Regional Innovation Clusters (RIC) and Strategy (RIS): Framework, Process & Outcomes

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1 Regional Innovation Clusters (RIC) and Strategy (RIS): Framework, Process & Outcomes A. Power of RIC and RIS for Economic Growth and Job Formation Metropolitan regions across the globe are now competing with each other on the basis of innovation-driven economic strategy. That some regions can economically excel as centers of innovation while others can compete as users of technology may no longer work. In an era where development and adoption of innovation occurs very rapidly regions can no longer accept the role of follower as users. For this reason regions need to apply clear principles of innovation to enable economic success. Innovation is key to competitiveness and economic growth. To assist regions on deciding how to enhance their position in an innovation-driven economy we offer the following introduction and case example. The introduction provides a framework for understanding the elements of innovation-driven economics. The case we provide offers an overview of how one region, the Paso del Norte region of East Texas (El Paso), Southern New Mexico (Las Cruces) and Juarez (Mexico), has collaborated in growing a biomedical innovation cluster (RIC) through a structured regional innovation strategy (RIS). Regional Innovation Cluster (RIC) Framework The logic of regional innovation clusters has its roots in the basics of regional agglomeration economics, but goes further. In today s economic agglomeration framework the formation, expansion and attraction of industry, is enabled in metropolitan regions that have a distinctive concentration of advantages in a continuum of economic inputs 1. Advantages in inputs in today s competitive economy are not simply valued in terms of quantity of output (such as number of university graduates, research expenditures, or volume of flights in and out of a region), but also in terms of the agility with which they respond to demand. Moreover, as must be the case within a competitive enterprise, surrounding regional economic inputs are often replaced by new sources on a continuing basis, as the enterprises producing outputs that the inputs feed move through their own development and competitive life cycle. In other words, whether the sources are public or private, providers of economic inputs that are slow to learn and change, whether schools, universities, lenders and investors, utilities and administrative structures, will impede the economic engines of the surrounding economy from optimizing there competitiveness. 1 James Gollub, Cluster-based Economic Development A Key to Regional Competitiveness, US Economic Development Administration (EDA), 1997 James Gollub Associates LLC (2018) 1

2 In other words, regions with high performing economies have an established and dynamic (not static) economy characterized on the output side by an evolving aggregation of companies that produce traded goods and services because they are leaders in their markets and because they derive agile value from surrounding regional economic input advantages. In other words, the ability of any company or cluster of companies to generate jobs and revenue depends on the competitiveness not only of each individual company but also each of the sources of inputs they can obtain from the surrounding marketplace of where they are located. 2 In an innovation economy each input advantage works in a manner that is proactive and responsive to each industry in a region s economic portfolio which is why the industries originally grew, remain or are attracted there. What is key to understand is that these inputs encompass spectrum of sources, not just one variable: Innovation pipeline: discovery through development to deployment. Skill supply: preparation through advancement and renewal. Capital access: seed funding through growth and restructuring. Logistical capacity: transport, telecom/bandwidth and real estate. Operating resources: energy, water and waste management Responsive governance: efficient regulation, return on taxation and administration. High quality of life: accessible healthcare, affordable housing and enriching culture. The fallacy of much thinking about innovation clusters is that they are primarily about sources of research, development and commercialization. The reality is that these innovation inputs (mentioned above) only generate economic growth when these sources are surrounded by the other surrounding inputs that harness, support and capture the economic value from key innovation sources. In fact, many potentially innovative regions may excel in research and education, but actually end up exporting their knowledge for lack of mechanisms to support development and commercialization. 3 Further, many regions that have strong science research and development to the commercial launch stage still end up having their new enterprise fail or move to more responsive regions that better support enterprise growth. In other words, innovation on its own is valuable (research revenue, graduates, possible royalties) but that fare greater value is frequently lost at progressive stages of the life cycle because the balance of needed economic inputs are not in place to enable and accommodate growth. Great innovation without availability of skills, capital, logistics, resources, governance and quality of life that match needs of each stage of an evolving industry cluster s life cycle will experience a flattened or negative curve of economic development as their value is seized by other regions (our overseas clients have often smiled and said without hesitation: We love American university research findings and graduates, we use them all the time ). And this is why in order to build a regional innovation cluster an effective regional innovation strategy that aligns input and outputs on a dynamic basis is needed. 2 Steve Waldhorn, Ted Egan, James Gollub, America s Regions in the Global Economy US Department of Housing & Urban Development (HUD-PD&R), James Gollub Research Institutions & the Innovation Pipeline: Strengthening Your Role as Economic Engines JGA LLC White Paper, 2017 James Gollub Associates LLC (2018) 2

