities Research Program (NPRP)

• This program is intended to support the overarching goal of Qatar National Research Fund

(QNRF)in fostering a research culture in Qatar by encouraging the local population to embrace

Research & Development (R&D) as a vocation. The grants offered through the National Priorities

Research Program (NPRP) will:

Build human capital in Qatar

Fund research to benefit the nation, the region, and the world

Raise Qatar’s profile within the international research community

• QNRF funds proposals ranging in value from US$ 20,000 to US$ 300,000 annually, for research

project periods of one, two or three years.






The Research Landscape in Qatar

• Qatar faces challenges with respect to the development of human capital. The NPRP is assisting in

this area by supporting the country's colleges and universities to attract, develop and retain skilled

faculty members. The NPRP will also provide incentives for institutions to build the organizational

infrastructure needed to support researchers.

• Furthermore, the NPRP will help to build human capital through the promotion of knowledge and

technology transfer, encouraging collaboration with institutions outside of Qatar.

• By funding research that will raise Qatar's profile within the international academic community, the

NPRP will help to address the sense of geographical isolation felt by some researchers in Qatar,

fostering a level of integration with the global research community, to the benefit of the researchers

in Qatar and Qatar as a whole.







• Qatar leads Gulf partners in terms of S&I ambition

• With plans to raise its research spend to 2.8% of its national budget (US$1.7 billion approx.), Qatar

is investing heavily to build a skills base for a future knowledge economy, but research and

innovation efforts are severely hampered by a small population, and a lack of local capacity and

administrative support.

• To overcome these weaknesses Qatar has focused on delivering larger step-change projects

through international institutional partnerships and through the strategic use of a well funded

international research fund. The current research model based on imported expat researchers

supporting and developing indigenous capacity is likely to remain for the long term.

Source: UK Foreign and Commonwealth Office: https://www.gov.uk/government/publications/qatars-science-and-innovation-challenge/qatars-science-and-innovation-challenge

https://www.gov.uk/government/publications/qatars-science-and-innovation-challenge/qatars-science-and-innovation-challenge



















• Domestic research is led principally by institutions of the Qatar Foundation (QF) and Qatar University. QF

is developing Hamad bin Khalifa University (HBKU) which hosts branch campuses of eight leading

international institutions including UCL (archaeology and museum studies), Texas A&M (engineering),

Carnegie Mellon (ICT), and Weill Cornell (medical). There are no plans to add further campuses.

• HBKU is expanding postgraduate qualifications and research through international recruitment and is

seeking the support of international partners. QF operates computing, energy and environment, biomedical

and medical research institutes and has an innovation park supporting industry/university partnerships.

The older segregated Qatar University (QU) competes with QF and is also looking to expand its

postgraduate and research offer through external partnerships. QU has research centres for environment,

gas processing, road safety and advanced materials.





















• Qatar already has a well structured international research collaboration programme.

• The 7th National Priorities Research Programme (NPRP) is a peer reviewed programme is seen as a

model of best practice for the region. The programme allows research grants up to maximum US$900K

over three years with up to 35% available for research outside Qatar. This year US$130 million was

disbursed on 162 grants focusing on Qatar’s research priorities: energy & environment, ICT, health, social

science & humanities, and were aligned with Qatar’s “grand challenges” for this year: energy security,

water security and cyber security.

• While the overall success rate for applications was 20%, collaborations with UK partners have traditionally

run at 40%. Grants awarded to UK/Qatari collaborations (involving 42 UK institutions) have risen from 21 in

2012 to 29 pending in 2013, a 38% increase. Nationally the UK ranks second behind the US which has the

benefit of six research-active branch campuses in Qatar.





















• In addition to the NPRP, UK/Qatar collaborations run two exceptional NPRP grants worth up to

US$5 Million over 5 years in weight management and astronomy and larger research projects

including: the Shell/QP/Imperial College Carbonates and Carbon Storage Centre, The Imperial

College / Hamad Medical Corporation Biobank, the Imperial College / QF Qatar Robotics Surgery

Centre, The Magdi Yacoub Heart Foundation / QF Qatar Cardiovascular Research Centre and the

Qatar Museums Authority / British Library Digitalisation of Gulf Records Project. UK institutions are

well placed . Qatar is interested in UK research excellence brands.

