LEADING GLOBAL

ECOSYSTEMS
REPORT
Think l Build l Engage
2013
As the world becomes increasingly inter-connected, wealth and ideas have greater
opportunities to travel anywhere, and the boundaries between countries that we
are accustomed to have become increasing blurred. The key players in this newly-
connected world are those who have harnessed the ability to attract talented people,
who encourage them in sharing and trying new ideas, and who attract organizations
with all the resources and knowledge required.
This is known to work best on a regional scale, as shown by the most successful
and best-known case of such a breeding ground of innovation, Silicon Valley. Only
at this level is it possible to touch upon all the aspects of innovation both by contact
with entire institutions and by dealing with individual people and companies, all whilst
remaining relevant on a national scale.
Here at Opinno we want to identify the most promising regions whilst they remain at
their embryonic stages, and then become the enabler of their growth. To do this, we
need not only to understand how these regions function, but also to identify the main
key factors that make the main innovation ecosystem in the world work at the top
innovation level.
Within this context, we at Opinno decided to study a sample of the most innovative
ecosystems that have arisen within varying contexts, with our objective being to draw
conclusions upon their strengths, how they have come to be innovative, and the best
practices they used that could be translated to other regions. For this task, we joined
forces with students of ESCP Europe and IED Madrid (Instituto Europeo de Deseo).
Ultimately, we are seeking to open new ground in Europe and in Hispanic countries,
by becoming the new Silicon Valley. We aim to do this by analyzing the local context,
adapting the best practices in line with the particular strengths we nd, and by allying
with strong, established partners, as only they have the capabilities to leverage the
investment required for such an enterprise and to secure strong growth.

We would like to give special thanks to all the people that helped us bring this white
paper together:
Anna Lobkowicz, ESCP Europe Student
Kirstin Naeve, ESCP Europe Student
Sarah Pedroza, ESCP Europe Student
Vsevolod Batishchev, ESCP Europe Student
Saumitra Das, ESCP Europe Student
Mercedes Riba Michaus, IED Student
We at Opinno hope that you will nd this piece of work illuminating, and that you will
enjoy reading it as much as we have enjoyed creating it.
7
3
5
8
3
3
3
3
3
3
3
Opinno is a global network of open innovation which uses lean development
methodology to transform organizations through design, prototyping and the validation
of new products, services and business models.

Opinno was born as an answer to three quandaries affecting all organizations:
the enhanced complexity that products and services require in order to become
competitive; the increased inuence that technological innovation has upon the market
place and globalization, and the direct effect such innovation has upon ideation
processes, production and the marketing of products and services.
Opinno has responded to these challenges with three strategies which, when
combined, make up our business model:
Opinno is divided into three business lines:
Think: Groups together all the business consulting activities that we offer to
large organizations and governments. We work to generate and implement new
management models and we serve as a technological intelligence network in order
to detect possible partnerships, investment opportunities and emerging competitors.
We also provide training for entrepreneurs and executives, and we both create and
manage innovation centres orientated towards such elds as entrepreneurship, smart
cities and different industrial sectors.
Build: This unit, in collaboration with our clients and partners, is focused upon the
implementation of our clients projects. We offer a technological development laboratory
(Labs), which is a tool for Venture Capital investment projects (Capital) that supports
outside projects as well as our own. We also have a foundation (Opinno.org), which
seeks to create social impact through our ideas, network and products.
Engage: Does an important job in spreading innovation and entrepreneurship by
means of our digital communication strategies, technology conferences, entrepreneur
competitions and market prospecting explorations. This allows us to stay in constant
contact with emerging new talent, new technologies and new business models.
- Open innovation as an engine of response to rapidly moving markets, enabling
the transfer of knowledge, personnel and nancial support among innovation
ecosystem agents.
- Lean development as a tool to design, implement, and to correct our ideas, giving
our model a practical and tangible character.
- Building a global network that brings together the best talent in the world, as
well as linking major multinational companies, universities, research centres,
entrepreneurs, investors and public administrations.
OPINNO
Methodology
Our study started with an
assessment of the subject matter,
studying as widely as possible the
ecosystems, the main stakeholders
and their key personnel, the
relationships between them, and
the practices that exemplied how
these systems performed. Ten
ecosystems were rst studied in this
way, which were then ranked using
both established criteria through
existing indexes that measured their
specic attributes, as well as our
own experts assessment of them.
Finally, through the in-depth study
of specic cases, we were able to
extract best practices and global
conclusions that could be applied to
other ecosystems in order to boost
their chances of success.
Input (Analysis) Output (Our point of view)
Broad Overview
Global Innovation Index Report
Government websites (Chamber of Commerce)
Innovation Ecosystems Case Studies
Global Competitiveness Report
Mapping the Ecosystem
A visual description of how the main actors in the
ecosystem interact
Current Situation Analysis
A depiction of the most salient aspects that have a
positive or negative impact and therefore need to
be reinforced or respectively reduced
SWOT Analysis
A synthesis of the traditional analysis of Strengths,
Weaknesses, Opportunities and Threats to the
Ecosystem
Opinno Recommends
Best practices extracted from specic exemplary
practices that have had a substantial long term
impact on the success of the ecosystem
Specic Best Practices
Case Studies
Criteria for Innovation/
City facts & gures
Start- up Ecosystem Report
Regional Innovation Index Report
Silicon Valley Index Report
6 ecosystems
Silicon Valley
Transparency in
Venture Capitalism
Global Entrepreneurship
Community
Strong Focus on
Tertiary Education
Future Oriented
Sector Clusters
Highly Organized
R&D Cooperation
Santiago de Chile
Londres Berlin
Tel Aviv
Silicon Valley
With extremely standardized
legal documents and a
large number of VC (Venture
Capital) experts, Silicon
Valley offers entrepreneurs
a whole host of options
that enables them to easily
access the resources
required to develop a
start-up as quickly and as
efciently as possible.
London
With 40 excellent Higher
Education Institutes and
with 43 percent of its
population possessing a
tertiary degree, London
has an outstanding pool of
skilled workers.
Berlin
Berlin serves as an
exemplary role model that
displays the positive impact
that strategic clustering
can have upon a citys
ecosystem. The city gathers
together exceptional R&D
centers, international
human capital and sizable
enterprises. Its the citys
way of achieving excellence
within their future sectors.
Tel Aviv
The Government
encourages highly
intertwined activities and co-
operation between its R&D
centers, universities, MNCs
and SMEs, mainly through
enabling risks for VCs and
organizing sizable multi
and bilateral R&D research
funds.
Santiago
Santiago is an excellent
example of how the
public sector can nurture,
sustain and foster an
entrepreneurial mindset in
a short period of time, by
creating a visionary type of
environment for innovation.
London
Silicon
Valley
TRANSPARENCY IN
VENTURE CAPI TAL
Region: North America
Population: 7.5 m
GDP: US$ 535 billion (Bay Area)
GDP/cap: US$ 74,815 (Bay Area)
Patents: 224,505 (USA)
Public R&D Expenditure: 10 %
Strongest Drivers
Silicon Valley is the leading technological hub in the world, and is located in San
Francisco Bay, in the United States. Its beginnings can be rst traced back to 1950s
when Hewlett Packards growth in Palo Alto became the main driver of the regions
development. This community of entrepreneurs started developing solutions for
large companies and corporations, who then started investing in these solutions,
thus creating the perfect vehicle for encouraging the creation of new enterprises.
The rest is history. Venture Capitalists began investing in entrepreneurs before the
larger corporations could acquire them. Accelerator programs started supporting
entrepreneurs before VCs invested in them. Angel Investors and Incubators swiftly
followed.
5 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Silicon
Valley
Data: 2012
Trendsetter
Mindset
Support
Talent
Performance
Funding
Startup Output
Differentiation
Startup Ecosystem Report 2012
compared to: 20 cities compared to: 141 countries
Global Innovation Index 2012
Innovation Input Subindex
Innovation Output Subindex
The United States Silicon Valley
9
16
17 22 1
Institutions
Human &
Research Capital Infrastructure
2 9
Market
Sophistication
Business
Sophistication
11 33
Knowledge &
Technology Output Creative Output
6 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
The Ecosystem
Venture Capitalism
VCs and Angel Investors together
make up around 53 percent of all
funding thats provided to start-ups.
VCs perform the multiple role of broker,
management consultant and recruiter.
They sometimes even act as lawyers.
Incubators/
Accelerators
There are many Incubators/Accelerators
in Silicon Valley (of which 90 percent
are private) which have helped in
building start-ups like Ycombinator and
TechStars, as well as countless others.
Universities
Silicon Valley has established itself
upon the multidisciplinary and cross
pollination of ideas that both support
failure and create serial entrepreneurs
who are ready to start the next big thing.
Having educational leaders around to
support them and to offer the space to
build this community has been crucial in
supporting the ecosystem.
Startups
The number of people between the ages
of 24 and 44 in Silicon Valley is around
a quarter of a million, approximately 38
percent of whom possess a high level
of education. It has been shown that
these people are content to work longer
daily hours and show more commitment
to working full time than in any other
start-up ecosystem. Furthermore, they
continually display an entrepreneurial
spirit and a drive to change the world
with newer and better products.
R
&
D
R
e
s
o
u
rc
e
s
R
&
D
R
e
s
o
u
rc
e
s
R
&
D
R
e
s
o
u
rc
e
s
R
&
D
research work
R
&
D

