Accepted for publication in the Global Business Review, vol. 2, no. 3, 2013.
Strategic Considerations in Leading
an Innovation Ecosystem
Stephen E. Cross, Fellow, IEEE
Abstract - The Georgia Institute of Technology has been a catalyst
for economic growth in the Southeast United States since its
founding in 1885. Over the past 30 years, it has become known
as one of the top technological universities in the world. As part
of a strategic planning effort commenced in mid-2009, it sought
to strengthen its thought leadership and impact through the
development and implementation of an innovation ecosystem
strategy. The Institute serves as the integrating focus within its
region to promote (and provoke) disruptive thought, use-inspired
research, experimentation, and accelerated implementation
through novel educational, research, and industry partnership
programs. Since 2009, there has been a marked increase in
economic development impact. This paper describes the guiding
principles, strategy, innovative programs, benefits, and lessons
learned associated with a regional innovation ecosystem.
Keywords - innovation, ecosystem,
collaboration, entrepreneurial university
I.
university-industry-
INTRODUCTION
The Georgia Institute of Technology (Georgia Tech) was
created in 1885 to develop an educated cadre of technical
leaders to support industry and economic development in the
Southeastern United States. Today, Georgia Tech is
recognized as one of the top research universities in the world
as evidenced by its recent top ten listing by Thomas Reuters
[1]. Its six colleges include the largest engineering college in
the United States. It ranks as the #3 producer of patents in
Georgia [2] behind AT&T and Kimberly Clark, and #8 in the
country among research universities in economic development
impact [3]. Its incubator has launched more than 75 companies
in the past 10 years. A new strategic vision, Designing the
Future [4], was created in 2009.
The strategy pursued is based on guiding principles. Such
principles guide an organization irrespective of a change in
goals, strategy, management, or the nature of the work
pursued. The four guiding principles, summarized here [5],
are the basis for success of Georgia Tech’s regional innovation
ecosystem. First, research and economic development
activities are concurrent. This is distinct from a more
commonly practiced sequential approach. A key benefit is the
early engagement of commercialization experts with
researchers and the routine involvement of industry partners
Manuscript received December 21, 2012. This work was supported by
the Georgia Institute of Technology.
S. E. Cross is with the Georgia Institute of Technology, Atlanta GA
30332 USA (phone:
404-894-8884, fax:
404-894-7045, email:
cross@gatech.edu).
throughout Georgia Tech’s programs. Second, the university
and its surrounding region provide a real world environment in
which research and economic development activities are
jointly pursued. This provides a vibrant ecosystem in which
promising new ideas are created, explored, and tested as part
of the Institute’s educational programs.
The result is
accelerated maturation and transition into commercialization
activities either through spin-outs or by licensing to
established companies. Third, the research activities are
grouped into core research areas each with a well-defined
interdisciplinary focus and commercial market focus. Fourth,
the culture has transformed to provide effective and efficient
administrative support both for researchers and for industry
partners. The latter two key ideas provide critical mass,
administrative agility, and efficiency. As stated, the paper will
describe the strategy, programs, results, and lessons learned.
By assiduous pursuit of an industry focused strategy
influenced by guiding principles and with enhanced synergy
between research and economic development activities, the
regional innovation ecosystem has thrived and been extended
globally. A recent example is the partnership Georgia Tech
has structured with the Provence of Lorraine, France resulting
in the formation of the Lafayette Institute in April 2012 [6].
The work of this institute, its relationship to Georgia Tech and
its regional innovation ecosystem, as well as results to date
will be discussed later in this paper.
This paper will discuss the innovation ecosystem strategy
and provide examples of initiatives pursued through the
strategy. It is first worthwhile to explore in more depth what
is meant by an innovation ecosystem and how the guiding
principles apply.
II.
INNOVATION ECOSYSTEM
With the view that people will pay for “fresh thinking that
creates value …” [7], Georgia Tech defines innovation as
insight plus invention plus implementation. All three are
essential and all three require collaboration within a
supporting ecosystem that brings together a university,
investors, industry, government, and other stakeholders.