• Challenges - Although expenditure on their flagship NPRP programme has been maintained, under

a new Emir QF budgets have been tightened and there is a growing wariness of new bilateral

commitments.





















• There is still work to be done at an institutional and grassroots level on joint research networking.

QF is keen to focus on capacity building: summer schools, postdoc exchanges, early career

researcher exchanges, joint student research projects, researcher skills training, research/industry

engagement. The UK and QF have agreed to work towards tackling the gaps and weaknesses in

existing collaboration. To allow this to happen the UK has proposed a £300K “fund of funds” (£100K

from the BC’s Researcher Links Programme; £30K from BIS’s Global Partnership Fund; £70K from

industry, and £100K from QF’s Conferences and Workshops Support Programme) to support

bilateral research networking on joint research priorities. The UK consortium will also step up efforts

to engage partners outside the QF family (Supreme Education Council, Qatar University and

Hamad Medical Corporation).




















MaGiG

• MaGiG is Malaysia’s Global Innovation and Creativity Centre. It aims to build a vibrant community empowers

entrepreneurs to create something sustainable and of value.

• The vision is to make Malaysia the start-up capital of Asia.

• The mission is to catalyse the entrepreneurial ecosystem in Malaysia and bring together the abundant resources from

partners and communities alike to develop entrepreneurs of enduring and high growth start-ups that will make a

positive impact on a regional and global scale.

• MaGiG has three mandates:

• to support and foster strong communities where entrepreneurs are able to easily connect and share their ideas and

solutions with each other.

• to stablish an academy for startup education, seed accelerator programs and provide qualified entrepreneurs with

regional and global exposure.

• to create a series of educational content about how startups are playing a significant role in solving real problems in

the world, and reveal the entrepreneurs who are driving these innovations.

Source: MaGiG, 2014: http://www.mymagic.my/about/

http://www.mymagic.my/about/



MaGiG

• MaGIC was first announced in October 2013 by the most honourable Prime Minister YAB Dato’ Sri

Mohd Najib Bin Tun Abdul Razak during the 4th Global Entrepreneurship Summit held in Kuala

Lumpur. Cyberjaya, the home of the Centre, is progressively becoming the preferred location for the

technology-driven start-up community.

• On April 27th 2014, MaGIC was launched by President Barack Obama and Prime Minister YAB

Dato’ Sri Mohd Najib Tun Abdul Razak with 7000 aspiring entrepreneurs in attendance. As part of

the launch, MaGIC signed memorandum of understandings with Stanford University and UP Global

to further foster and develop a vibrant startup ecosystem in Malaysia and beyond.

Source: MaGiG, 2014: http://www.mymagic.my/about/




Lab2Market

• The Lab2Market Commercialisation Programme (L2M) sees Ministry of Higher Education, Government agencies, Cradle

Fund Sdn Bhd, Agensi Innovasi Malaysia and Technology Park Malaysia, Malaysian Research Universities and TiE

Malaysia working together. The L2M Programme provides a catalyst for commercialization – bringing innovators and

investors together.

• The initiative is part of the Malaysian Government “Entry Point Project 9: Advanced Engineering, Science and

Innovation Cluster” under the Education National Key Economic Area (NKEA) of the Economic Transformation

Programme (ETP).

• Mentor Series and Elevator Pitch training modules have been selected to help L2M achieve its goals. Out of 72 selected

candidates, 10 participants so far have been chosen to receive substantial seed funding from the government.

• Having successfully completed the L2M Pilot Programme in May 2012 and L2M Cycle II in October 2012, TiE Malaysia

has been given the mandate to proceed with Cycle III, IV and V in 2013. Since 2002, TiE Malaysia has worked very hard

to bridge entrepreneurs from Malaysia and the world through active participation in TiE Global, the world’s largest non-

profit organisation promoting entrepreneurship. In 2011 the TiE Malaysia office and the TiE ASEAN Secretariat was

launched to promote TiE programs actively.

Source: TiE Malaysia, 22/01/2013: https://malaysia.tie.org/article/29/innovative-programme-government-malaysia

https://malaysia.tie.org/article/29/innovative-programme-government-malaysia








Twofour54

• Named after the geographical co-ordinates of Abu Dhabi, twofour54's vision is to enable the

development of world class Arabic media and entertainment content, by Arabs for Arabs, and to

position Abu Dhabi as a regional centre of excellence in content creation across all media platforms

including film, broadcast, music, digital media, events, gaming and publishing.