r
e
s
e
a
rc
h
w
o
rk
R
&
D

r
e
s
e
a
r
c
h

w
o
r
k
S
t
a
r
t
u
p
s
C
o
m
p
a
n
i
e
s
G
o
v
e
r
n
m
e
n
t
V
e
n
t
u
r
e

C
a
p
i
t
a
l
i
s
m
(
5
3
%

F
u
n
d
i
n
g
)
B
i
g

C
o
r
p
o
r
a
t
i
o
n

M
N
C
S
t
a
n
d
a
r
d
i
z
e
d

L
e
g
a
l

D
o
c
u
m
e
n
t
s
F
u
n
d
i
n
g

S
B
I
R

$
5
1
0

p
e
r

m
i
l
l
i
o
n

o
f

G
D
P
D
e
r
e
g
u
l
a
t
i
o
n

&

H
o
u
s
i
n
g

P
o
l
i
c
i
e
s
D
e
c
r
e
a
s
i
n
g

P
a
y
r
o
l
l

T
a
x
e
s
F
o
r
e
ig
n

Im
m
ig
r
a
t
io
n

L
a
w
s
U
n
iv
e
r
s
it
ie
s
S
t
a
n
f
o
r
d

R
e
s
e
a
r
c
h

In
s
t
it
u
t
e
S
ta
n
fo
r
d

In
d
u
s
tr
ia
l
P
a
r
k
C
a
rn
e
g
ie
M
e
llo
n
s
In
n
o
v
a
tio
n
L
a
b
R
e
se
a
rc
h
P
ro
g
ra
m
s:
S
ta
n
fo
rd
A
ffillia
te
s P
ro
g
ra
m
m
e
Culture
(Long working hours/ open innovation)
High amount of workforce
(25-44 age working population)
Skilled workforce
(38% terciary education)
In
v
e
s
tm
e
n
t o
f In
te
lle
c
tu
a
l R
e
s
o
u
rc
e
s
H
u
m
a
n
C
a
p
ita
l
R
e
s
e
a
r
c
h

f
o
r

G
o
v
e
r
n
m
e
n
t

(
N
S
A

&

N
A
S
A
)
I
n
c
u
b
a
t
o
r
s
/

A
c
c
e
l
e
r
a
t
o
r
s
(
Y

C
o
m
b
i
n
a
t
o
r
/

A
n
g
e
l

P
a
d
)
B
u
s
i
n
e
s
s

C
l
u
s
t
e
r
(
I
T

C
l
u
s
t
e
r
)
S
p
i
n
o
f
f
s
M
a
t
u
r
it
y
F
u
n
d
in
g
R
&
D

C
e
n
t
e
r
s
R
&
D
R
e
s
o
u
rc
e
s
F
u
n
d
in
g

S
u
p
p
o
r
t

M
e
n
t
o
r
Flow of Labor
For low revenue tech companies
Government
Capital
Universities/ R&D
Human Capital
Companies
7 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Current Situation
I
m
p
a
c
t

o
f

K
e
y

F
a
c
t
o
r
s
Presence of Key Factors
Debt Funding
Stricter Immigration
Laws/ H1B visas
Government
Regulation Policy
Infrastructure Sustainability
(Land and housing)
Government Funding
(SBIR/STTR)
Venture Capitalists
(high density)
Incubation & accelerator
environment
People Education
(38% tertiary education)
Spin-offs & Big
MNCs R&D
Support from
Universities
To Maintain
To Mitigate the Risk
Increase Presence
To Reduce the Risk
The main strength of Silicon Valley has
been the level of autonomy allowed
by the US government, and the drive
shown by the private sector and
entrepreneurs to continuously develop
both the ecosystem and the community.

The main weakness is the price of
accommodation and property, as with
more and more people coming to
Silicon Valley housing has become very
expensive (average monthly rent is now
$1,750), to the point at which many
businesses are relocating outside the
region.

The biggest threat to Silicon Valley
is the USs strict immigration policy.
Fifty-two percent of start-ups are from
foreign nationals. Some start-ups have
decided to move to major hubs in other
countries. Other entrepreneurs, true to
their creative mindset, are coming up
with solutions such as creating a oating
city in international waters outside the
bay, where entrepreneurs can commute
to and from the Valley.

8
+ Favourable
- Unfavourable
+ High - Low
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Strengths Weaknesses
Government Support
Government is decreasing the payroll tax
to support high head-count low revenue
technological companies.
State government continues its strong
support of research universities.
The opening of Stanford Industrial
Park has been, to date, its greatest
achievement.
The Carnegie Mellon Innovations
Laboratory aerospace research with
NASA.
Funding
Venture Capitalists not only provide the
necessary nancial resources to start-ups
and spin-offs, but also they often perform
the multiple role of broker, management
consultant, and recruiter.
Venture Capital has the highest
concentration of VC to GDP ratio in the
entire country. Nearly 53 percent of
funding comes from VCs or Investment
Angels.

Funded start-ups are more likely to have
a successful exit through an IPO or
by becoming absorbed into a bigger
company.
Foreign Immigration Laws
Reports show that as many as 52 percent
of Silicon Valleys start-ups were founded
by foreign nationals, and that non-natives
contribute almost 25 percent of WIPO PCT
applications led.
Government and interested groups
support the analysis and study for
a solution that provides international
entrepreneurs a way to legally work in the
country, and so create jobs and wealth.
People Culture
The 25-to-44 age group is the largest in
Silicon Valley.
In recent years, the percentage of adults
with Bachelors degrees or higher has
increased signicantly.
Nineteen percent of the working population
are more likely to motivate themselves by
their vision of changing the world, rather
than just the thought of building a product.
An open culture where people from all
walks of life and different companies sit
down together to share ideas.
Infrastructure
One of the most expensive US cities to
live in.
Five percent of new residential
development in 2011 was classied as
affordable.
Average monthly rent rose to $1,750 in
Silicon Valley (Eight percent increase).
Since there is only a small amount of land
available, more and more companies
are setting up their headquarters away
from the city, thus creating transportation
problems for their employees and also
creating an urban sprawl which may not
be sustainable within the terms of the
innovative ecosystem of Silicon Valley.
Overall job growth is constrained by limited
housing production, as many individual
jurisdictions do not view housing growth as
being within their interests.
Highway congestion results when jobs are
scattered throughout the region, often far
from comfortable transportation routes.
9 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Opportunities Threats
Development around transit areas
Focus employment growth near transits in
existing down-town and employment areas
to reduce commuting time and so increase
productivity.
Housing for general population
Build sufcient housing in the right places
for the growing workforce.
Other upcoming innovative
ecosystems
Many research papers suggest that there
exists a general belief that the next Silicon
Valley will shift location to somewhere
else as the world becomes further inter-
connected.
New, upcoming innovative ecosystems
44 percent believe its likely that the
technology innovation center of the
world, now in Silicon Valley, will shift to
another country within the next four years -
KPMG survey of 668 technology business
executives at $1 billion-plus companies in
2012.
Culture
Silicon Valley has given birth to more
billion dollar companies than any other
ecosystem, mainly due to its plentiful
supply of risk-capital world-class talents,
the inclusion of the headquarters of many
leading public companies, its vibrant
support ecosystem, and an open-
minded, trust, pay it forward, change the
world attitude.
Entrepreneurs are 22 percent less likely to
think of building a new product as a major
challenge.
An entrepreneurs ambition in Silicon Valley
is more highly-motivated when compared
to entrepreneurs ambition on average
across all other ecosystems.
Entrepreneurs are 19 percent more likely
to motivate themselves by the vision
of changing the world rather than just
creating a salable product.
Supporting the development of new
collaborative consumption start-ups.
This can have an impact on the creation of
new systems that break the status quo.
Start-up Chile
Start-up Chile is already taking advantage
of the main weakness of Silicon Valley -
the strict foreign immigration policy - and
making use of it to promote its own city.
Hence, entrepreneurs are starting to
looking towards other cities to consider
opening their businesses.

10
Adjusting taxes
Reduction of scal inequities among
jurisdictions by sharing taxes among
them, thus reducing the competition for
commercial and industrial development
and making investment decisions depend
upon the broader regional economy, rather
than specic local actions.
Mentoring cities to develop
innovative ecosystems
Mentor other cities and economies to
develop innovative ecosystems.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Best Practices
Funding System
State Government
Through institutes SBIR & STTR.
89$ million granted to small
companies.
Venture Capitalists
10$ billion dollar investment (2012).
Highest density of VCs (53%).
Invest in clean technology.
Education
Focus to increase the graduation rate
from the previous academic year and
a decrease in the drop-out rate (38
percent graduates or above in Silicon
Valley area).
Develop institutes in collaboration with
government as well as industry.
Stanford:
- Stanford Industrial Park.
- The Stanford Center for
Professional Development.
CMU:
- The Carnegie Mellon Innovations
Laboratory.
- CyLab Mobility Research Center.
MNCs Competitions
Taking as an example a scenario for
2020vc - large MNCs (Cisco, Intel,
Nokia) will give 2020vc their business
problems in the hope of a solution.

Experts from 2020vc will spend four
days or so screening applicants, who
are typically entrepreneurs with no
company of their own, and then assess
them in a hackathon (competition).