Georgia Tech supports both disruptive and incremental
innovation. Following the writings of Christensen [8],
disruptive innovation equates to “game changing” ideas that
combine insight of new opportunities and unique ways to
achieve them.
This is pursued through competitive
experimentation and accelerated commercialization initiatives.
Accepted for publication in the Global Business Review, vol. 2, no. 3, 2013.
Universities increasingly are expected to support economic
development within their region [9], providing a venue
through which companies can explore disruptive ideas. There
are several reasons why this is true and increasingly
successful. The risk of failure is typically less severe in the
university setting than in a company’s business unit in part
because the investment cost is significantly less and because
competition between competing ideas is culturally acceptable.
In addition, students and faculty are predisposed to disruptive
thought. Effective coupling and integration of industry into
the university can provide a means to ignite, and even
provoke, disruptive thought. The desire to experiment with
new ways to facilitate innovation in educational and research
settings grounded in codified best practices [10], and
accelerating the products into commercialization activities
forced a reassessment and refocus of Georgia Tech’s strategic
vision.
An ecosystem consists of the alignment and integration of
various organizations whose vested interests in realizing the
value of innovation are shown in Fig. 1. These include
industry markets that strive to establish and sustain market
relevance, individual investors (e.g., venture capitalists), those
who educate and train workers for the marketplace,
government
organizations,
and
non-governmental
organizations (e.g., trade associations). Georgia Tech plays an
effective and perhaps unique role in providing an integrating
focus across these areas. Research universities, such as
Georgia Tech, serve a central role in guiding and facilitating
alignment among members of the ecosystem. This is done as
part of a strategy that integrates research and economic
development activities.
III.
TRANSFORMING RESEARCH INTO ECONOMIC
DEVELOPMENT IMPACT
As part of the strategic vision, Georgia Tech defined an
industry facing research strategy focused both on leadingedge, use-inspired research and economic development.
While most universities pursue a linear, sequential flow of
discovery-based research followed by occasional declaration
of intellectual property and subsequent licensing or company
formation/spin-out; Georgia Tech pursues a concurrent
strategy centered on the core research areas as illustrated in
Table 1. These theme areas were selected because they are
appropriate aggregations of core competencies represented in
over 300 research centers and laboratories at Georgia Tech,
their interdisciplinary and trans-disciplinary nature, the
alignment with strategic markets within the region, and the
existence of industry partners interested in working with the
Institute. The process to arrive at this aggregation involved a
year-long discussion with faculty, administrators, and regional
stakeholders in an effort to achieve shared understanding and
agreement on how to best provide an effective industry face to
research programs and their economic development potential.
Concurrency means that teams of faculty, graduate
students, application and economic development experts, and
FIG. 1 GEORGIA TECH INNOVATION ECOSYSTEM
professional staff work together to define and pursue grand
challenges, foster early engagement with industry, and
accelerate the maturation and transition of technology to the
marketplace. It should be noted that to accomplish this,
balance is required between high-risk, discovery focused
research, and economic development activities. Not every
research task is successful. Research is an experimental
pursuit where new insights and fundamental learning come
from failure. The balance sought is to cause and support a
culture that blends high risk, discovery-focused research with
early identification of commercialization potential. The value
to industry, besides access to know-how and technology, is
that research universities, through their innovation processes,
provide a venue for exploring and realizing disruptive
innovations outside the constraining and often bureaucratic
confines of their profit/loss units.
Central to the successful implementation of such a strategy
is a philosophy of maximizing collisions, reducing friction,
and prudent risk taking. This requires a culture and a work
environment where novel ideas can be explored and where
faculty have the freedom and support to do that with minimal
administrative burden. It also requires that work is done in
ways that are meaningful to the pursuit of scholarship while
responding to the needs of industry and other important
external stakeholders. As a result of these observations,
Georgia Tech developed a concurrent innovation strategy
based on three objectives:
to create transformative
opportunities, to strengthen collaborative partnerships, and to
maximize economic and societal impact.
