Belgium

120112 @ UiS Stavanger
1 Introduction
2 Creazy - PHL University College
3 Entrepreneurship – Creativity – Innovation
in Belgium
4 Statistics on Innovation
5 Creative Incubator
6 GPS exercise “What’s in it for U ?”
120112 @ UiS Stavanger
1 Introduction
2 Creazy - PHL University College
3 Entrepreneurship – Creativity – Innovation
in Belgium
4 Statistics on Innovation
5 Creative Incubator
6 GPS exercise “What’s in it for U ?”
Jean-Pierre Segers is
• Master in applied economics & public affairs
• DEAN of the business school of PHL University College
• Main fields of research are small business/entrepreneurship,
innovation & technology management, national & regional
systems of innovation and public private partnerships
• Former researcher at the Small Business Research Institute of
the university of Brussels
Karl Boumans is
• Master in law and psychology
• Specialisation in social skills - creativity – (open)innovation
• CEO - Creazy
120112 @ UiS Stavanger
1 Introduction
2 Creazy - PHL University College
3 Entrepreneurship – Creativity – Innovation
in Belgium
4 Statistics on Innovation
5 Creative Incubator
6 GPS exercise “What’s in it for U ?”
PHL University College
www.phl.be
PHL University College - BUSINESS Department - Structure
Business department: 1800 students
Jean-Pierre
Segers
DEAN
5 deputy
coordinators
Business
Management
Office
Management
Applied
Information
Technology
PHL University College - BUSINESS Department - Structure
Key fields of study
Accounting
Finance & Insurance
Business
Management
Logistics
Management
Marketing
Law
Management
Assistant
Office Management
Business Translator
& Interpreter
Medical
Management
Assistant
Application
Development
Applied Information
Technology
Software
Management
Data Systems &
Networks
Taxes and
Management
Accounting
PHL University College - BUSINESS Department - Structure
Focus Point – Key Performance Fields
Business Management
EDUCATIONAL
QUALITY
Office Management
Internationalization
(inbound & outbound
students)
Applied Information
Technology
LOGIC – TINFO – MARK-IT
APPLIED RESEARCH
Other research networks
Limburg (EUR)region
Life Long Learning
RENDERING SERVICES
Business Networking
PHL University College - BUSINESS Department
Internationalisation
International student mobility
International staff mobility
Erasmus (scholarship / EU 20%)
Bilateral exchange
Magellan
NAFSA
120112 @ UiS Stavanger
1 Introduction
2 Creazy - PHL University College
3 Entrepreneurship – Creativity – Innovation
in Belgium
4 Statistics on Innovation
5 Creative Incubator
6 GPS exercise “What’s in it for U ?”
Entrepreneurship
o Individuals, on their own, in teams, within and outside existing
organizations
o Create new economic opportunities
new products, new production methods, new organizational schemes and
new product-market combinations
o Introduce ideas in the market
o Face uncertainty and other obstacles
o Making decisions
o Use of resources and institutions
o New firms/startups enhance knowledge spillover(s)
o New and small firms grow more on average than large existing firms >
regional economic growth potential
Belgium – some key facts
Federal state
o 3 regions: Flanders - Brussels (capital district) – Wallonia
o founding member of EU | member of EURO-zone
o highly open economy > exports
o knowledge based economy <> no natural resources
o 98% of all firms are small business (EU-parameters)
o 80% of these are family owned SB
o best known large Firm : AB INBEV (beer)
Belgium – some key facts
National system of innovation
o Not one national sytem of innovation BUT REGIONAL systems of
innovation
(Flanders – Wallonia – Brussels)
o HOWEVER: more convergence than divergence
o Technology clusters: micro-electronics - biotech/life sciences - aerospace
(Airbus, F16) - green energy
o Many incubator/science parks
o Knowledge based institutions (universities, university colleges, knowledge
clusters)
Belgium – some key facts
Example: Biotech Startups
o Topresearch > University spin-offs OR company spin-outs
o Rated top in Europe
o Strategic alliances | strategic Technology partnerships / licensing
agreements with Big Pharma
o Milistone payments | patents / intellectual property rights
o Possible takeovers by / mergers with Big Pharma
o Lack of long term funding to remain independent
o 7 young biotech firms listed on Euronext Brussels
Belgium – some key facts
Biotech Firms
Belgium – some key facts
FLANDERS
o
o
o
o
o
o
o
o
University departments/science parks of Leuven, Ghent & Brussels
FlandersBio (“umbrella” lobbying organization)
Flanders Institute for Biotechnology (biotech research platform)
Regional Investment Company of Flanders (seed finance & growth capital)
o Biotech Fund Flanders (venture capital)
Life Sciences Research Partners (private investment company)
Institute for the promotion of Innovation by Science & Technology
Flanders Investment and Trade
University of Leuven Research and Development (tech transfer)
Belgium – some key facts
WALLONIA
o
o
o
o
o
o
University departments/science parks of Liège, Louvain-La-Neuve, e.a.