After that they will narrow the numbers
down to a dozen or so teams for the
entrepreneur-in-residence program.

On average, 2020vc will rst inject
$25,000 in the ideation phase, for
which it will receive a ten percent
stake in the start-up, and then another
$25,000 in the second phase for which
the team will have to have a preliminary
prototype ready. In addition 2020vc will
receive an additional ve percent stake in
the second phase.

Subsequently these teams become a
start-up of their own with major MNCs as
their clients.
Hackathon
(4 day competition/
12 teams selected)
Expert VCs
(2020 VC)
Entrepreneurs
Business
Problem
6 months 6 months
Develop
Prototype
Puts US $25.000
& gets 10% stake
in Startup
Puts US $25.000
& gets 5% more
stake in Venture
Ideation
Phase
(6 months)
Incubation Period
Second
Phase
Startup with a
Big Client
Big MNCs
(Cisco, Nokia, Siemens)
2020 VC
11 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
STRONG FOCUS IN
TERTIARY EDUCATION
London
Region: Europe
Population: 8.3 m
GPD: US$ 761 billion
GDP/cap: US$ 38,514
Patents: 7,173
Public R&D Expenditure: 1.76 %
Data: 2012
Strongest Drivers
The UKs capital now houses thousands of entrepreneurs and technology start-ups,
standing true to Londons creative and daring history. The Tech City was endorsed
by UK Prime Minister David Cameron in 2010, with a plan to accelerate its growth as
far as the site of the 2012 Olympic village. Facing the difculties of affordable housing
and spaces, there are plenty of Incubators and Accelerators to support this growth. The
collaboration of government agencies and universities plays an important role, bringing
intellectual resources and grants to entrepreneurs.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV 13
London
Trendsetter
Mindset
Support
Talent
Performance
Funding
Startup Output
Differentiation
Startup Ecosystem Report 2012
compared to: 20 cities compared to: 141 countries
Global Innovation Index 2012
Innovation Input Subindex
Innovation Output Subindex
The United Kingdom London
5
5
9 21 6
Institutions
Human &
Research Capital Infrastructure
3 15
Market
Sophistication
Business
Sophistication
8 14
Knowledge &
Technology Output Creative Output
14 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
The Ecosystem
Government
Londons Silicon Roundabout has
become the focal point of Londons
tech-hub over the past ve years,
welcoming over 300 start-up companies
such as Lastfm, SoundCloud, and many
others. The UK government has taken
a keen interest in the development of
this hub and has started a Tech City
investment Organization (TCIO) for its
promotion and development, as well as
proposing special visas for international
entrepreneurs or support from the
London Stock Exchange for facilitating
exit strategies for start-ups.
Universities
Universities such as the Imperial College,
the University College of London, the
Macmillan Group and Central Saint
Martins College of Arts and Design have
relocated to areas close by. They offer a
consistent source of cost-effective labor
to entrepreneurs.
S
t
a
r
t
u
p
s
G
r
a
n
t
s

i
n

f
o
r
m

o
f

c
o
m
p
e
t
i
t
i
o
n

(
$
1

m

i
n

L
o
n
d
o
n

E
a
s
t

E
n
d
)
F
u
n
d
i
n
g

E
S
F

&

E
R
D
F
(
$
4
5

m
)
L
o
n
d
o
n

D
e
v
e
l
o
p
m
e
n
t

A
g
e
n
c
y

(
L
D
A
)
K
n
o
w
le
d
g
e

T
r
a
n
s
f
e
r
(
I
n
n
o
v
a
t
io
n

V
o
u
c
h
e
r
)
D
e
r
e
g
u
la
t
io
n

&

H
o
u
s
in
g

P
o
lic
ie
s
C
o
lla
b
o
r
a
t
io
n

w
/

B
r
it
is
h

L
ib
r
a
r
y

b
u
s
in
e
s
s

&

IP

c
e
n
t
r
e
S
e
m
in
a
r
s

o
n

F
in
a
n
c
e

&

in
n
o
v
a
t
io
n
P
r
o
g
r
a
m
s

&

P
o
lic
ie
s
R
e
lie
f

S
c
h
e
m
e
s
R
e
d
u
c
e
d

c
o
r
p
o
r
a
t
e

t
a
x
e
s

o
n

1
s
t

1
0

m
illio
n

(S
ilic
o
n

R
o
u
n
d
a
b
o
u
t
)
J
o
in
t R
e
s
e
a
rc
h
o
ffic
e
in
U
C
L
In
c
u
b
a
to
rs
in
Im
p
e
ria
l C
o
lle
g
e
T
e
c
h

C
it
y

In
v
e
s
t
m
e
n
t

O
r
g
a
n
iz
a
t
io
n
U
n
iv
e
r
s
it
ie
s

(4
0
h
ig
h
e
r e
d
u
c
a
tio
n
in
s
titu
te
s
)
In
te
l C
o
lla
b
o
ra
tio
n
R
e
s
e
a
rc
h
In
s
titu
te
Skilled workforce
(38% terciary education)
R
esearch P
rogram
s: B
B
C
&
U
C
L
H
um
an C
apital
N
a
t
i
o
n
a
l

H
i
g
h
e
r

E
d
u
c
a
t
i
o
n

F
u
n
d
i
n
g
T
e
c
h
n
o
l
o
g
y

S
t
r
a
t
e
g
y

B
o
a
r
d

(
$
4
0
0

m

i
n

i
n
v
e
s
t
m
e
n
t
)
S
h
o
r
e
d
i
t
c
h

S
i
l
i
c
o
n

R
o
u
n
d
a
b
o
u
t

(
+
3
0
0

s
t
a
r
t
u
p
s
)
G
o
v
e
r
n
m
e
n
t
F
u
n
d
s

f
o
r

S
M
E
s
F
u
n
d
s

f
o
r

U
n
iv
e
r
s
it
ie
s
w
i
t
h

S
M
E
s
E
u
s
t
o
n

S
q
u
a
r
e
C
o
lla
b
o
r
a
tio
n
w
ith
U
n
ive
rsities
D
a
v
id
C
a
m
e
ro
n
Government
Capital
Universities/ R&D
Companies
Human Capital
15 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Current Situation
I
m
p
a
c
t

o
f

K
e
y

F
a
c
t
o
r
s
Presence of Key Factors
Incubation & Accelerator
Environment in Universities
VCs/Angels
Investments in R&D
by state
LDA Closed down
Financial & Legal
Cluster in London
Matching Labour with
Company needs
Funding from UK govt.
LDA funding
People Education
(43% tertiary education)
Relief schemes
from Govt.
Silicon Roundabout
To Maintain
To Mitigate the Risk
To Increase Presence
To Reduce the Risk
Londons strengths commence with the
initiatives in entrepreneurship that are
taking place at Shoreditch-Silicon
Valley. Various innovation schemes have
been carried out each year, rst by the
London Development Agency (LDA) and
now by the Greater London Authority
(GLA), with a huge base of educational
institutions providing support in the form
of intellectual resources.

The main weaknesses in London
are the lack of private Incubators/
Accelerators and Venture Capitalists
who are willing to invest in anything
other than the nancial services.
The all-purpose start-up Incubators/
Accelerators which already exist are the
mostly from outside the UK.