A. Create transformative opportunities
The first objective means that members of the faculty
pursue high-risk research grounded in grand challenges facing
our society within a culture that supports and celebrates use-
Accepted for publication in the Global Business Review, vol. 2, no. 3, 2013.
inspired and translational research. Use-inspired research [11]
brings together basic and applied research to have greater
societal impact. Translational research, as typically referenced
in the medical literature (e.g., as advocated by the Coulter
Foundation, see www.whcf.org), involves research that
codifies findings from basic research into new knowledge,
devices, therapies, and/or medicines that can be used in
medical treatment. The approach pursued at Georgia Tech
integrated use-inspired and translational research to create a
focus on accelerated maturation and transition of fundamental
research findings to use. It also stresses the importance of
understanding challenging problems in the application domain
as a focus for research. Members of the faculty are
encouraged to provide thought leadership at the national and
international levels. An example includes the creation of a
national robotics roadmap [12] cited by the President of the
Unites States when he announced an advanced manufacturing
partnership initiative in June 2011. These and other initiatives
are pursued in ways where the Georgia Tech campus and the
surrounding region provides the infrastructure (commonly
called test bed or pilot plant) for conducting scalable and
relevant research in the real world. An important aspect of the
strategy is to assemble professional support in licensing,
industry
contracting,
commercialization,
business
development,
communications
and
marketing
into
commercialization impact teams. The teams directly support
research and economic development activities in a concurrent
manner in each of the theme areas.
B. Strengthen collaborative partnerships
Partnerships with other universities and technical colleges,
national and international universities, major corporations,
local nonprofits, and State agencies are essential.
The
Georgia Research Alliance (GRA) [13] has been a key partner
of Georgia Tech, and other research intensive universities in
Georgia, helping to attract top talent, and to pursue critical
issues to society and to the State’s economic vitality. The
outcomes obtained, as will be later discussed, over the past 21/2 years, are through strengthened partnerships with member
organizations of the innovation ecosystem. A good example is
the strategic partnership [14] between Children’s Healthcare
of Atlanta (the largest pediatrics health provider in the United
States), the State of Georgia Department of Community
Health, Georgia Tech, and regional health care providers.
Through this partnership, a transformation is being pursued to
institute electronic patient records across the state, to enhance
the business model for health care delivery, and to focus more
on wellness outcomes. Strengthening such partnerships is a
key element of the State of Georgia’s first strategic plan for
science and technology (see scitechplan.georgia.gov).
C. Mazimize economic and societal impact
The third objective means that research success is not
measured by papers published or other standard measures of
faculty achievement, as important as they are to the academy.
Success is predicated on research results having demonstrable
impact beyond the laboratory and classroom in the real
world. Success measures include companies formed, licenses
TABLE 1
CORE RESEARCH AREAS
“Big Data”
Biomedicine and Biotechnology
Electronics and Nanotechnology
Energy and Sustainable Infrastructure
Manufacturing, Trade, and Logistics
Materials
National Security
Paper Science and Technology
People and Technology
Public Service, Leadership, and Policy
Robotics
Systems
issued, outside industry investment achieved, and new jobs
created. The value Georgia Tech’s strategic partners attribute
to the work conducted under this strategy is ultimately most
important.
IV.
SUMMARY OF RECENT INNOVATION INITIATIVES
Georgia Tech builds on a solid foundation that includes
one of the top ten incubators in the United States [15]. Since
1980 and with support from the State of Georgia through its
Georgia Research Alliance, Tech’s incubator – Venture Lab –
has launched more than 75 companies based on Georgia Tech
research over the past 10 years. Perhaps more significantly,
Georgia Tech manages the State of Georgia’s Advanced
Technology Development Center (ATDC). ATDC is the first
such incubator in the United States and currently the largest.