Regional Investment Company of Wallonia (seed finance & venture capital)
Life Sciences Research Partners (private investment company)
Wallonia Biotech (bio-incubator)
Office for Foreign Investors
Welbio (Walloon Excellence in Life Sciences and Biotechnology)
Belgium is struggling with an
“innovation paradox”
While we foster a diversity of knowledge based institutions, we do not succeed
enough in commercializing this knowledge base
In need of a new growth model
Prosperity per capita
(source: Flanders District of Creativity)
China
& India
Innovation
-driven
Creative
economy
economies
ProductivityEfficiency -driven
economy
driven economy
Factor-driven
Factor -driven
economy
economy
strength =
low cost
strength =
efficiency
strength =
creativity/
innovation
Innovation = Creativity + Entrepreneurship
Technology
Science
Society
Business
Creative
sectors
Culture
INNOVATION
new products, new services, new
markets, new strategy, new organisation,
new solutions for society …
Creative sectors
Every sector van be creative!
•
•
•
•
Audiovisual
New media
Gaming
Design
•
•
•
•
Architecture
Fashion
Music
Arts
Impact Creative Inductries
3% of GDP
Share of the creative industries in the GDP of FlandersBelgium (€ million)
SUPPORTING
CORE
Business failures
Does our society accept business failure ?
EUROPE vs USA
USA: YES, YOU CAN !
Belgium: NO ! Don’t try it again !
SCANDINAVIA / NORWAY ?
Serial entrepreneurship ?
Start - up > Failure > Start - up > Failure > Start - up > success / growth /
on going concern
Key challenges for the business model
Copyrights / Intellectual Property Rights
User generated content: impact of social media
Open innovation
Open source
e.g. open source Drupal social publishing system
(Drupal is an open-source web content management platform)
Customers e.g. IKEA – SAP
Drupal spin-off : Acquia (software company)
E-…
Corporate venturing
Can companies stimulate innovation in-house ?
Employees working on the development of new ideas and products
Designers are considered to be in-house entrepreneurs
e.g. Janssen Pharmaceutica: Venturing and Incubation Center
Result ~ corporate spin-outs
120112 @ UiS Stavanger
1 Introduction
2 Creazy - PHL University College
3 Entrepreneurship – Creativity – Innovation
in Belgium
4 Statistics on Innovation
5 Creative Incubator
6 GPS exercise “What’s in it for U ?”
Start-up-ratio’s
High – growth firms and entrepreneurs
Modest Innovators vs Innovation Leaders
Belgium is one of the innovation followers with an above average performance.
Relative strengths are Human resources, Open, excellent and attractive
research systems and Linkages & entrepreneurship.
Relative weaknesses are in Firm investments, Intellectual assents and Outputs.
High growth is observed for Venture capital and Community trademarks.
A strong decline is observed for Non-R&D innovation expenditure, Community
designs and Sales of new products.