The main threat to London is its focus
on knowledge-intensive services (53
percent), due to the strong nancial
aspect and the legal clusters which
leeches away the workforce from the
high-tech companies, as well as the
dilution of the LDAs efciency by its
assimilation by the GLA, which has
much less focus on innovation.
16
+ Favourable
- Unfavourable
+ High - Low
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Strengths Weaknesses
University Support
Has a higher than average level of
education and skills a high proportion
of Londons population possess tertiary
education.
Is home to more than 40 higher education
institutions.
Intel invests in UK institutes to create a
Global Center for Research in Sustainable
Connected Cities.
Silicon Roundabout
Three years ago, this area housed only
a dozen digital start-ups - now there are
over 300. Last.fm is based there, as are
SoundCloud and TweetDeck.
Techhub to nurture start-ups.
Lack of Capital
London has a funding gap, with 81
percent less capital raised by startups
before product market t than startups in
Silicon Valley.
Government Support
Grants in the form of competitions.
Relief schemes for SMEs and large
corporations.
Tax schemes for start-ups, the London
Stock Exchanges facilitation, and the
availability and encouragement of highly
trained professionals from traditional
sources.
.
People Culture
They are 9% less likely to work full time.
London has been slow in adopting mobile
platforms.
London entrepreneurs focus 81% more
on consulting as a side activity than SV
entrepreneurs.
Londons technology adoption is slower
than SV.
17
Low Investment in R&D
Much of Londons R&D investments
are made in higher education
institutes.
London has the lowest level of
business investment in R&D in the
UK.
FInancial And Legal Cluster
London has a strong nancial and
legal cluster.
Londons population is less likely
to be employed in medium-high
and high technology companies
and more likely to be employed in
knowledge-intensive services than
in the rest of UK and EU27.
Too much focus on knowledge-
intensive services and too little
emphasis on medium and high-
tech companies.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Opportunities Threats
Matching Business with Available
Labour
Under-utilization of the pool of potential
workers is not just economically wasteful
it will increase Londons inequality gap yet
further.
UK Government Plans
The UK Government is seeking to address
the economic development vacuum
that may be caused by the abolition of
the nine English RDAs, by creating a
three-year Regional Growth Fund that will
invest around 0.5billion a year (around
15% of the RDA budget), through open
competitions and the investment in the
best local projects that cover any topic or
any location.
The European crisis
Even though London is currently one of the
hottest start-up cities in Europe, along with
Berlin and Stockholm, there is increasing
start-up activity all over the globe that it
has to contend with.
Development of Shoreditch
It is the vision of UK Government to
introduce the concept of Tech City a
theoretical space stretching across
East London, from Old Streets Silicon
Roundabout to the Olympic Park.
They will provide support for the
Roundabouts existing start-ups, as
well as encouraging larger technology
companies to move to the well-equipped
Olympic facilities, vacant after the 2012
Games.
UK government may also consider
tax breaks, as well as deregulation.
Employees
still have to pay 28 percent, which is
equivalent to what the banking sector
pays. This could be reduced to encourage
entrepreneurship.
18 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
5.4
million funding
1
million capital fund/
600.000
every year
LDA
London Development Agency
ERDF
European Regional
Development Fund
British Library
Business & IP Center
Knowledge
Connect
Knowledge Vouchers
10.000
MAXI
VOUCHER
3.000
MINI
VOUCHER
Best Practices
Clusters for the future
Knowledge Vouchers is a collaboration
between the British Library and
Knowledge Connect, both of whom
were funded by LDA, additionally
the ERDF in the case of Knowledge
Connect. They give out two types of
vouchers. The rst are 3,000 mini-
vouchers for testing concept designs,
strategic and technical development,
and market research and investigation.
The second are 10,000 maxi-vouchers
for performing R&D for new products
and services, the creation of preliminary
prototypes, plus software development,
testing and validation.
Free access to the extensive intellectual
property resources (e.g. databases of
business, company and industry information).
Physical Location for entrepreneurs to
network.
Topical sessions and Workshops with
business experts market competition.
Testing proof of concept.
Strategic or Technical
Development.
Market Investigation.
R&D of new products, services and
markets.
Prototyping.
Software development, testing and
validation.
Teams up businesses with experts in
universities, colleges or research institutions
to support their opportunity.
Wide range of free workshops.
Provides grants to eligible small businesses
(5 - 249 employees).
19 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Berlin
FUTURE ORIENTED
SECTOR CLUSTERS
Region: Europe
Population: 4.5 m
GDP: US$ 133 billion
GDP/cap: US$ 37,935
Patents: 6,624.7
Public R&D Expenditure: 2.78%
Data: 2012
Strongest Drivers
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV 21
Berlin
Berlin is a city that is constantly evolving. The fast development of its urban structures, the
international mix of its population and the economical development of its cultural network
are all making Berlin an extremely attractive city for entrepreneurs to live in and to build
their ideas within.

The support that the government provides creates an outstanding landscape that
promotes science, education and research. Government becomes the foundation of the
innovative ecosystem of this city, and the clusters created around modern sectors drive
the increasing competitiveness of the region in the international market.

With a reasonably sizable and afuent population, Berlin has positioned itself as one of
the most attractive environments for entrepreneurs, with specic focus on the young
European online start-up scene.
Trendsetter
Mindset
Support
Talent
Performance
Funding
Startup Output
Differentiation
Startup Ecosystem Report 2012
compared to: 20 cities compared to: 141 countries
Global Innovation Index 2012
Innovation Input Subindex
Innovation Output Subindex
Germany Berlin
23
7
26 16 16
Institutions
Human &
Research Capital Infrastructure
24 24
Market
Sophistication
Business
Sophistication
10 12
Knowledge &
Technology Output Creative Output
22 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
The Ecosystem
Berlins ecosystem is characterized by a
strong knowledge base, but is also one
that also struggles to link with industry
and private funding.
Senate of Berlin
The Senate is the heart of the engine
that decides future innovation strategies,
and one that has focused on the
development of technology parks and an
R&D landscape. It is ensuring nancing
through the Investment Bank Berlin (IBB),
as well as attempting to attract foreign
investments.
Startup Community
Fueled by a strong working morale and
well trained people, the community is
very active and interlinked. Nevertheless,
the Incubator and Venture Capitalist
power is concentrated in the hands of
a few, very inuential people and their
organizations. This makes quick, agile
reactions possible, but in certain cases
may result in less transparency than is
desirable in their activities.
Universities/ R&D
Berlin has a unique landscape
of universities, R&D centers and
independent research institutes that
seek to co-operate with the business
sector through spin-off GmbHs and
laboratories.
P
r
iv
a
t
e

R
&
D
J
o
in
t la
b
o
ra
to
rie
s
&
in
v
e
s
tm
e
n
t in
R
&
D
H
u
m
b
o
ld
t In
n
o
v
a
tio
n
G
m
b
H
S
pin O
ff S
chool
Spin Off Zone
I
n
d
e
p
e
n
d
e
n
t

R
&
D
T
S
B

In
n
o
v
a
t
io
n
s
a
g
e
n
t
u
r

B
e
r
lin
T
S
B

T
e
c
h
n
o
lo
g
ie
s
tiftu
n
g

B
e
r
lin
S
e
n
a
t
e

o
f

B
e
r
l
i
n
M
a
s
t
e
r

P
la
n

2
0
1
0
-
2
0
2
0
I
n
n
o
v
a
t
i
o
n
s
t
r
a
t
e
g
i
e

B
e
r
l
i
n
-
B
r
a
n
d
e
n
b
u
r
g
V
e
n
t
u
r
e

C
a
p
i
t
a
l
B
u
s
i
n
e
s
s

A
n
g
e
l
s
I
n
v
e
s
t
i
t
i
o
n
s

B
a
n
k

B
e
r
l
i
n
P
r
o
f
it

P
r
o
g
r
a
m
S
t
a
r
t
u
p
s
P
r
i
v
a
t
e

E
n
t
e
r
p
r
i
s
e
s
I
n
n
o
v
a
t
i
v
e

&

g
r
o
w
t
h

o
r
i
e
n
t
e
d

i
n
d
u
s
t
r
y

c
l
u
s
t
e
r
s
I
n
c
u
b
a
t
o
r
s
E
u
r
o
p
e
a
n

F
o
n
d
e
r
s

F
o
n
d
Technology Parks & Foundation Centers
T
e
le
k
o
m
In
n
o
v
a
tio
n
L
a
b
o
ra
to
rie
s
T
e
c
h
n
is
c
h
e
U
n
iv
e
rs
ita
t B
e
rlin
&
D
B
a
c t a
s

v
e
n
t
u
r
e

b
u
ild
e
r

&

a
c
c
e
le
a
r
a
t
o
r
fo
c
u
s

o
n

fu
t
u
r
e

g
r
o
w
t
h

in
d
u
s
t
r
ie
s
in
v
e
s
t
s

m
a
in
ly

in

S
M
E
s
a
l l
r
e
g
i o
n
a
l
f
u
n
d
s
d
is
trib
u
te
d
to
IB
B
invests 25
%
o
f ye
a
rly
b
u
d
g
e
t o
n
in
n
o
v
a
tio
n
s
u
p
p
o
rt (4
b
il/ 2
0
1
2
)
Government
Capital
Universities/ R&D
Companies
23 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Current Situation
I
m
p
a
c
t

o
f

K
e
y

F
a
c
t
o
r
s
Presence of Key Factors
Capital from International
VC or Angels
High Skilled Specialized
Human Capital
Lack of Support for
Internationalization/
Growth of SMEs
Transparency of Regional
Decision Process
Cultural Mix & Creative
Inspiration
Changes in Urban
Structures
Mindset
Attracting Investors
for R&D
Regional Funding
Cheap & International
Human Capital
Cooperation between
Science & Private Sector
Institutional Support
for Clusters
Startup Community
& Network
R&D Knowledge
Diffusion & Transfer
To Maintain
To Mitigate the Risks
To Increase Presence
To reduce the Risks
Berlin has excellent science and R&D
capabilities, based on a workforce
that is both highly qualied and 20
percent cheaper than other European
metropolitan areas.

There is, however, a strong private and
overall investment gap (80 percent
less private funding with respect
to Silicon Valley), making R&D and
new companies heavily reliant upon
the government for funding. The
government brings specic support
through nancial regulations favoring
investors in the Sector Clusters.