With 25 operating locations in the State of Georgia, it has
raised more than $1 billion in outside financing and now has
more than 350 companies in its state-wide program.
In
addition, a well-established business plan competition is in its
13th year fostering entrepreneurship among Georgia Tech
students and alumni. This is significant as approximately 70%
of Georgia Tech’s intellectual property declarations involve
students. Since its inception in 2001, over 750 students and
alumni have participated in this annual competition; and in
total over $640,000 have been awarded in cash and services.
A body of impressive scholarship in innovation and
entrepreneurism also exists [16,17,18]. The Institute sought
to scale its thought leadership and impact in innovation
through experiments with new programs that stressed
competition to provoke disruptive ideas, maximize
experiential opportunities for students, accelerate the
Accepted for publication in the Global Business Review, vol. 2, no. 3, 2013.
formation of spin-outs, and facilitate greater involvement of
multi-national corporations (MNCs). A brief summary of
each new program is provided below.
A.
Student competitions as a venue for industry innovation
Industry funded projects involving competition between
student teams is becoming a productive way for MNCs to
explore disruptive ideas. It has also provided a useful means
to directly support education activities and research
infrastructure. One recent example involves a major energy
company and teams of first year graduate students in
engineering and business. Called the “smart grid challenge”
[19], student teams compete against each for cash prizes on
projects supervised by faculty and industry mentors. Since
2009, 23 patent applications have resulted from this work.
Companies involved in such efforts across technology fields
spanning biomedicine, biofuels, energy, aerospace systems,
and mechanical systems cite return on investments higher than
achievable in their own business units.
Another popular
venue for encouraging innovation and entrepreneurism as an
educational activity is the InVenture Prize [20] which involves
over 300 student teams competing for cash prizes to cover
company start-up costs and patenting. Since 2010, over 10
student-owned companies have been formed as a result of this
competition.
B.
Accelerated commercialization
Georgia Tech supports three programs to accelerate the
formation of start-ups. These are based on commercialization
of its own IP and as a service to the region and the National
Science Foundation in mentoring others in the same.
The Georgia Tech Integrated Programs for Start-ups
(GT:IPS) supports faculty, students, and staff who wish to
create a spin-out company. After participating in a training
course, where the basics of business planning, fund raising and
regulatory and policy issues related to company formation are
discussed, faculty receive a “right of use” license for Georgia
Tech held IP. An innovative aspect of this program is the
development of a template and streamlined licensing
document. This document was vetted by four local law firms
that have represented start-up companies and sought to license
Georgia Tech IP over the years. The later was itself
something of a disruptive idea that reflected an internal
cultural change. As a result of this work, Georgia Tech now
has four template industry contracting agreements that span
basic, applied, service support/testing, and commercialization
activity.
The internal program is complimented by FlashPoint [21],
a professional development program in start-up engineering, a
term coined to connect Georgia Tech’s engineering heritage
with its new strategic focus on innovation. With support from
an angel fund established by local investors, 15 teams formed
in October 2011 completed a 10 week course in which they
rolled out their business plans resulting in over $7M in
investment funds from firms across the United States
(including the first investments in Georgia made by wellknown Silicon Valley firms). Each team has a successful
entrepreneur as a mentor. The program is motivated by the
widely publicized y-combinator program in the Silicon Valley
[22], but significantly is the first such university-based
program.
A third program commenced in July 2012. The National
Science Foundation selected Georgia Tech as one of its initial
nodes for the Innovation Corps (I-Corps) program. See
http://www.nsf.gov/news/news_summ.jsp?cntn_id=124856.
Based on the lean start-up principles of Blank and Dorf [23],
the recipient of a NSF research grant can make application to
NSF for commercialization funding with the condition they
attend and be mentored at one of the I-Corps nodes.
These programs, together with Tech’s existing education,
research, and economic development activities have
reinvigorated an innovation ecosystem in the State of Georgia
and attracted significant outside venture capital investment.