3 A regional innovation cluster is a geographic area where there is a strong pipeline of innovation from science to technology, from technology to solution and from solution to marketplace. This flow of innovation is aligned with public and private economic inputs that do not exist elsewhere or are highly competitive with other regions or both. Despite the importance of Internet connectivity, high bandwidth enabled communications and decentralized, distributed economic activity the aggregation of input and output factors on a metropolitan regional basis still makes a critical difference in growing an innovation-driven economy. Regional Innovation Strategy (RIS) Framework When seeking to build a successful regional innovation cluster public and private leaders often realize that to achieve their objectives they need to start by crafting a regional innovation strategy (RIS). This strategy must reach across all public and private input providers and output producers and through a well-structured partnership redefine the working relationships of all stakeholders concerned. There is no one solution. In fact, there has been a long and unproductive history of initiatives sponsored by well-meaning leaders focused on narrowly defined innovation centers hoped to anchor and accelerate innovation and economic growth. 4 We called this approach the edifice complex as it focuses on a shallow obsession that leaders often have with construction of buildings (tech centers, tech parks and incubators) with donor or elected official names rather than economic relationships that create demand. 5 These ideas of solutions to innovation-driven growth have progressed during the Internet era to a growing focus on networking, emphasizing the virtual connection of innovators and resources. Yet even this approach, too, while building excitement about new connections, lacked structure and support for integrated action depending too much on hope for viral spread of desired actions and impacts. As a result even networking, as intrinsically valuable as it may be, has often failed to catalyze structural change, aggregate market demand and foster enhanced or new organizational approaches to market supply of solutions helping markets work. What has been missing in far too many cases is a market-making process that effectively bridges the often isolated, under informed and perhaps change resistant economic input sources with the continuum of users of innovation in a regional economy. What is needed are definition, aggregation and mediated organization of new relationships that deliver strategic innovation solutions. An effective regional innovation strategy is, by necessity, a collaborative process that will both harness existing resources and use them in new ways and build up from that to clearly aggregate demand to concentrate and leverage resources on strategic innovation opportunities. 4 James Gollub, Regional Cluster Strategy and Successful Science & Technology Parks, Economic Development Quarterly (CUED), James Gollub, The Southwest as a Region of Innovation, US Department of Energy/Sandia National Labs (report), 1999 James Gollub Associates LLC (2018) 3

4 The framework has four basic steps 6 : 1. Mobilize Ready Stakeholders: Regional leaders from across industries and institutions need to reach agreement that a collaborative regional innovation strategy is needed and that these stakeholders will be ready to support the implementation of actions, from the start. Without this a conventional top down or elite committee s work will not often reflect regional realities and not have deep or enduring support that is needed. To that end a regional agreement to act collaboratively should result in formation of a leadership or stewards group that will prepare and engage all parties that can or should participate in crafting and implementing an action-focused strategy. 2. Analyze Diagnose Innovation Economy: To frame the regional innovation strategy a baseline benchmark diagnosis is needed. Every region needs to know how they stand relative to competitors both structurally and chronologically. This insight into the region sets the stage for a realistic strategy process. This baseline should include comparative identification, assessment and case studies of regional: a. Economic performance over the past 10 years b. Innovation-driven clusters that drive regional growth c. Economic input assets, concentrating on innovation pipeline structure and capabilities including skills, capital, logistics, resources, governance and quality of life factors. 3. Catalyze Convene Demand & Supply Innovation Stakeholders: A regional innovation strategy is about changing how key innovation stakeholders relate to each other demand and supply players learning and leveraging their assets. Building from the diagnostic baseline the key next step then is to convene the marketplace of innovation stakeholders to collaborative build realistic components of the regional innovation strategy. This process begins with identifying stakeholders from both innovation-driven clusters at all stages of their development as well as representatives from each source of innovation input. Through a carefully facilitated process examining the potential alignment of innovation inputs and outputs the following outcomes can be reached for both each innovation-driven industry and key innovation-focused input providers (this is not a one sided process): a. Define Priority Challenges: Building from the diagnostic baseline articulate and prioritize demand and supply side innovation needs or challenges that participating stakeholders agree to work on together. b. Specify Target Actions: Based on examples from leading innovation-driven economic regions participants will identify a set of actions to address shared challenges on which they are willing (demand and supply side) to work together with specific targets as action teams. c. Prepare Collaborative Action Plans: Using a template as a guide each action team of demand and supply-side participants will define the mission, organization, team roles, resource requirements, and timing for each action 6 James Gollub, Clusters 2.0: The Local Context of Globalization, EDA America, 2002 James Gollub Associates LLC (2018) 4