Despite English language prociency
among the population, the ecosystems
greatest barrier to competitiveness may
be that SMEs and Startups focus mainly
on local markets, and lack support for
internationalization.
24
+ Favourable
- Unfavourable
+ High - Low
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Strengths Weaknesses
Workforce
Berlin is Germanys biggest and most well-
trained labor market.*
It also has a multi-national workforce with
low labor costs.**
Funding Policy
The Government provides strong support
for all funding stages, and international
funding in key industries such as health-
care, energy, transport, Logistics, ICT and
photonics.
Culture
Berliners are less individualist than the
general population, but they continue to
be risk averse. This means the population
is less prone to taking the necessary risks
typically involved in entrepreneurship.
Smart City
Due, in part, to a well functioning and
constantly improving infrastructure, Berlin
has one of the worlds highest standard of
living levels. ***
Attractive for SMEs
Berlin is the governmental and economic
center of Germany, as well as being
strategically centered in Europe, providing
access to both Eastern and Western
Europe.
Ideal market size for start-ups (3.5 million)
with strong SME tradition.
*Highest researcher and academic per
capita ratio in Germany
**20 percent less than other European
metropolitan areas
***16/121 Mercer Ranking of living standard
Accelerators
There is not a great deal of variety nor
number of Accelerators, which skews the
power balance unnecessarily towards
existing ones. Such is the case of Rocket,
which has led to shortage of programmers.
25
Opportunities
Financial Crisis
The nancial crisis worked as a spark that
pushed people towards becoming less
risk averse, and reduced the cultural fear
towards failure.
Logistics
The government investment in
infrastructure has led to cheaper and faster
ways to import and export from Berlin.
International
Initiatives to promote cross-border
investment have arisen from both sides:
the Minister of Economics took 100
entrepreneurs to Silicon Valley in order to
seek support. In return, Bill Gates and his
peers have invested over $35million in
German start-ups through Research Gate.
Threats
Financial Crisis
The nancial crisis has also led to public
budget cuts both at a national and
European level. In an ecosystem that still
relies upon the government for funding,
this has reduced available funds for
entrepreneurs and technology centers,
thus reducing incentives for foreign
companies to invest in local businesses.
City Trends
Due to the citys growing attractiveness,
living costs such as rental fees are
booming, and at the same time available
space is being reduced, which acts both
as a detractor of potential talent and as
discouragement to entrepreneurship in the
shape of rising labor costs.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Best Practices
Optical Technology
ICT Media &
Creative Industry
Biotechnology
Transport/ Traffic
Mobility
Medical Technology
Steering Committee
The Senate of Berlin & Brandenburg
Cross Cutting Themes: Clean Tecnologies/ Security/ Materials & Production/ Automation Engineering
All Industry &
Research entities
InnoBB:
Future Oriented Clusters
InnoBB is an strategy initiated by Berlin
and Brandenburg to make their region
more competitive with clusters of future
focused sectors on the international
market. Some of them belonged
already to Berlins specialities, e.g.
Pharmaceutical Sector, while others
like ICT, came into focus due to the
development of a start-up community in
the city. The aim is to to grow a unique
prole of future growth branches and to
bundle the knowledge of all stakeholders
in an effective and sustainable way.
Clusters allow an efcient usage
of resources, a fast evolvement of
professional networks and support
interlinked projects.
26 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Best Practices
C
r
e
a
tio
n
R
e
s
e
a
r
c
h

&

G
u
i
d
a
n
c
e

f
o
r

U
n
iv
e
r
s
ity
in
p
ro
jects with third parties
Subsidiary
Enterprise
Humboldt
University
Humboldt
Innvation
GmbH
SpinOffs
Industry
Humboldt Innovation GmbH
The Humboldt Innovation GmbH is a
spin-off and total subsidiary enterprise
of the Humboldt University, and acts
as a comprehensive interface between
the university and industry, for example
between science and business. It
positions itself between business and
academia and performs research
projects & start- up development with
third parties. Since 2005 it has overseen
the implementation of 34 successful
spin-offs and over 500 research
projects.
27 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Santiago
GLOBAL ENTREPRENEURSHIP
COMMUNITY
Region: South America
Population: 6.6 m
GDP: US$ 101.7 billion
GDP/cap: US$ 15,208
Patents: 1106
Public R&D Expenditure: 0,4%
Data: 2012
Strongest Drivers
Santiago has developed a fast-growing innovative ecosystem within the last decade.
With a population twice the size of Silicon Valley, Santiago is considered the agricultural,
mining, nancial and transportation hub of Chile.

Over the last ve years the Chilean Government has made strong and successful efforts
to position Santiago as the upcoming Internet Technology Hub of Latin America.

This challenge is not insignicant, considering that Chile isnt even yet classied as
an innovation-driven economy by the OECD. Nevertheless, the country ranks 39th in
the Global Innovation Index Report and the city of Santiago was noted as an example
of a extremely efcient start-up ecosystem among 20 similar cities by the start-up
Ecosystem Report of 2012. The city has beneted hugely from government initiatives,
such as Start-Up Chile, that are designed to attract and foster new start-ups.

In addition, innovation and applied Research & Development are key strategic elements
to aid Chile in becoming a fully developed country by 2020.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV 29
Santiago
Trendsetter
Mindset
Support
Talent
Performance
Funding
Startup Output
Differentiation
Startup Ecosystem Report 2012
compared to: 20 cities compared to: 141 countries
Global Innovation Index 2012
Innovation Input Subindex
Innovation Output Subindex
Chile Santiago
43
34
29 75 44
Institutions
Human &
Research Capital Infrastructure
50 57
Market
Sophistication
Business
Sophistication
85 44
Knowledge &
Technology Output Creative Output
30 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
The Ecosystem Public Institutions
Public institutional support is the major
milestone of the innovative ecosystem in
Santiago.
Public authorities are making continual
strong efforts to create a favorable
entrepreneurial environment by attracting
talent and capital from abroad, and
encouraging international companies and
institutions to locate their R&D operations
in Santiago.
Such efforts also provide strong nancial
support when starting new nancing
programs, as well as restructuring the
previous ones. Public institutions have
taken over the role as facilitator between
entrepreneurs and the private industry,
which are less involved in the ecosystem
in comparison to universities and
governments.
Universities
The activities of Santiagos universities
have a huge impact upon the innovation
efforts in the city. They act as a sponsor,
including both tangible and intangible
support.
Network Incubator
Model
The incubation network is well developed
and co-nanced by public institutions,
universities and private investors.
This helps ensure accelerated growth
and creates a high impact upon
entrepreneurship, with an emphasis
on technological innovation and
entrepreneurial capability.
S
t
a
r
t
u
p
s
C
o
m
p
a
n
i
e
s
F
o
r
e
i
g
n

E
n
t
r
e
p
r
e
n
e
u
r
s
A
c
c
e
l
e
r
a
t
o
r
s
F
u
n
d
s
:

R
i
s
k

&

S
e
e
d

C
a
p
i
t
a
l
B
a
n
k
s
V
e
n
t
u
r
e

C
a
p
i
t
a
l
I
n
n
o
v
a

C
O
R
F
O

R
e
g
i
o
n
S
T
A
R
T
U
P

C
H
I
L
E
C
O
R
F
O

(
C
h
ile
a
n

E
c
o
n
o
m
ic

D
e
v
e
lo
p
m
e
n
t

A
g
e
n
c
y
)
C
O
N
Y
S
IT

(
C
o
m
is
i
n

N
a
c
io
n
a
l
d
e

In
v
e
s
t
ig
a
c
i
n

C
ie
n
t
f
ic
a

y

T
e
c
n
o
l
g
ic
a
)
F
O
N
D
E
R

(
F
o
n
d
o

d
e

F
o
m
e
n
t
o

a
l
D
e
s
a
r
r
o
llo

C
ie
n
t
f
ic
o

y

T
e
c
n
o
l
g
ic
o
)
In
n
o
v
a
t
io
n

C
e
n
t
e
r
s
(C
e
n
tr
o

In
n
o
v
a

M
o
v
is
ta
r
/

C
e
n
tr
o

S
o
fo
fa
)
In
t
e
r
n
a
t
io
n
a
l
C
e
n
t
e
r
s

o
f
E
x
c
e
lle
n
c
e
R
&
D

C
e
n
t
e
r
s

(P
u
b
lic

&

P
r
iv
a
t
e
)
N
etw
ork Incub
ator M
od
el
(Private-State-U
niversities)
U
n
iv
e
rs
itie
s
(U
n
iv
e
rs
id
a
d
d
e
S
a
n
tia
g
o
)
In
n
o
va
tio
n
C
e
n
te
rs IN
N
O
V
O
A
n
g
e
l

N
e
t
w
o
r
k
(
1
0
8
3

i
n
v
e
s
t
o
r
s
)
T
e
c
h
n
o
lo
g
ic
a
l C
e
n
te
r
s
S
u
p
p
o
r
t

g
r
o
w
t
h

s
t
a
g
e
F
in
a
n
c
e
C
o
lla
b
o
r
a
t
iv
e

N
e
tw
o
rk
in
g
B
a
n
k

L
o
a
n
s
R&D Funds
D
e
m
a
n
d
R&D
Projects
C
re
a
te
F
in
a
n
c
e
Finance
Government
Capital
Universities/ R&D
Companies
31 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Current Situation
I
m
p
a
c
t

