Developing an ecosystem to support the

entrepreneurial community in the UAE

Rob Valli
September 19, 2006
Entrepreneurship 2010
 Overview

• A New Paradigm
• Elements of an ‘ideal’ entrepreneurial ecosystem
• The Cambridge Phenomenon…UK
• Comments / questions
From the
the Industrial
Industrial Triangle to the
the Entrepreneurial Box

Copyright 2006 Carl J. Schramm

What is needed to move from this …
.. to this.?
 Clarity; responsibility assigned for developing strategy &
Public Policy Leadership its implementation; milestones; performance
measurement

Entrepreneurs, experienced managers, appropriately

People skilled workforce, mentors & sources of new talent.

Appropriate balance of size, function (R&D, production,

distribution etc) and origin (local startups, inwardly
Balanced enterprise invested)
population
Appropriate balance of industry specialisation versus
generalisation

Communication, transportation, education, health,

Infrastructure housing, commercial property
Accountants, lawyers, patent agents, HR, PR, marketing,
Service providers banks, technology and design consultancy, business
incubation
Balance of grant, debt and equity provision for all stages
Funding=‘Angels’=‘UNCLES’ of venture growth
Events and activities that ensure interaction, exchange
Networks & conferences and knowledge transfer
Generators of science and technology; appropriate
Knowledge Economy structures for technology/knowledge transfer
Pilot new innovation through collaborations!!!
Cambridge: People
 Joe Marks Hermann Hauser Hermann Hauser
Hermann Hauser Hermann HauserActive Book Martin Jackson Cavenish Charles Smith Cambridge 3G David Cleeveley
Tenison EDA Chris Curry Peter Wynn Mike Muller
Entertainment Kinetics
Andy Hopper Hermann Hauser Stephen Ives
David Greaves Steve Furber Harlequin On-Line EO Incorporated Chris Wade
Hermann Hauser Sophie Wilson Robert Swann
Robert Sansom Peter Wynn IXI Ltd Hermann Hauser
Mike Muller Jack Lang Hermann Hauser
NetChannel Cambridge Angels
Cambridge University Tudor Brown Cambridge David Cleeveley
Alex van Someren Network Sir Alec Broer
Jack Lang Nigel Brown Confidential
Laurence Garrett
CPU Acorn Stan Boland
Hermann Hauser Simon Knowles
Olivetti
Chris Curry Icera
General Information ANT ARM Element 14
Alex van Someren Simon Segars
Electronic Share Hermann Hauser Stan Boland
System(GIS) Orbis
Nicko van Someren Hermann Hauser Information (E* Trade) Jack Lang Simon Knowles
Cambridge Ring
ART
Olivetti Robin Saxby Peter Wynn
Hermann Hauser Jamie Urquhart Daniel Hall Inskis Ray Anderson Hermann Hauser
Research Ltd IQ Bio
Andy Hopper nCipher Mike Muller Adrian Wrigley Daniel Hall Richard Friend
Andy Hopper Mike Muller Hermann Hauser Tudor Brown Hermann Hauser Hermann Hauser Sir Alec Broer
Hermann Hauser Chris Keightley Peter Wynn Simon Segars
Andy Hopper Chris Curry TORUS Stephen Ives Duncan Stewart Hermann Hauser
Plastic Logic
Hermann Hauser Hermann Hauser Herman Hauser Richard Friend
IPV (Telemedia Peter Wynn CDT Nigel Berry
Systems Ltd) Stephen Ives Amadeus Capital Duncan Stewart
Ives & Cos Ray Anderson
Aspectives
Partners CCL
Andy Hopper Hermann Hauser
Entropic CSR Phil O' Donovan
Virata Hermann Hauser Stephen Ives Trigenix Stephen Ives
Hermann Hauser AT &T Qudos Haroon Ahmed Ray Anderson Ltd Ray Anderson Professor Steve Young James Collier
Smartner
Andy Hopper Hermann Hauser Lawrence Garrett Hermann Hauser Glenn Collinson
Charles Cotton Andy Hopper Adaptive Broadband Hermann Hauser Hermann Hauser
Martin Jackson Michael Ledzion John Paul Auton
Cambridge Broadband Polight
Arakis (Sirus Stephen Elliot Lawrence Garrett
Cambridge Technologies
Real VNC Hermann Hauser
Globespan Internetworking Pharmaceuticals) Apama
Andy Hopper Andy Hopper Chris Keightley Duncan Stewart
Virata Andy Hopper Andy Harter Hermann Hauser Tom Saylor Abcam Jonathan Milner John Bates
Hermann Hauser Tristan Richardson Peter Wharton Peter Wynn Cambridge David Cleevely Andy Hopper
CellCentric Theranostics
Conexant James Weatherall Peter Wynn Andy Richards Hermann Hauser Hermann Hauser
David Cleevely Hermann Hauser Artimi Professor Azim Surani Jonathan Milner
Level 5 Network Ubisense David Baker David Knowles David Cleevely
Daniolabs
Pete Steggles Mark Moore Hermann Hauser Hermann Hauser
Andy Hopper Andy Hopper Jack Lang Ivan Petyaev Paul Goldsmiths
Gosurprise Bango.net
Charles Cotton Andy Ward Phico Andy Richards
Sonial Shah Nujira Ray Anderson Therapeutics Hermann Hauser
Hermann Hauser Tim Haynes Hermann Hauser
Cogniscience Martin Wilson TeraView David Cleevely Cellmania Heather Fairhead
Duncan Barclay Ronjon Nag Hermann Hauser
Creature Labs
Stephen Furber Shane Flint Mike Pepper Hermann Hauser
Movement of people Hermann Hauser Don Arnone Ray Anderson
Investee companies through VC firm Hermann Hauser
Gameplay Solexa Q-Communications
The people highlighted who are associated with University of Cambridge Shankar Balasubramanian
(former/current researchers, faculty, staff or students) Mark Bernstein David Klenerman Tony Quested
Hermann Hauser Tim Rink Kate Quested
Mark Carthy Hermann Hauser