To date in calendar year 2012, Georgia Tech has created, or
helped others created, over 125 new companies. The dual
concepts of competition to provoke disruptive thought and to
accelerate innovative ideas into commercialization reflect the
concurrent strategy of research and economic development
activity previously discussed. Increasingly, companies, both
small-to-medium enterprises (SMEs) and MNCs, are engaging
with Georgia Tech to pursue initiatives that support problembased learning and research activities. The interplay between
the educational programs and research activities are
highlighted in Fig. 2. In most of these activities, students own
the intellectual property created, and depending on the nature
of the commercialization program pursued, the patent costs are
paid for by the Institute or industry.
Others have taken notice. Based on a long standing research
relationship with the Centre National de la Recherche
Scientifique (CNRS), the renowned government-funded
research organizaiton under the Frnech Ministry of Research,
the Provence of Lorraine formed the Lafeyyete Institute as a
partnership between Georgia Tech’s 22 year old campus in
Metz, France, the University of Lorraine, local polytechnics,
and ecojnomic development agencies within the provence.
Construction on a building to house translational research and
economic development activities commenced in October
2012. With an initial focus on advanced materials and
automotive applications, Georgia Tech will work with MNCs
headquartered in Europe, many with operating locations in the
United States, to replicate the innovation ecosystem in
Atlanta, Georgia.
The above are a few of the recent initiatives Georgia Tech
has undertaken in response to its new strategic vision and
plan. Leveraging its already highly acclaimed reputation for
research and economic development, Georgia Tech seeks to
drive innovative thinking into all aspects of its programs.
Accepted for publication in the Global Business Review, vol. 2, no. 3, 2013.
V.
EVIDENCE OF SUCCESS
Since 2006, Georgia Tech’s sponsored research from
competitively selected awards has increased by 60
percent. The Huron Group is currently updating a 2006 report
[24], and while the analysis is not yet finished, their
preliminary finding indicates that Georgia Tech’s impact has
resulted in at least 60,000 jobs - through direct and indirect
employment, and at businesses founded, attracted or supported
by
Georgia
Tech
personnel,
technology
and
programs. Remarkably, Georgia Tech’s investment into
economic development activities leverages external funding in
a ratio of 26:1 to state funding (both state appropriations for
economic development support and state funded competitively
selected awards). As a direct result of the previously
described innovation programs and the Institute’s innovation
strategy, significant results have been realized over the past 30
months as shown in Table 2. Industry engagement has
increased both with respect to the creation of new companies
and in direct support to established companies in each of the
strategic theme areas. Further evidence of the importance of
Georgia Tech’s role in the innovation ecosystem results from
its use as a “test bed” to explore important new concepts. For
example, the State of Georgia and local hospitals are working
with Georgia Tech to develop and test a health information
exchange as a means to facilitate interoperability between and
sharing of patient health information encoded in digital form.
VI.
FIG. 2 RELATIONSHIP BETWEEN RESEARCH AND EDUCATIONAL OFFERINGS
B. Networking
The innovation ecosystem is comprised of a critical mass
of personnel with rich and diverse experiences. Facilitated by
alignment, there is a willingness to share experiences. For
example, the Flashpoint experiment benefited greatly from
mentors with previous experiences in creating and leading
start-up companies. There is also a cadre of very experienced
executive talent to support new companies and to form
business partnerships with existing companies.
Executive
talent to support new companies and to form business
partnerships with existing companies.
LESSONS LEARNED
A. Alignment
Georgia Tech takes the view that it is a necessary, but by
itself not sufficient, entity to foster increased economic
development impact throughout the state. Alignment across
all means of support to industry within the region is necessary
to ensure industry receives not only the benefits of research
enabled innovation, but access to a trained workforce and
investment incentives that can be provided from government
organizations. Tech’s mission to educate future leaders in key
areas of engineering, technology, and related areas are crucial
for enhanced economic development. But the desired impact
in Georgia cannot be achieved in isolation. Alignment of
Georgia Tech’s strategic theme areas with strategic market
areas defined by the Georgia Department of Economic
Development (GDEcD) is underway. For example the area of
robotics in manufacturing, autonomous vehicles, and medical
applications is an increased focus area for GDEcD and one in
which Georgia Tech can provide great assistance. Other
examples include the 3rd largest solar cell manufacturer in the
United States, Suniva (a Georgia Tech renewable energy spinout) which works closely with the Gwinnett Technical College
(GTC) to ensure skilled factory line workers for its
manufacturing needs. Similarly, the two institutions work
closely to ensure that nurse training programs reflect advanced
in health care technology.