o
f

K
e
y

F
a
c
t
o
r
s
Presence of Key Factors
Private Fundings: Capital
from VC or Angels
Knowledge Diffusion/
R&D Transfer/ Business
Expenditures
Evaluating Tools
Risk Aversion of Banks
Administrative Barriers &
Bureacracy
Human Capital Education
Incubator & Accelerator
Environment
Physical
Infrastructure
Entrepreneurial
Community
Great Entrepreneurial
Mindset
Attracting foreing
Investors & Entrepreneurs
Institutional Support
To Maintain
To Mitigate the Risk
To Increase Presence
To Reduce the Risk
Industries and private nancing
structures are less involved than
compared to the government and
universities.
Corfo tries to ll the gaps in the
nancing cycle, taking an active role by
designing and offering seed and risk
capital lines. Angel Investors tend to
support the growth stage and income-
generating projects which are not
excessively risky, but it remains that
96 percent less funding is raised by
Santiagos start-ups when compared to
Silicon Valley.
There is a low level of knowledge
diffusion and R&D transfer between
companies and universities. Close to
40 percent of total R&D expenditure is
carried out by universities, and is mainly
located in Santiago: at the two largest
universities, namely the University
of Chile and the Catholic University.
Universities are just beginning to include
R&D projects from companies.
The ecosystem is changing at an
accelerated rate and has experienced
an important growth during the last ve
years, due to the strong efforts of the
authorities to attract foreign investors
and to make the ecosystem less
bureaucratic and more transparent.
32
+ Favourable
- Unfavourable
+ High - Low
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Strengths Weaknesses
Incubation Environment
There is a growing business of the incubation
industry that is extremely strong in networking
and has a high impact on entrepreneurship.
On the other hand, whilst it has simple
administrative procedures, it also tends
to emphasize high value services such as
consulting, training and networking.
Additionally, there are informal meetings with
industry experts to bring on professionals in
order to mentor their clients.
Linking informational role (government funding
line).
Public authorities
Public authorities design new nancing
programs, restructure old ones, or act as
a facilitator between entrepreneurs and the
private industry.
They demonstrate to other hubs and political
decision-makers that it is possible to nurture,
sustain and foster an entrepreneurial mindset in
order to become self-sufcient. Santiago needs
to build start-ups by attracting talent and capital
from abroad.
Encourage international companies and
institutions to locate their R&D operations in
Santiago.
Private actors involvement
Lack of industry involvement in comparison
to universities and government.
Lack of capital from Venture Capitalists
or Angels. The people investing seed
money do not typically come from the
private sphere. The Chilean Economic
Development Agency is involved
in providing most of the important
capital.
Banks are reluctant to loan money to early-
stage entrepreneurs as such investments
are considered risky.
Entrepreneurs are used to facing a critical
phase in the development of a new
business during the initial stages.
Administrative Legitimation
There are important administrative and
bureaucracy obstacles for entrepreneurs,
especially in terms of access to banking
services.
New companies only receive 9.4 percent
of public support programs.
In addition the Incubator level does not
yet have a clear system for evaluating the
performance of Incubators.
Universities Network
Universities are starting to show interest
towards the incorporation of company
projects based in I+D results.
The majority of Incubators are located
on university campuses in order to
gain access to university expertise and
resources.
The major Incubators in Chile are either
funded to some degree by or work closely
with universities.
Regulation Cost
Bankruptcy legislation (the last change in
tax policy did not include incentives for
companies that hire university R&D centers
of technological institutes).
It can take months for entrepreneurs to
extricate themselves from a doomed
venture. By the time they do, their assets
have more than likely shriveled. In the
United States, lenders recover about 80
percent of the value of their investment
from a failed venture, compared to around
30 percent in Chile.
Knowledge Diffusion
Human capital and research:
Fifty percent less Masters & PhD
compared with Silicon Valley.
Public expenditure on education per
pupil (78th in global ranking).
Teacher per pupil ratio at the secondary
level (101st global ranking).
International co-operation:
The patented co-operation treaties with
foreign investors are not sufciently
developed.
Low R&D transfer.
33 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Opportunities Threats
Culture
The Santiago start-ups ecosystem has
the same healthy variety of start-ups that
target consumers, enterprises and SME
customers as Silicon Valley.
Education
Santiago entrepreneurs are less educated
than Silicon Valley entrepreneurs.
Culture
The ecosystem generally does not have
a healthy distribution of start-ups across
the start-ups life-cycle, with only a small
number of late stage start-ups.
Santiago entrepreneurs are much less
likely to tackle markets in which theyve
had previous experience.
Political initiatives can help to kick start a
start-up ecosystem (attracting talent and
capital from abroad).
Santiago start-ups are 31 percent more
likely to monetize directly than Silicon Valley
start-ups.
Innovation
Chilean companies are highly innovative:
93.5 percent rms that introduced
product innovations.
94.3 percent rms planning to innovate
more in 2014.
34
Work
Startups in Santiago employ as many
people per stage as start-ups in Silicon
Valley.
Economics
Chile has plenty of infrastructures, high
industrialization and economies of scale.
Political
Economy and institutions are stable and
respectable.
Their political iniciatives can help to kick
start a startup ecosystem (attracting talent
and capital from abroad).
Santiago startups are 31% more likely
to monetize directly than Silicon Valley
startups.
Social
The key challenges of Santiago start-ups
are similar to those experienced by Silicon
Valley start-ups. Both focus on customer
acquisition, building products, funding and
building successful teams.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Best Practices
Favorable environment
for entrepreneurs
Development of
innovation ecosystem
STARTUP
CHILE
Chilean
Government
Ministry of
Education
Ministry of
Economy
CONICYT
FONDEF
FONDCYT
CORFO INNOVA
Chile
US$40.000
1 Year
Working Permit
Easy access to offices
Funding Give Away
Develops organic growth
Attracts & retains talent
Innovative workspaces
Supports entrepreneur initiatives
Enable
Partnerships
Creation of
Innovation Hubs
Attraction of foreign Investors
Startup Community
The Start-Up Chile program is cited as
a key driver of Santiagos ecosystem for
entrepreneurship and innovation.
Its objectives are:
35
- To foster the interaction and
transfer of knowledge between
Chilean and global entrepreneurs.
- To strengthen the brand
awareness of Chile as an innovative
ecosystem.
- To enhance local entrepreneurship
development by retaining projects
with high growth potential.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Tel Aviv
HIGHLY ORGANIZED
R&D COOPERATION
Region: Asia
Population: 414,000
GDP: US$ 132 billion
GDP/cap: US$ 37,767
Patents: 2665
Public R&D Expenditure: 4.3%
Data: 2012
Strongest Drivers
Tel Aviv is the second most populous city in Israel with a population of 414,000. It is
known for its vibrant and creative environment. Tel Aviv attracts young, well-educated
employees and successful businesses which, together with governmental initiatives,
have turned Tel Aviv into a start-up and innovation ecosystem with potential world-
leading capabilities.
Tel Aviv is the city with the most start-up per capita in the world, and has the best quality
of scientic research.
In addition, Israel is the country which invests the highest percentage of their GPD into
R&D, and attracts the most venture per person in the world.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV 36
Tel Aviv
Trendsetter
Mindset
Support
Talent
Performance
Funding
Startup Output
Differentiation
Startup Ecosystem Report 2012
compared to: 20 cities compared to: 141 countries
Global Innovation Index 2012
Innovation Input Subindex
Innovation Output Subindex
Israel Tel Aviv
19
9
47 4 21
Institutions
Human &
Research Capital Infrastructure
9 19
Market
Sophistication
Business
Sophistication
10 27
Knowledge &
Technology Output Creative Output
37 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
The Ecosystem
MNCs
MNCs are important in
every ecosystem, as they
provide not only funding, but
also knowledge, R&D, and
international recognition.
Investors
A fairly unique aspect
of Tel Aviv is concerned
with funding. The city has
investors for every step of
the way, from pre-seed, late
seed and early growth. This
increases the success rate
of start-ups, as they seldom
face the issue of the lack of
funding opportunities.
S
t
a
r
t
u
p
s

(
6
0
0
+
)
I
s
r
a
e
l

C
o
m
p
a
n
i
e
s
I
n
c
u
b
a
t
o
r
s
A
n
g
e
l

C
a
p
i
t
a
l
F
o
r
e
i
g
n

C
o
m
p
a
n
i
e
s
A
c
c
e
le
r
a
t
o
r
s

(
1
0
)
O
f
f
ic
e

o
f

t
h
e

C
h
ie
f

S
c
ie
n
t
is
t
M
A
T
IM
O
P

(N
a
t
io
n
a
l
A
g
e
n
c
y

fo
r

in
d
u
s
t
r
ia
l
R
&
D

C
o
o
p
e
r
a
t
io
n
)
G
lo
b
a
l
E
n
te
r
p
r
is
e

R
&
D

C
o
o
p
e
r
a
tio
n

F
r
a
m
e
w
o
r
k
T
e
c
h
n
o
lo
g
ic
a
l In
c
u
b
a
to
rs
(3
)
R
&
D
C
e
n
t
e
r
s
T
e
l A
v
iv
U
n
iv
e
rs
ity
R
a
m
o
t
M
i
c
r
o
f
u
n
d
s
V
e
n
t
u
r
e

C
a
p
i
t
a
l
M
u
l
t
i
n
a
t
i
o
n
a
l

C
o
r
p
o
r
a
t
i
o
n
s
T
u
rn projects into Startups
Y
O
Z
U
M
A
85%
of C
ap
ita
l
R&D Commercialized
Government
Capital Universities/ R&D
Companies
38
Ofce of the Chief
Scientist
The Ofce of the Chief Scientist
is the Ministry of Industry, Trade
and Labor of Israel. It created the
Venture Capital market through
the Yozma fund, making use of
the immigration of scientists and
engineers from the former Soviet
Union by creating technological
start-ups and research. It also
created MATIMOP, which is in
charge of organizing international
R&D.
Ramot at Tel Aviv
University
Ramot is the commercial arm of
the Tel Aviv University. It works
as a mediator between industry
and the university. On one hand
it helps university projects to nd
industrial collaborators or for them
to create start-ups, and on the
other it informs companies about
projects currently being researched,
to encourage collaboration on
common subjects.
The four Key players in Tel Avivs ecosystem:
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Current Situation
I
m
p
a
c
t

o
f

K
e
y

F
a
c
t
o
r
s
Presence of Key Factors
Quick Adjustment to
Change
Job growth through startups
Tertiary Education Graduates
Youthful environment
Small domestic market
Political Instability
Attracting Foreign
Investors &
Entrepreneurs
Entrepreneurial
community
Great Entrepreneurial
Mindset
IKnowledge diffusion
and R&D Transfer
Capital from VC and
Angels
Governmental
support/Involvement
To maintain
To Mitigate the Risk
To Increase Presence
To Reduce the Risk
The three main threats to the innovative
ecosystem of Tel Aviv are the
conservative culture hindering the quick
adjustment to new trends, reserved
management styles and political
instability.