• The company aims to create a collaborative and supportive campus community; stimulating creative

and professional partnerships through our core business units: tadreeb -the training academy;

ibtikar - innovation & support; and intaj - state of the art production facilities.

• The core business units are supported by a business enabler tawasol, which provides support to

organisations and individuals looking to join the twofour54 community.

Source: Twofour54: www.twofour54.com

http://www.twofour54.com/

Twofour54

• Twofour54 offers the following services:

• 100% company ownership in a stable, tax-free environment

• Registration and licensing for media businesses at twofour54

• Company and personal set-up services

• Customised office space solutions World-class studio production and post-production facilities supported

by technical staff.

• On-site Vocational media training. The Academy offers over 200 industry courses as well as tailored

training solutions for organisations

• Industry investment and business support for Arab entrepreneurs and fledgling media and entertainment

content businesses from the region

• Unique campus environment with facilitated business networking



Twofour54 - Ibtikar

• Ibtikar offers funding and support to young Arabs with great ideas. this includes seed funding,

investment in content development guidance and planning.

• It helps entrepreneurs get great ideas off the ground. This is all managed and delivered through the

creative lab community where entrepreneurs can apply for funding, connect with other creative

thinkers as well as get inspired and supported to bring ideas to life.



88mph - Kenya

• 88mph is a startup accelerator that is offering an enticing proposition to startup talent in the U.S. and

Europe: move to Africa. For entrepreneurs, the emerging middle class in Africa may represent a big market

opportunity.

• The accelerator invests an average of about $25,000 in early-stage companies hoping to capitalize on

emerging African markets on the web. 88MPH participants enter a three-month startup accelerator

program in Nairobi and Cape Town, and (soon) Lagos.

• The accelerator targets insanely curious, tenacious people, and those willing to set aside any pre-

conceived notions they have about Africa. It scours talent from around the world, from startups that include

Africa's first "iTunes" to web services for rent payment. 88MPH hopes to reverse the brain drain from Africa

to Europe and the U.S., and in the process open up Africa’s nascent markets to venture-sized returns for

investors. "

Source: The Fast Company, 20/02/2014: http://www.fastcoexist.com/3026243/the-startup-accelerator-that-wants-founders-to-move-to-africa

http://www.fastcoexist.com/3026243/the-startup-accelerator-that-wants-founders-to-move-to-africa




















88mph - Kenya

• Despite inevitable comparisons with Silicon Valley (Silicon Savannah in Nairobi and Silicon Lagoon

in Lagos), businesses face challenges that still spook many investors and entrepreneurs, says

88mph’s founder and managing partner Kresten Buch. "Talent is scarce, experience is scarce, there

are no angels obviously, and there are no serial entrepreneurs," he says. While 88mph seeks to

make investments in as many as 12 companies in each accelerator class, it has only accepted five

or six companies in some classes due to a lack of fundable options.

• Yet 88mph is gaining traction and is not alone. TechCrunch rounded up a list of five other startup

investment vehicles in Africa, and a small but growing flow of U.S., European, and domestic

investment is creating startup hubs in a few capital cities.






















88mph - Kenya

• ApexPeak is one of the first successes of 88mph. Funded just 12 months ago, it announced its

$2.4 million in venture funding.

• The firm, a financing company to help businesses manage cash flow from invoices, aims to raise a

$200 million fund to help small and medium businesses access to affordable credit.

• Buch says "Our goal with 88mph is to try to generate a ROI that will make European and U.S.

accelerators look like African non-profits,"






















Most Innovative Nations in Latin America

• Barbados and Chile are the most innovation nations

in Latin America and the Caribbean (LAC), according

to the 2014 Global Innovation Index.

• The Global Innovation Index ranks every country out

of 100 based on its performance in a wide of range of

subcategories, including institutions; human capital

and research; infrastructure; investment; business

sophistication; knowledge and technology outputs;

and creative outputs.

• Barbados is the leading Caribbean nation, ranked

41st, and Chile is the leading Latin American nation

ranked 46th.

Source: Nearshore Americas, 13/08/2013: http://www.nearshoreamericas.com/barbados-chile-named-lacs-innovative-countries/

http://www.nearshoreamericas.com/barbados-chile-named-lacs-innovative-countries/












Start-up Chile

• Start-up Chile is a programme created by the Chilean Government, executed by Corfo via InnovaChile, that

seeks to attract early stage, high-potential entrepreneurs to bootstrap their start-ups in Chile, using it as a

platform to go global.