Copyright – Y.M.Myint - y.myint@jims.cam.ac.uk,

 Fund Fund(s) size Investment range URL

    From To  

3i
Cambridge: Funding
£7bn (Globally) £1m £50m www.3i.com

Amadeus Capital Partners £288m £1m £20m www.amadeuscapital.com

Avlar BioVentures £64m £25k £4.3m www.avlar.com

Cambridge Gateway Fund £35m £1m £5m www.cambridgegateway.com

Create Partners (East of England

£20m £100k £2m www.createpartners.com
Regional Venture Capital Fund)

East of England Co-Investment

Fund

ET Capital
£3.6m

£13m
€790m
£25k

£20k
£250k

£750k
www.nwbrown.co.uk/
seed_funding/east_of_england.asp

www.etcapital.com

GEIF Ventures £5m - £100k (£400k) www.geifventures.co.uk

IQ Capital £25m - £750k www.nwbrown.co.uk

Prelude Ventures £49m £10k £5m www.prelude-technology.co.uk

TTP Venture Managers £35m - £3m www.ttpventures.com

University Challenge Fund (UCF)

£4m £10k £250k www.challengefund.cam.ac.uk
[1]
Cambridge (and everywhere!): Funding
 The Entrepreneurship Agenda
Advancing Entrepreneurial Success
Awareness Capacity
• Build awareness in the • Educate the next
general public about the generation of
benefit of entrepreneurs who will
entrepreneurship to start, grow and sustain
society. innovative enterprises.
• Expose children, youth, • Close performance
college students, and gap for women and
adults to the opportunity minorities.
and rewards of • Focus on science and
entrepreneurship. engineering
innovations.
• Encourage people to give
back to their communities.
Infrastructure
• Advance the
understanding of
entrepreneurship.
• Encourage a supportive
policy environment.
• Improve the availability
and quality of service
providers.
• Provide access to capital.
• Increase movement of
innovation to the
marketplace.
 Innovation Ecosystem

Open Collaborations

Faculty-Firm-Not for Profit Consulting/

Sponsored Research  
•change university policy/practice
•develop new multi-university model(s)
•implement transaction tools
• Increase entrepreneurship capability
of research faculty  
 and vice versa

• Common management and a consolidated organization fosters

cooperation, coordination

• A given interaction is not at the expense of another

COMPANIES

PULL PUSH

Incoming: Outgoing:

Funding, Inventions,

materials, materials,

collaboration expertise,
UNIVERSITY
collaboration
 Partnership for Growth Goals

• Create “Collaborative Capital”

• Generation of Global Interest
• Opportunities for innovation
• Increased number of start-up and growth
businesses
• National Vibrancy=Sustainable Growth
 Aligning the Ecosystem

Strategy Executive Leadership

• What business are we in? • Behavior
• How will be compete? • Information
• What’s our vision? • Symbolic action

Key Success Factors

• What specific tasks have
to get done to implement
the strategy?
Human Resources Culture
• Do people have the • What are the norms,
necessary competencies? values, attitudes, and
• Are they motivated? behaviors needed?
Formal Organization
• Structure? Controls?
• Rewards? Careers?
 Execution Is the Key

“I could leave or strategic plan on a plane and it

wouldn’t make any difference. No one could
execute it. Our success has nothing to do with
planning. It has to do with execution.”
Dick Kovacevich
CEO Wells Fargo

Competitive advantage comes not from strategy but from

execution … and execution depends on people.
 Conclusion

Creating a productive entrepreneurial

ecosystem will enable start-ups to achieve
sustainable growth, thus creating knowledge
& jobs for the region.

Questions & Comments PLEASE!