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emergenetics
Observations on Innovation One Brain, Several Brains, Many Brains
David SalesCambridge Innovation
Centre
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emergenetics
David Sales
emergenetics
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emergenetics
Agenda
1. One Brain – Emerging Neuroscience
2. Several Brains – Innovative Organisations
3. Many Brains – The Cambridge Phenomenon
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emergenetics
One Brain Emerging Neuroscience
How do we help our own brains to be
innovative?
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emergenetics
Effective Thinking
Styles1.Analytical
2.Structural
3.Social
4.Conceptual
Utilise Four Types of Thinking
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emergenetics
ObAlaytical serve what goes on around you
Analytical Thinking: Find Problems That Need Solutions
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emergenetics
Identify New GapsAnalytical Thinking: Create a New
Sector
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emergenetics
Know your Numbers and Business ModelAnalytical Thinking: Know Your
Numbers
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emergenetics
Structural Thinking: Plan to Create Luck and Accept Failure
Disney: Idea, test, review, adapt
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emergenetics
Structural Thinking: Have a Plan
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emergenetics
Social Thinking: Surround Yourself with Good People
• Specialists
• Generalists
• Creatives
• Networkers
• Operations
• Finance
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emergenetics
Social Thinking: Create Followers
• Media
• Target market communities
• Key influencers
• Twittersphere
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emergenetics
Conceptual Thinking: Stimulate Idea Development
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emergenetics
Conceptual Thinking: Keep Up with the Neuroscience
1. Impact of Multi-tasking2. The Value of Play3. A Need for Brain Food
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emergenetics
Conceptual Thinking: Build time for intuition to release “genius”
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emergenetics
Tools are available to help us understand our thinking ….
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emergenetics
Several BrainsInnovative Organisations
How do we help our organisations to be
innovative?
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emergenetics
A Strong Network
Create an environment where people can work effectively together
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emergenetics
Plan the Right Environment
3M: A culture that encourages innovation
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emergenetics
Threat ?orReward ?
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emergenetics
StatusCertaintyAutonomyRelatednessFairness
Factors that “threaten our brain”
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emergenetics
StatusCertaintyAutonomyRelatednessFairness
The Organisation and the Manager
have an Effect
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emergenetics
Leaders are not neuroscientists, but they need to know…
• Their approach is everything
• Their verbal & body language is vital
• Their questions are fundamental
• Their personal impact is immense
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emergenetics
Many Brains The Cambridge Phenomenon
How does a community become
so innovative?
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emergenetics
The Cambridge Phenomenon01/ 05/ 2013 18:28map cambridge cluster science parks - Google Maps
Page 1 of 1http:/ / maps.google.co.uk/ maps?q= map%20cambridge%20cluster%20sc…ent= safari&rls= en&biw= 1155&bih= 710&ie= UTF- 8&hl= en&sa= N&tab= il
Map data ©2013 Google -
To see all the details that are visible on thescreen, use the Print link next to the map.
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emergenetics
The Cambridge Cluster Today
• 14 x $1bn companies
• 2 x $10bn companies
• 1,500+ tech firms
• Employs 57,000 people
• 26% in knowledge sectors (vs 12% UK average)
• Generates £13bn revenue
Physical science/engineering
Life sciences
IT/telecoms
Other (cleantech, services….)
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emergenetics
A History of Accidents?
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emergenetics
Cambridge Cluster - Evolution
1209: Foundation date - University
1534: University Press as first spin-out
1960: Cambridge Consultants formed
‘put brains of Cambridge at disposal of the problems of industry’
1970: Cambridge Science Park 1970, first in UK
Relaxation of planning laws for new industries
1985: The Cambridge Phenomenon, SQW report
350 high-tech firms, emerging cluster
1987: St John’s Innovation Centre 1987
First technology incubator in Europe
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emergenetics
St John’s Innovation Centre Key Data
• Founded 1987
• 95 units, 350 virtuals
• No venture fund
• Space, advice, networking, credibility
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emergenetics
What Makes the Cluster Work?
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emergenetics
General• Time: Cambridge cluster now 50 years old
• Scale: 350 high-tech firms in 1985, 1,525 today
• Supportive infrastructure: advisers, premises, networks
• Culture: entrepreneurship welcomed, many role models
• Reputation: brand/name assists international outreach
University• People: graduates most effective tech-transfer
• Research: blue-sky led to MRI, gene sequencing, LEDs…
• Values: light-touch, high-trust, bottom-up model
• Gravitational pull: Microsoft, Philips, Nokia, Rolls Royce…
“A Safe Place to Do Risky Things”
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emergenetics
World-Class Consultancies
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emergenetics
Venture Firms & Angels…
• Amadeus Capital Partners
• Chord Capital
• DJF Esprit (bought rump of 3i portfolio)
• IQ Capital
• Cambridge Innovation Capital
• Cambridge Enterprise Seed Funds/EIS
• Cambridge Angels
• Cambridge Capital Group
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emergenetics
Networks…
• Cambridge Network
• Cambridge Wireless
• OneNucleus
• Cambridge Cleantech
• Cambridge High-tech Association of Small Enterprises (CHASE)
• Cambridge Ahead?
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emergenetics
People & Culture
• High-trust, low-touch, ‘collegiate’ culture
• Many serial
entrepreneurs
& angels
• ‘Godfathers’
• Experienced
Supporters
• Attitude and confidence to take on the world
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emergenetics
Success Factors – High Tech Clusters
1. Centres of academic excellence
2. Entrepreneurs with marketable ideas and attitude
3. Business angels & established seed funds
4. Sources of early-stage venture capital
5. Core of successful large companies
6. Quality management teams & talent
7. Supportive infrastructure
8. Affordable space for growing businesses
9. Access to capital markets
10. Attractive living environment
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emergenetics
Observations on Innovation One Brain, Several Brains, Many Brains
David SalesCambridge Innovation
Centre