Growth performance in Human resources, Open, excellent and attractive
research systems, Finance and support, Linkages & entrepreneurship and
Intellectual assents is above average.
In the other dimensions it is below average.
Norway is one of the moderate innovators with a above average performance.
Relative strengths are Human resources, Open, excellent and attractive
research systems, Finance and support and Linkages & entrepreneurship.
Relative weaknesses are in Firm investments, Intellectual assents, Innovators
and Outputs.
High growth is observed for New doctorate graduates and Community
trademarks.
A strong decline is observed for Non-R&D innovation expenditure, Sales of new
products.
Growth performance in Human resources, Open, excellent and attractive
research systems and Intellectual assents is above average.
In the other dimensions it is below average.
Annual average per indicator and average country growth
Annual average per indicator and average country growth
% diplomas Mathematics, Sciences, Technology vs Others 2007 2008
International position Flanders R&D 2009
International position Flanders R&D 2009
Total Innovation firms
International position Belgium – Early stage venture capital investment in 2010
European PPP Market 2002 – 2010 by Value
Incidence of large PPP projects in 2010
120112 @ UiS Stavanger
1 Introduction
2 Creazy - PHL University College
3 Entrepreneurship – Creativity – Innovation
in Belgium
4 Statistics on Innovation
5 Creative Incubator
6 GPS exercise “What’s in it for U ?”
Creative Incubator
Building tomorrow’s leading firms
Quadruple helix
Industry - Educational &
Knowledge institutions –
Government – Social sector
organizations
Triple helix
Industry - Educational &
Knowledge institutions Government
Society
Strategic Partnership
Creative industries
Education
LLL
Public
Private
Companies
Social sector
Government
Public Private
Partnership
Traditional vs Open Innovation
Current regional cluster
Knowledge based institutions
Creative industry
Business
Government
What
The Creative Incubator is a platform which brings together the innovative power
of businesses, government, knowledge institutions, the creative industries and
the social sector.
The Creative Incubator’s goal is to create new and sustainable economic and
societal development based on the urgent and complex questions that our
society faces.
The involvement of the creative industries will help the incubator to break with
conventional solutions and to come up with creative, sustainable alternatives
with both economic and societal benefits
Creative Incubator will allow to
Bring young, ambitious & creative top talents together with experienced
professionals to work on innovative & creative masterprojects
Analyze bottlenecks and map opportunities
Create open & creative mindset that leads to visualisation of ideas
Understand real life business cases
Lead to creative startups and entrepreneurial drive
Regional cooperation & development
Who
The initiative will be started by Creazy (creative innovation company) and
private partner(s)
Creazy and partner(s) are now looking for other partners who can actively
support the Creative Incubator
Possible future partners will be found within the traditional triple helix as well as
in public sectors (healthcare, mobility, environment)
Creazy calls this group the quadruple helix
The Flanders District of Creativity supports the idea of starting Creative
Incubators
Key (Network) partners
How
Central to the concept of the Creative Incubator is the Creative Innovation Lab,
from which creative and sustainable solutions will emerge.
Ideas, concepts and/or research questions will follow a 6-month path through
the innovation lab.
This path involves 4 steps:
o BrainBath
o Ingredients Room
o Bubbling Zone
o Spin out/off class
The initial ideas and concepts grow into start-ups as they progress through the
four phases of the Creative Innovation Lab. This process is strongly supported
by specific courses at the supporting universities and university colleges and by
the partnering knowledge institutions.
How
After the 6-month period, the most promising start-ups are spun-out and given
further support in the Incubator.
Ideas that did not lead to a promising start-up receive no further support.
However, these ideas will be stored on an open innovation platform, where they
can be picked up by anyone who has good ideas about ways to develop them
further.