5 and then present these to a plenary of peers for feedback and enhancement. 4. Realize Integrate Results & Launch Regional Innovation Partnership: The key to thinking regionally is to build up from the concerns of different stakeholders to broader, regional directions and actions. The goal is to have strong components innovation clusters that rally together for shared cross-regional objectives as an economic lobby not as isolated or competing industry or academic advocates. For this reason, as the above process is carried out there will be an ongoing planning process of board members or stewards with representatives of each innovation cluster team. This broad group will take these steps to shape the regional innovation strategy: a. Define Regional Innovation Challenges: Identify and aggregate crosscutting challenges that can serve as combined regional focus. b. Agree on Regional Action Targets: Define opportunities to combine efforts on specific actions to achieve scale of impact across the region. c. Complete Individual Regional Innovation Cluster Strategies: Finalize and obtain sign-off on the draft strategies for each of the driving innovation clusters as regional innovation strategy building blocks. d. Complete Strategy: Finish planning of a new regional innovation partnership committed to coordinate and sustain both innovation-cluster actions and crosscutting region-wide initiatives, tracking progress over time and continually re-convening demand and supply stakeholders to identify, review and enhance collaborative solutions to regional innovation needs. B. Case Logic: Building the Regional Innovation Pipeline Around the world metropolitan regions, like the Paso del Norte (PdN), are aggressively competing to grow their economies. Biomedicine-based economic development is a popular theme because this industry is growing globally as well as locally. For this reason, many metropolitan areas have made intensive strategic efforts to attract and grow biomedical industries. Those that have succeeded have realized that one cannot just attract companies. They ve recognized the need to create an economic machine an innovation pipeline that grows biomedical science, turns it into solutions to problems, converts solutions into companies that grow and remain in the local economy. What does this mean? Here are the principles used to explore the regional innovation cluster and build the regional innovation strategy for the PdN: Discovery Turn science into technology: Many regions have good research universities, but most do not capture that knowledge in solutions that create new opportunities. To establish a vibrant and dynamic biomedical industry, one needs solutions as the fuel or feedstock for new companies. Translational research helps provide this fuel to generate new ideas as well as advance ongoing basic research. In essence, translational research is a bridge between science and the marketplace. Development Convert technology into solutions: Many regions that have substantial amounts of science and translational research find that their innovations exit the local James Gollub Associates LLC (2018) 5