• The end goal of the accelerator program is to convert Chile into the definitive innovation and entrepreneurial

hub of Latin America; this is a mission shared by the Government of Chile and is a primary focus of the

Ministry of Economy.

• In 2010, the program, at that point just a pilot, brought 22 start-ups from 14 countries to Chile, providing them

with US$40,000 of equity-free seed capital, and a temporary 1-year visa to develop their projects for six

months, along with access to the most potent social and capital networks in the country.

• These selected entrepreneurs were approved by an admission process conducted by Silicon Valley experts

and a Chilean Innovation board that focuses ardently on global mindsets and worldwide potential. Of all

required criteria, it is essential that the chosen entrepreneurs work in a global mindset, believing that the

route to success is via expansion not isolation.

Source: CORFO, 2014: http://www.startupchile.org/about/the-program/

http://www.startupchile.org/about/the-program/




Start-up Chile

• 2010 acted as a pilot phase that lead into the 2011 application processes with the goal to bring 300

startups to Chile during the year, with the end hope of having 1,000 bootstrappers participate in the

program by the culmination of 2014. The first application process of 2011 brought 87 startups to Chile from

over 30 countries, after having received 330 applications– and, during the second process conducted in

July of 2011, 650+ startups applied, vying for 100 slots.

• All of the Start-Up Chile entrepreneurs are measured during their time in the program by various indicators

including participation in local events, presenting workshops on their particular expertise, raising local or

international capital, and contracting talent.

• Start-Up Chile has been recognised by the Forbes, The Economist, BusinessWeek, and TechCrunch

(among many others) and has inspired spinoffs around the world such as Startup America, Britain, Greece,

and Italy.

Source: CORFO, 2014: http://www.startupchile.org/about/the-program/





Lessons to Learn from Start-up Chile

• Start-up Chile has been acknowledged as a ‘grand innovation experiment’.

• It all started in 2010 when Chile paid foreign entrepreneurs to come and visit for six months. It

offered them $40,000 plus free office space, Internet access, mentoring, and networking.

Entrepreneurs could enjoy living in a very beautiful place where housing is relatively cheap and

where there is less crime and corruption compared to other Latin American countries . All Chile

asked in return was that the foreigners interact with local entrepreneurs and consider making the

country their permanent home.

• Many people thought that the idea was crazy but Chile was making a bet - that the foreign

entrepreneurs would transform its entrepreneurial culture by teaching the locals how to take risks,

help each other, and form global connections.

Source: The Washington Post, 11/06/2014: http://www.washingtonpost.com/blogs/innovations/wp/2014/06/11/chile-teaches-the-world-a-lesson-about-innovation/

http://www.washingtonpost.com/blogs/innovations/wp/2014/06/11/chile-teaches-the-world-a-lesson-about-innovation/

















• Santiago is today buzzing with entrepreneurial activity; university students often look to join start-ups rather

than big companies; Start-Up Chile has gained brand recognition in innovation circles worldwide; and local

entrepreneurs are becoming more ambitious and looking for opportunities abroad.

• Start-Up Chile has also been flooded with applications—more than 12,268, from 112 countries. According

to Start-Up Chile’s executive director, Sebastian Vidal, 810 startups from 65 countries have so far been

admitted into the program.

• The first 199 companies that visited Chile and returned home reported that they had raised a total of $72

million in funding. A batch of 132 companies that chose to stay there reported that they had raised $26

million. Several start-ups have had successful exits, and hundreds of others expect to make it big.



















• Chile has invested only about $35 million in this experiment. Other countries have spent hundreds

of millions — even billions — of dollars in their efforts to create technology hubs.

• Legions of consultants have been advising regions to build science parks next to research

universities and to offer financial incentives to selected industries to locate there, touting Harvard

professor Michael Porter’s cluster theory. Porter had observed that geographic concentrations of

interconnected companies, specialized suppliers, and service providers gave certain industries a

productivity and cost advantage. His followers postulated that by bringing these ingredients together

into a “cluster,” regions could artificially foment innovation.

• Many agree that this top-down formula doesn’t work and Chile proves that it is people, not industry,

who power innovation.


















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