The Creative Incubator has several sources for initial ideas and concepts:
o Entrepreneurs can come to the Incubator with an idea
o Partner companies can spin-out some of their unused ideas to the
Incubator
o Government, society and non-profit organisations can put research
questions into the Incubator
Selection / Assessment
Professional assessments, used within real life selection procedures
Personality and behavior with respect to professional / entrepreneurial future
entrepreneurial competencies
Worldwide distribution of “The Future Project”
The Creative Innovation Lab
Creative Talent
Business Cases
MATCHING
Groups (clustering)
Innovation Playground
out the box thinking @ inspiring locations in multidisciplinary masterclasses
Innovative event
Creative event
Spin out/off Class
Bubbling Zone
Ingredients Room
BrainBath
Dynamic
Innovation
Portal
BrainBath
The Creative Top Guns will be getting up to speed during a knowhow- &
networkexpedition to excell in their ambituous project
They will be supported by a team of Experts & Professionals: lectures, case
studies, benchmarks, workshops on creativity, compentency developments,
entrepreneurship and teamwork
BrainBath
Results:
• 5 multidisciplinary teams
• (Re)defining of focal goals and research questions per team
• Definition of terms/problem definition per theme
• Closing the gap between question and solution
Ingredients Room
Getting knowledge & insights on each selected theme, stakeholders and
subteam interests
Bottlenecks and solution alternatives will be presented
Formulation of hypotheses
Organisation of knowledge activities and seminars to develop creative
insights
Ingredients Room
Results:
• Hypothesis testing
• Problemanalysis, stakeholderanalysis, SWOT,…
• ‘low hanging fruits’ solutions
Bubbeling Zone
Long list of ideas will be converted in “most feasible ideas”
A number of creative activities and workshops will be organised together
with a creative event to present preliminary results to industry &
professionals
Bubbeling Zone
Results:
• Longlist of ideas
• Shortlist of selected feasible ideas
• Project management and communication plan (from concept to visualisation)
• Creative & professional networking
Spin out/off Class
Concrete realisation of the proposed solutions
The selected feasible ideas will be matched with financing alternatives and
potential strategic partners
Closing innovative event to present the business cases in an elevator pitch
Participants (Top Guns) bring their business case into practice
Spin out/off Class
Results:
• Business cases
• Spin-outs/offs, new creative startups
• Public private partnerships – strategic alliances
• Young entrepreneurial talents
• Closing presentation
Brain Bath
Multidisciplinary teams define & fine tune the problem(s) / research item(s)
Ingredients Room
Hypothesis testing, problem analysis, stakeholder analysis,…
Bubbeling Zone
Ideas generating session: from longlist to shortlist
Spinout/Spinoff Class
Business cases, creative startups, strategic partnerships/PPP, spirit of enterprise
Dynamic Innovation Portal
State of the art communication platform
Benchmarks in Europe
Creative Conversion Factory (Brainport, Eindhoven)
Mobile Heights Business Centre (Lund, Sweden)
Enterprise Accelerator of Satakunta University
Norrbotten (Sweden)
Prekubator TTO (Stavanger)
Example: Sweden - Norrbotten
Financing
The Creative Incubator needs some start-up funding for the first two to three
years
The founding fathers of the Creative Incubator are looking for financial support
from a European project and/or Flanders regional funds
After the initial period, the Creative Incubator’s business model should be
financially sustainable via contributions from the partner institutions, companies
and (for a very small amount) from participating students/entrepreneurs
Creative Top Guns – Creative Talents
Knowledge deepening & broadening
Building and broadening a network
Support, coaching and advice in building and fine tuning a business plan
Enterprising locations
Follow-up after start-up by the supporting network
Partners in the Creative Incubator-network
Matching of demand and supply
Innovative solutions for business cases
Building and broadening the network
Visibility within the innovative network
War for talent: recruit opportunities within the Creative Incubator network
120112 @ UiS Stavanger
1 Introduction
2 Creazy - PHL University College
3 Entrepreneurship – Creativity – Innovation
in Belgium
4 Statistics on Innovation
5 Creative Incubator
6 GPS exercise “What’s in it for U ?”
Our special thanks go to