6 economy, attracted by companies based elsewhere with a strong commercialization capacity. To have a biomedical industry grow in a region where there is very little track record of commercialization, the region sometimes need to create a commercialization center a development company that will provide hands-on management and financing of innovation from solution to company launch and market readiness. Deploy Capture economic value of solutions in the market: This means enabling companies to grow and thrive (cluster). Innovative companies often start close to their source of ideas, talent and capital, but end up leaving as they develop, relocating where they can find advantages critical to the scaling-of their operations and business. These advantages might be several- fold: the availability of technical and production workforce, suppliers, expansion capital or marketing partners. It s also important to note that a region with a source of innovation and market-focused start-ups may still lose companies if the business environment lacks a critical mass of these input advantages. For this reason, companies, their suppliers and key provider institutions in successful regions form cluster groups that continually ensure that key inputs match what companies need, fostering growth and attraction to the region. C. Creating Strategy: Four Strategy Development Steps Completed MCA recognized that building the PdN region s biomedicine innovation pipeline is necessary to achieve its goal of biomedical employment as well as health care innovations that serve the needs of its distinctive population. For this reason, it is critical to have logical steps at all stages of the strategy process. Below is an outline of the steps taken for the PdN region: 1. Baseline Assessment Where Biomedical Innovation is Today in the PdN Region? By assessing each part of the region s innovation pipeline discovery, development and deployment to assess its functionality, allows the regional stakeholders to build on existing strengths and needs. This activity produced a SWOT analysis strengths, weaknesses, opportunities, and threats. 2. Competency Map Bottom-up Perspectives: In the course of interviewing university faculty from across the PdN region at Texas Tech, University of Texas, El Paso (UTEP), and New Mexico State University (NMSU) and Ciudad Juarez University (CJU) a cohesive view of the distinctive competencies and collaborative opportunities and requirements were documented for potential translational research activities. 3. Biomedical Trends Match and Opportunities: The project team analyzed patterns of federal government and foundation expenditure in biomedical research to determine potential matches and opportunities for collaborative translational research in the region. Biomedical companies were surveyed to identify key interests in the biomedical research underway in the region and to determine opportunities for different forms of future industry connections. 4. Innovation Models Alternative Structures to Build Innovation Pipeline: By identifying and profiling the region, a wide range of models were created to identify elements the PdN region is missing. This included translational research institutions, technology James Gollub Associates LLC (2018) 6

7 commercialization centers, as well as cluster competitiveness organizations. This provides building blocks for use in shaping the activities that would take place through MCA Technology Center. 5. Strategy Recommended Building Blocks: Building on all this analysis, an integrated strategy was developed for maximizing the economic impact of a biomedical innovation pipeline in the PdN region that involved working outwards from the new MCA building, to the biomedical technology park and the broader region. D. How to Implement the Strategy by Creating or Evolving Existing Organizations Fundamentals of Organizational Implementation: The key to successful implementation of a regional innovation strategy (RIS) is to avoid conventional organizational models that emphasize narrow programs and think market. Regional innovation strategy is about helping markets work in new ways. A regional innovation strategy implementation organization therefore needs to always stay focused on a core mission of three building blocks: Convene the marketplace Bring demand & supply together & track progress: An implementation organization needs to build from the strategy process and continue to bring together the demand and supply on a regular basis. To not do this will result in a likely decline in progress due to loss of interest and momentum. This means that the implementation organization needs to regularly (quarterly or bi-annually) convene sources of demand each of the region s portfolio of clusters as end-users of innovation with sources of input supply whether public, NGO or and private sources of innovation, skills, capital, logistics, resources, governance and quality of life. Moreover, to keep attention alive, the implementation organization needs to build from its baseline measures and continue to update these to show progress, emphasizing hands-on case reporting (about and by stakeholders) as well as objective longitudinal and comparative data. Aggregate demand Define form & scale of need: An organization needs to build from the output of the regional innovation strategy process and continue to not just assess needs (from both the end-user and provider sides) but to define the form and scale of these needs. This means, for example, that there may be a need for adopting technological capabilities in automation shared across companies in one or more clusters. These needs may take a range of forms, including from matching systems to specific needs but also how workforce training and overall financing can be structured. Mediate supply Building & broker deal flow: An implementation organization needs to serve as the intermediary that guides and facilitates the translation of demand into outcomes. What is key here is not for the implementation organization to directly deliver services but to actively help existing market resources use their capabilities in new ways to deliver input advantage. The facilitation and coordination of collaborative solutions can take many forms. In many instances the delivery of the solution can be made feasible by funding at discounted prices due to scale or can be jointly funded through a pooled fund, consortia or syndicate. Many times the solution may simply be a matter of matching existing providers to new customers. Most important, many James Gollub Associates LLC (2018) 7