C.
Resource accessibility
Besides the obvious importance of investment funds to
support commercialization activities, many industry partners
have found value in the ease of access to the “know how
behind the IP.” That is, access to faculty, students, and
professional staff engaged in both research and economic
development activities. Facilities and the services they can
provide (e.g., materials testing) are often too expensive to
replicate in start-up companies. Ease of access at affordable
price points thus became an attractive feature of this
innovation ecosystem. As part of the Institute’s overall
strategy and master building plan, more pilot plants for
industry embedded work will be pursued.
D. Culture
Most importantly, Georgia Tech has become more industry
friendly and industry facing. It has changed its licensing
approach from one of recovering costs and maximizing
licensing revenues to one of “getting the IP into play.” The
cultural change has recognized that individual success at
Georgia Tech relates significantly to making an industry
partner successful. Another significant change in culture is
the value placed on team-based work as evidenced by the
internal alignment of work between faculty and student
researchers and the commercialization teams formed to
support the concurrent strategy described earlier.
The
previously described smart grid challenge is but one example
Accepted for publication in the Global Business Review, vol. 2, no. 3, 2013.
[7]
[8]
TABLE 2.
INDICATORS OF GEORGIA TECH’S ECONOMIC DEVELOPMENT IMPACT
[9]
Research expenditures
Disclosures
Patents
Technologies transferred
Research contracts
with industry
Licenses
New incubated companies
Investment into incubated
companies
2012
2011
2010
[10]
$736M
407
79
142
$641 M
383
78
127
$603 M
407
58
85
[11]
930
980
843
90
52
83
17
90
16
$145 M
$100 M
$61 M
[12]
[13]
[14]
that would not have been possible without the culture changes.
[15]
VII. CONCLUSION
Georgia Tech’s approach to creating, sustaining, and
extending an innovation ecosystem is based on four guiding
principles: concurrent pursuit of research and economic
development, use of the surrounding region as a test bed,
focus on core research areas in strategic markets, use of the
surrounding region as a test bed, and facilitating a culture that
embraces industry. A strategy has been developed and
implemented to support a regional innovation ecosystem based
on transformational research, strengthened partnerships, and
economic development impact. Already recognized as one of
the top research universities in the world, it seeks to enhance
its thought leadership and impact. It ranks as the #3 producer
of patents in Georgia and #8 in the country among research
universities in economic development impact. Georgia Tech’s
industry-facing research strategy is focused on 12 core
research areas and the economic development potential therein
and it has implemented new innovation initiatives, including a
streamlined licensing and industry contracting program and
start-up acceleration programs, as a down payment on its
future plans to generate more economic development impact
within the region through the innovation ecosystem it helped
create and that it currently helps sustain. In calendar year
2012, Georgia Tech has help launch over 125 new companies
to date during calendar year 2012.
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Stephen E. Cross (M’74-SM-86-F’02) is the Executive Vice
President for Research of the Georgia Institute of Technology
and a professor in the School Industrial and Systems
Engineering. Previously, he was the Director of the Software
Engineering Institute at Carnegie Mellon University He
received his PhD from the University of Illinois at UrbanaChampaign. He has published over 70 technical papers and
book chapters on artificial intelligence, technology transition, and
innovation. Dr. Cross is a former Associate Editor for the Journal of
Information, Knowledge, and Systems Management, and a former Editor-inChief of IEEE Intelligent Systems.