Furthermore, the constant threat of
terrorism in the city places investors ill
at ease.

One of the main problems the
ecosystem faces is the size of the local
market. Israel has a comparatively small
population. This leads to the migration
of many start-ups from Tel Aviv once
they are successful, in order to access
a larger market.

The strengths of the Tel Aviv ecosystem
are governmental support, funding and
knowledge diffusion, the latter of which
is especially extensive in Tel Aviv. This
occurs not only through MATIMOP and
Ramot, but also through the global
enterprise co-operation framework,
which is in charge of co-ordinating
research undertaken in R&D centers,
MNCs and local SMEs.
39
+ Favourable
- Unfavourable
+ High - Low
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Strengths Weaknesses
Fonds
Tel Aviv has:
Bilateral-Funds with Canada,USA,
Korea and Singapore.
Multilateral Funds with Europe.
Venture Capitalists.
Every Stage of investment covered by:
accelerators and angel investors, Angel
capital, Micro Funds and Venture capital.
Mentoring
Incubators and Accelerators created
by the private sector, the universities,
multinational companies and the
government.
Even though most technology Incubators
are privatized, the government pays 15
percent of the required capital for a project
whilst the incubator owner pays the
remaining 85 percent.
Foreign Dependency
Israel has a very small market where a
high percentage of knowledge and goods
come from the external sources, therefore
products must be of sufcient interest to
the foreign market for a start-up to become
successful.
Lost Potential
Many Israeli start-ups are sold to the US
market and become absorbed into global
rms, never really expanding in Israel.
The information and communication
technology sector accounts for around 20
percent of total industrial output and only 9
percent of business sector employment.
The returns in terms of long-term job
creation and income growth have not been
maintained, despite continued investment
in high-tech industries.
R&D
2240 Foreign centers in Israel.
Joint R&D with US, Latin America, Europe
and AsiaPacic.
The Global Enterprise R&D Cooperation
Framework.
Programs to encourage the Establishment
of R&D Ccenters in Israel for the
servicebenet of international projeccts for
MNCs.
University Ramot at Tel Aviv University.
City Branding
Non-stop city (young population, attractive
businesses, nightlife, rising real-estate
demand,individualism, liberalism,
hedonism , freedom)
Global city: Tech Mile, creation of
municipal high-tech hubs, conferences
and events.
Culture
The conservative culture and slow pace
of adaptation towards new technologies,
management processes and business
models could hinder Tel Aviv from
becoming the number one innovative
ecosystem.
Similar to Silicon Valley
The ecosystem of Tel Aviv makes direct
comparison for foreign investments and
projects to the ecosystem of Silicon Valley.
Bilateral-Funds with Canada, USA, Korea
and Singapore.
Multilateral Funds with Europe. Venture
Capitalists.
Every Stage of investment covered by:
Accelerators and Angel Investors, Angel
Capital, Micro Funds and Venture Capital.
40 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Opportunities Threats
Economic
Israel has the highest density of tech start-
ups in the world.
Sixty-three Israeli companies are listed
on the tech-orientated NASDAQ, which
is more than Europe, Japan, Korea, India
and China combined.
Attract foreign investment (UE, USA), and
entrepreneurs.
Political
Israel is very unstable country, politically
and is in constant threat of terrorism and
bombings.
Tel Aviv startups are less ambitious:
Israel startups are 46 percent more
likely to tackle smaller markets.
The average company performance (in
growth & revenue) is lower than of other
ecosystems.
Employees are 9 percent less
committed to work full time before
product market t.
Social/Culture
Tel Aviv has the second highest output
index of start-ups with a healthy funnel of
new enterprises across the developmental
life-cycle, a highly developed funding
ecosystem, a strong entrepreneurial
culture, a vibrant support ecosystem and a
plentiful supply of talent.
Israel is a country of immigrants. Youthful
environment.
Political
Almost every major tech company
across the world today has some
kind of subsidiary in Israel, including
Intel, Microsoft, Google and Cisco.
Consequently, 39 percent of Israeli
high-tech employees work in the R&D
departments of multinational companies.
41
Commercial
Tel Aviv has a slow adoption speed
of new technologies (such as
programming languages), business
models (new types of monetization)
and management processes (data
driven decision making).
They care more about building a
great product than changing the
world.
SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Best Practices
YOZMA
Yozma is a program designed by
the Israeli government with the aim
of creating a real market for Venture
Capital in the country. The state set up
a US$100 million fund. Together with
strategic international partners, Yozma
then set ten drop-down funds and
one state-run fund. The government
had a minority role in the funds, and
no interference rights in the investment
choices.

Additionally, the collaborators had the
option to buy the states shares within
ve years for a very favorable price.

The funds focused on early-state high-
tech companies. In total, they invested in
217 projects and companies and eight
of these companies made use of the
buy-out option.
Ramot at
Tel Aviv University
Ramot fosters, initiates, leads
and manages the transfer of new
technologies from university laboratories
to the marketplace, by performing all
the activities relating to the protection
and commercialization of inventions
and discoveries that are made by
faculty, students and other researchers.
Ramot provides a dynamic interface,
connecting industry to leading-edge
science and innovation, offering new
business opportunities within a broad
range of emerging markets.
State
Entrepreneurs
10
217
projects
Strategic
International
Partners
Drop Down Funds
1
State Run Fund
US $100.000
million funding
After 5 Years
Collaborators can buy State shares
42 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Best Practices
Technological Incubator
Program
The Technological Incubator Program
was an initiative by the government to
smartly use the knowledge available
through the immigration of scientists and
engineers from the former Soviet Union.
They are a private legal entity intended
to invest in high risk projects that would
normally nd recruiting private investors
difcult.

The companies stay in the Incubator for
approximately two years, and receive
between US$ 500,000 and
US$ 800,000 depending on the project.
Eighty-ve percent of this money is
given by the Israeli government and 15
percent by the Incubator itself. In return
the Incubator receives up to half of the
shares, whilst the government receives
between three and ve percent in
royalties from revenue generated, until
the full grant plus interest is paid back,
but only if the company is successful.
The Global Enterprise R&D
Cooperation
The program encourages MNCs to
conduct joint R&D Projects with Israeli
partners whilst focusing on the activity
in the national preference zones and/or
traditional industries.
Company
Succesful
Company
15%
Incubator
(Grant + Workspace + Expertise)
US $500K - US $800K
85%
Government
(Grant)
2 Years
Focus on: High Tech,
Biotech and Environment
Incubation Period
50%
Shares for
Incubator
3-5%
of Revenues
for the Government
until full grant +
interests is paid.
43 SILICON VALLEY LONDON BERLIN SANTIAGO TEL AVIV
Innovative ecosystems can grow and become thriving environments by
means of many different methodologies or support measures. Factors
such as the strength of the scientic landscape, governmental strategies
and support, and the transparency of the overall access for start-ups
into the system are crucial when it comes to inuencing the overall
development of an innovative ecosystem.
Once a system is well established and secure in the entrepreneurial
setting of a region or city, it must gain autonomy. The less the government
is involved in the long term, the more sustainable an ecosystem becomes.
One of our missions at Opinno is to help governments implement world-
class innovation ecosystems in Latin America and the rest of the world, in
order to accelerate innovation cycles and to create disruptive innovations,
in addition to protable products and services.
At Opinno we think that one of the main key factors is the implementation
of Lean methodologies within these ecosystems, which fosters the
acceptance of failure and raises the effectiveness of new businesses to
deliver products and services that solve real world problems and needs.