8 fundamental (badly needed) solutions can be achieved by existing providers playing a new role using their existing capabilities in new ways, particularly in the case of universities, but also utilities, banks and investors, corporations, hospitals, foundations, regulatory bodies and more. Evolving Existing Organizations: The era of innovation-driven economics opens the door for existing organizations to play new roles in catalyzing and sustaining implementation of change. 7 When a region carries out an innovation strategy, ideally, the most likely implementation organizations may be economic development corporations (EDCs) and chambers of commerce. If the regional innovation strategy process has effectively mobilized and engaged regional stakeholders, there are likely be other entities concerned about innovation-driven economic growth that may be active partners, but not primary implementation organizations. Among these are organizations concerned with retaining and growing regional employers (their clients), such as banks, power and water utilities. Those entities concerned with regional economic opportunity are also likely partners. These include universities, colleges, community colleges, hospitals, transportation authorities, national laboratories and military bases, among others. Here, again, these organizations are more likely to co-sponsor and participate in implementation rather than anchoring its broader management. How ready EDCs and chambers are to play new roles in implementation may depend on their respective history and conditions in a given region. Ideally, both of these organizations together, or, in a complementary manner should (with adequate support) be able to start and continue the important mission activities that a regional innovation strategy might require, as outlined above convene, aggregate, mediate. These implementation functions should make sense to the leadership of each entity. EDCs and chambers should both have competencies and track record in convening the marketplace of their regional economy. EDCs, perhaps more than chambers should also have knowledge of the regional cluster structure and regional economic input advantages from prior economic studies and plans, including EDA sponsored Comprehensive Economic Development Strategies (CEDS). Chambers, will have strong connections to the corporate leadership of the surrounding community and have acted on behalf of their members to advocate on diverse economic input issues, from workforce training to regulatory streamlining. Both EDCs and chambers have past experience in conventional business retention, enterprise formation, and industrial recruitment, although the regional innovation strategy process is different in its emphasis on changing market behavior to address bottom-up needs rather than a more programmatic focus. What may be new or at least different for both entities may be the direct continued building, convening and facilitation of regional clusters with innovation assets, the crafting of collaborative solutions between each innovation cluster and regional input providers, from universities to investors. Playing the crucial role of coordinator and intermediary in sustaining fulfillment of commitments by multiple firms and institutions to collaborative actions defined 7 James Gollub, America s Clusters: Experiences & Lessons Learned US Economic Development Administration (report) 1996 James Gollub Associates LLC (2018) 8

9 and agreed upon by cluster enterprises and economic input institutions may be new. Yet it is this strategic coordinative and tracking role that is essential to achieving progress on achieving the goals of a regional innovation strategy. Creating New Organizations: Regional readiness to roll from strategy into implementation is an essential preparatory step for the very start of a regional innovation strategy. As regional leaders and stewards consider this challenge they may realize that there is no party ready or able to commit to this role. Compartmentalization of interests into silos of functional commitments can serve as a constraint on innovation-driven economic development. High performing regions, in contrast, have more agile institutions public or private. There is a natural process for building a new organization for implementation that can and should be launched at the very start of the regional strategy. This natural process simply begins with leaders and stewards agreeing that an inclusive partnership for collaborative solutions be established during the course of the strategy process that convenes the output and input sides of the economy. The simple structure of that partnership is an economic congress (not a political one) a living input and output matrix of the region. Here delegates representing each regional cluster (emerging or established) sit across the table from representatives of each category of economic inputs (e.g., innovation, skills, capital, logistics, resources, governance, and quality of life). This partnership is guided by an a-political group of regional stewards whose mission is achieving and sustaining a high performing, innovation-driven, economy. This new partnership structure can have a lean coordinative and tracking team with associated regional economic organizations, such as EDCs and chambers playing supportive or complementary roles. The partnership is supported by syndicated membership funding, leveraging other sources as may be appropriate. This entity does not run economic programs. The partnership ensures that actions agreed to by industry and input institutions are fulfilled and new actions are agreed upon as part of a continuous regional improvement mechanism targeting innovation-driven economic growth and adaptation. The following example from the MCA Biomedical Institute of the Americas case offers a simple illustration of how these points were applied in a biomedical innovation cluster strategy. E. Strategy Recommendations: Launch an MCA Commercialization Institute to Enable Successful Biomedical Innovation-driven Regional Growth Six months of intensive analysis and collaborative process have produced these specific strategy objectives and concrete directions: Strategy Goal: Establish the MCA Technology Center building with an integrated economic engine to grow our region s biomedical tech park and accelerate biomedical innovation-driven growth in our region. Create an Anchor Entity: Establish the MCA Commercialization Institute as the core organization to manage biomedical innovation-based economic development. This entity will be a non-profit overseeing three key program components designed to overcome core challenges. James Gollub Associates LLC (2018) 9

10 Lever: Use this new MCA Commercialization Institute and its home base, the MCA Technology Center building, as a concentration point for the building itself to attract commercial tenants and as a broader attractor for the MCA Park. The recommended (and adopted) strategy components are as follows: Proposed Actions Launch innovation pipeline bridges an integrated package to address three specific biomedical economic development challenges: Challenge 1: Build biomedical innovation feedstock Action: Establish a Translational Research Joint Venture (TRJV) Mission: Grow a critical mass of biomedical solutions for commercialization. Structure: A joint venture between MCA and participating regional universities that will build collaborative program teams focusing on strategic themes in biomedical translational research. Operations: The MCA Translational Research Joint Venture will manage and coordinate with designated university program directors, leveraging proposals with MCA raised matching funds, with research taken place in leased laboratories at the MCA Technology Center and partner institutions, with new intellectual property shared across collaborating institutions. Challenge 2: Achieve growth in commercialization Action: Form Commercialization Center Mission: Accelerate formation of biomedical start-ups from regional innovation. Structure: A development corporation model organization that will commercialize innovation from the MCA Translational Research Joint Venture and other global sources. Operations: The MCA Commercialization Center will systematically identify, screen and select intellectual property, then provide matching funds for proof-of-concept projects to validate solutions that can then be built into start-ups for which regional seed capital will be obtained and leveraged with other capital sources, with companies being grown and readied for expansion or acquisition over time, with start-ups beginning as incubator tenants, then graduating as commercial tenants and possibly technology park residents. Challenge 3: Retain and Grow Biomedical Cluster Action: Launch a Biomedical Competiveness Group Mission: Retain and grow regional biomedical companies. Structure: A cluster network will be formed to retain and grow existing biomedical companies and attract new partners to enable competitive growth. Operations: The MCA Biomedical Competitiveness Group will actively reach out to, convene and assist regional biomedical companies (including incubator graduates ) to James Gollub Associates LLC (2018) 10

11 identify their competitive challenges in skills, innovation, capital, logistics, and sales and link them to counterparts in training, technology, finance and marketing to form just-intime solution projects on an ongoing basis, tracking and reporting cluster performance results. F. Implementation MCA has launched each of these strategic elements following completion of detailed business plans and currently operates them from MCA offices with links across the region. The MCA Biomedical Institute of the Americas entity, now housed in a biomedical complex known as the Cardwell Collaborative, was completed and now operates as a virtual biomedical technology park within a new 60,000 square foot, $28 million, biomedical research and technology commercialization facility. The new building also anchors a planned 13-acre site biomedical technology park that is adjacent to the adjacent TTUHSC and hospital. The center includes these elements, consistent wit the strategy: The Biomedical Institute of the Americas MCA Tech Park Management: Overall core management team associated with MCA Tech Park operations described below. The MCA Foundation receives between $2.6 and $3 million annually as a grant from the City of El Paso through impact fund-based franchise fees collected from the El Paso Electric Company. These funds have an 18-year time frame focused on developing the biomedical industry. Translational Research University Collaborative: A floor of research laboratories leased to Texas Tech University Health Sciences Center, with designated space for collaborative research projects with other academic and industry partners. Commercialization Center MCA Fund & Incubator: MCA operates the MCA Innovation Fund to bridge angel and venture capital with regional biomedical enterprise (proof of concept and startup capital) and operates a 20,000 sq. ft., biomedical incubator that includes high performance computing infrastructure, a high tech conference center, and related operations facilities for new enterprise. MCA and the City of El Paso Department of Economic Development occupy offices on one floor and deliver services to startups. Competitiveness Group PDN Biomedical Cluster & CRO: The facility also houses the PDN (Paso del Norte) Regional Biomedical Cluster focused on ongoing healthcare asset mapping and development and also coordinates a CRO and clinical trial network the Liver Diseases Research Consortium comprising regional academic institutions, hospitals, federally qualified health centers, patient advocates and patients working on a collaborative basis. James Gollub Associates LLC (2018) 11

12 For further background, see Or contact: James Gollub Managing Director James Gollub Associates LLC Office: (415) Mobile: (415) James Gollub Associates LLC (2018) 12

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