Another key factor for us is the adoption of an Open Innovation framework
a framework to create a high value network that establishes a natural
partnership amongst governments, organizations, entrepreneurs and other
entities, including large institutions such as MIT, Harvard, Stanford, and
where, in a transparent manner, everyone adds the right value and, at the
same time, benets from each other.
Final thoughts
At Opinno we believe that any ecosystem that wants to create real long-
term value in terms of innovation should:
Dene its identity via a clear focus upon the development of strategic lines,
seeking the differentiation from other ecosystems (by type of innovation,
by sector ...) and keeping in mind that innovation is not just a group of
PhDs thinking together, but requires a mix of both hard and soft skills that
range from pure science to creativity at its best.
Think on the long term with the right engagement for the plan. There is
little sustainability in short-term actions without continuity, and only a well
elaborated mid-term and long-term action plan, in conjunction with the
right engagement, will deliver the opportunity to build a fully independent
ecosystem that is not directly attached to government policies or the
general economic situation.
Accelerate the innovation and entrepreneurial process by removing
unnecessary bureaucracy, creating incentives for innovation through scal
tools and lightening the process of talent immigration and tax-schemes for
new companies.
Facilitate the integration of the different innovation agents in the country
(universities, MNCs, research centers, technology centers, public
administration...) through a legislation system in favor of the agents.
Have faith in the talent and the inclusion of innovation and technological
thinking in the educational system.
ANNEXES
I. Global Innovation Index 2012
Research Indicators
1 ANNEXES
INSEAD and the World Intellectual Property Organization (WIPO, a
specialized agency of the United Nations) & Knowledge Partners: Alcatel-
Lucent, Booz & Company and the Confederation of Indian Industry &
Advisory Board of eleven experts & Statistical audit by the Joint Research
Centre of the European Commission.
Qualitative and quantitative research methods:
The 2011 edition of the EOS included 126 questions; 13,395 surveys
were retained for tabulation, completed by business executives from 142
economies between January and June 2011.
External secondary data:
Crunchbase (visualized: SeedTable; BuzzSparks; SeedTableBlog),
Angellist, Global Entrepreneurship Monitor (GEM), Numbeo - cost of living,
TechAccelerators; Seed-DB.
84 indicators included in the Global Innovation Index (GII). A total of 59
variables are hard data; 16 are composite indicators from international
agencies, distin- guished with an asterisk (*), includ- ing ve indices based
on percent ranks for which an r was added; and 6 are survey questions
from the World Economic Forums Executive Opinion Survey (EOS),
singled out with a dagger (). The EOS has been conducted for over 30
years.
Global Coverage &
Broad Scope
141 country/ economy proles (App I)
Performances by region and by income
group
84 indicators; 62 hard data, 16 indices,
6 survey questions (App II Data Tables)
Effort to capture innovation in
emerging markets
Scaling of indicators (comparability,
stages in development)
Knowledge diffusion/ absorption
Relative strengths/ weaknesses (cutoffs
based on percentage of countries with
scores above/ below)
Transparent Methodology
Year-on-year comparability of results
(Annex 2)
Statistical audit (Annex 3, Condence,
interval for rankings)
Sources and denitions (App 3) and
theoretical notes (App IV)
Framework adjusted for relevance
and timeliness
35% of data from 2011, 35% from
2010, 21% from 2009
New data from ISO, STO, GMAT,
ZookNIC, Google
New sub-pillars: Ecological
sustaintability and Online creativity
Innovation Input Subindex
Regulatory
Environment:
+ Regulatory Quality
+ Rule of Law
+ Cost of Redundancy
dismissal
Tertiary Education:
+ Tertiary Enrolment
+ Graduates in
Science
+ Engineering tertiary
inbound and outbound
General Infrastructure:
+ Electricity output/
consumption
+ Gross capital
formation
+ Trade- transport
infrastructure
Investment:
+ Ease of protecting
investors
+ Market capitalization
+ Venture capital deals
+ Total value of stocks
traded
Innovation Linkages:
+ University-Industry
research collaboration
+ State of cluster
development
+ GERD nanced by
abroad
+ JVs
Knowledge Impact:
+ Growth rate of GDP
per person
+ New business
density
+ Total computer
software spending
+ ISO9001 quality cert
Creative goods &
services:
+ National feature lms
produced
+ Daily newspaper
circulation
+ Creative goods/
services exports
Innovation Output Subindex
Institutions
Human &
Research
Capital Infrastructure
Market
Sophistication
Knowledge &
Technology
Output
Business
Sophistication Creative Output
Political Environment:
+ Political Stability
+ Government
effectiveness
+ Press freedom
Education:
+ expenditure on
education
+ School Life
Expectancy
+ Assessment in Math
& Science
Information &
Communication
Technologies:
+ ICT access/ use
+ Govt. online service
+ Online e-participation
Credit:
+ Ease of getting credit
+ Domestic credit to
private sector
Knowledge Workers:
+ Knowledge-intensive
services employment
+ Business GERD
performance/nancing
+ GMAT mean score
Knowledge Creation:
+ National ofce patent
applications
+ Patent-cooperation
treaty applications
+ Science/ technical
journals
Creative intangibles:
+ National ofce/
+ Madrid agreement
trademark registrations
+ ICT and business/
organization model
creation
Business Environment:
+ Ease of starting a
business
+ Paying taxes
+ Resolving insolvency
R&D:
+ No. of researchers
+ Gross expenditure
on R&D(GERD)
+ Quality of scientic
research institutions
Ecological
Sustaintability:
+ Ease of starting a
GDP per unit energy
use
+Environmental
performance
+ ISO 14001
certicates
Trade & Competition:
+ Applied tariff rate
+ Import/export of
goods and services
+ Intensity of local
competition
Knowledge absortion:
+ Royalty and licenses
fee payments
+ High-tech imports
+ Computer
communication service
imports
+ FDI inows
Knowledge Diffusion:
+ Royalty and license
fees receipts
+ High-tech exports,
FDI outows
+ IT services exports
Online Creativity:
+ General/country-
code top-level domains
+ Wikipedia monthly
edits
+ Youtube-videos
ANNEXES 2
I. Global Innovation Index 2012
Research Indicators
10
5
United States
United Kingdom
15
17
39 Germany Chile
Israel
compared to
141
countries
Innovation Input Sub-Index
Innovation Output Sub-Index
Input Institutions Human Capital & Research Infrastructure Market Sophistication Business Sophistication
United States 9 17 22 1 2 9
United Kingdom 5 9 21 6 3 15
Germany 23 26 16 16 24 24
Israel 19 47 4 21 9 19
Chile 43 29 75 44 50 57
Output Knowledge & Technology Creative Output
United States 16 11 33
United Kingdom 5 8 14
Germany 7 10 12
Israel 9 10 27
Chile 34 85 44
/
ANNEXES 3
I. Global Innovation Index 2012
Research Indicators
ANNEXES 4
II. Startup Ecosystem Report 2012
Research Indicators
By Startup Genome & Telefonica Digital
Qualitative and quantitative research methods:
50+ interviews and case studies with entrepreneurs, investors and policy
makers from various locations globally (structured and unstructured
interview guidelines).
A web-based survey: StartupCompass.
Using external secondary data: Crunchbase (visualized: SeedTable;
BuzzSparks; SeedTableBlog), Angellist, Global Entrepreneurship Monitor
(GEM), Numbeo - cost of living, TechAccelerators; Seed-DB.
The index is based on data from more than 50,000 startups around
the world who are using the Startup Genomes Startup Compass, an
automated analyst in the cloud that helps businesses make better
decisions via benchmarks and actionable recommendations.
The ranking is made for 20 startup ecosystem: Silicon Valley, Tel Aviv,
Los angeles, Seattle, New York city, Boston, London, Toront, Vancouver,
Chicago, Paris, Sydney, Sao Paulo, Moscow, Belrin, Waterloo, Singapore,
Melbourne, Bangalore, Santiago.
Represents the total activity of
entreprenership in the region,
controlling for population size and the
maturity of startups in the region.
Measures the quality of the startup
ecosystem support network,
including the prevalence of
mentorship, service providers and
types of funding sources.
Measures how active and how
comprehensive the risk capital is in a
startup economy.
Measures how talented the
founders in a given startup
ecosystem are, taking into account
age, education, startup experience,
industry domain expertise, ability
to mitigate risk and previos startup
success rate.
Measures the total performance and
performance potential of startups in a
given startup ecosystem, taking into
account variables such as revenue,
job growth, and potential growth of
companies in the startup ecosystem.
Measures how quickly a startup
ecosystem adopts new technologies,
management processes, and
business models. Where startup
ecosystems that stay on the cutting
edge are expected to perform better
over time.
Measures how well the population of
founders in a given ecosystem thinks
like a great entrepreneur, where
a great entrepreneur is visionary,
resilient, has a high appetite for risk,
a strong work ethic and an ability
to overcome the typical challenges
startups face.
Startup Output
Support
Funding Talent Performance
Trendsetter Mindset
5 ANNEXES
II. Startup Ecosystem Report 2012
Research Indicators
compared to
20
cities /
Silicon Valley
London
Berlin
Tel Aviv
Santiago
Silicon Valley
London
Berlin
Tel Aviv
Santiago
20
14
6
19
0
20
16
10
20
0
20
11
8
9
10
20
12
8
16
0
20
19
1
16
2
20
18
3
13
17
20
7
16
4
8
Startup Output Funding Talent Performance
Support Mindset Trendsetter
ANNEXES 6
II. Startup Ecosystem Report 2012
Research Indicators
III. Silicon Valley Index 2012
Research Indicators
7 ANNEXES
Joint Venture Silicon Valley and Silicon Valley Community Foundation
with help from Californian departments for Education, Finance etc U.S.
Census Bureau, US patent and trade ofce etc.
Qualitative and quantitative research methods:
The survey elicits both a backward-looking as well as a forward-looking
indicator, thereby capturing the sentiment of the past six months trend
and its counterpart six months into the future. The survey is conducted
every month and over time is meant to develop an early warning system of
upswings and downswings in the Silicon Valley economy.
Using external secondary data:
US census bureau (all demographics), Population estimates 2012,
California departments for each sector, Joint Venture Silicon Valley network
data, 2010 American community survey, IPOhome.com, US Small
Business Administration.
5 indicators focusing on People, Economy, Society, Place and
Governance which are then further divided into sub-indiactors.