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Talent Network for Innovation Tripoli, 2125 October 2007 Molly Pollack

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... pilot project: a network of highly skilled Chileans living in the USA and Canada. ... Articulation of contacts with international network ... – PowerPoint PPT presentation

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Title: Talent Network for Innovation Tripoli, 2125 October 2007 Molly Pollack


1
Talent Network for InnovationTripoli, 21-25
October 2007Molly Pollack
2
The Story(1)
  • The World Bank (Knowledge for Development
    Diaspora Program) has promoted the creation of
    expatriate networks
  • The model seeks to stimulate the participation of
    emigrants in the development of their countries
    of origin
  • Chile was chosen to execute a pilot project a
    network of highly skilled Chileans living in the
    USA and Canada.

3
The Story (2) Why Chile?
  • Many positive elements already existed
  • Positive economic and political context
  • Public and private sector working with informal
    brain circulation networks
  • Good firms (first movers)
  • Promising and successful initiatives
  • A significant number of highly skilled
    professionals abroad
  • Next step move from informal networks to
    institutionalization

4
Previous experiences failed
  • Bureaucracy (public institution)
  • Rotation of staff
  • Lack of focus
  • No clear goals/ benefits/ contribution
  • No flexibility in management
  • No participation of members

5
Other networks today
  • DICOEX (Dirección de Comunidades de Chilenos
    Residentes en el Exterior)
  • ChileTodos (NGO)
  • PYMEGLOBAL (SME in Chile and abroad)
  • BIONEXA (Chilean Biotchnologists residing abroad)
  • Endeavor (International NGO promoting
    entrepreneurship)

6
Learning from the experience
  • To focus (sector, geographical area)
  • To be participative (members ARE the network)
  • To be flexible (according to members and context)
  • To be dynamic
  • Gradual growth (trial and error)
  • Privilege quality versus quantity (experience and
    commitment of members)
  • Permanent communication (each member is a world)
  • Public-private alliances
  • Look and learn at best practices from successful
    networks

7
The Story (3) first network
  • A Chilean network is started in January 2005 as a
    pilot project
  • Coordinated by Fundación Chile
  • Financed by the National Commission for
    Scientific and Technological Research (CONICYT)
    through its World Bank Technology and Science
    Bicentennial Program
  • Goal 6 to 8 members
  • No clear goals/activities/focus
  • Gradual formulation and growth

8
What is ChileGlobal?
  • An active international network of Chilean
    business owners and high level executives
  • and those with an affinity for Chile who
    are interested in contributing and sharing the
    success of the Chilean economy

9
Objectives
  • To help incorporate the country to the knowledge
    economy
  • To create and promote a mechanism of technology
    transfer and knowledge exchange, in order to
    increase network opportunities, access
    international advice and knowledge for the
    benefit of Chile while accelerating innovation

10
Where is it?
11
Why Fundación Chile ChileGlobal?
12
Fundación Chile
  • Private non profit organization (since 1976)
  • Increase competitiveness by promoting and
    developing high impact innovations in key sectors
  • Platform of interaction between government,
    private and academia
  • Internationally and nationally well known
    (salmon)

13
Sectoral Insertion of Members
14
Goals and Current Areas of Focus
15
Structure
16
Local Network Technical Secretariat
  • Local partner identification
  • Articulation of contacts with international
    network
  • Organization of events sectoral and regional
    networks
  • Coordination of regional nodes
  • Replicate pilot regional networks
  • Follow up and evaluation

17
Local Nodes University Entrepreneurship Centers
  • Link between local members and TS
  • Membersidentification
  • Select proposals and explain requirements
  • Propose projects and support services
  • Share responsabilities in events organization

18
Our Activities
19
Developing Highly Skilled Human Capital
  • Mentoring Program

GOAL To increase the exposure of Chilean
businesses and entrepreneurs to international
business ideas and knowledge, and help those
with the potential to grow to make the most of
appropriate domestic and international
opportunities.
20
Developing Highly Skilled Human Capital
  • Internship Program

GOAL To support and foster technological
development and innovation that will strengthen
and/or create new abilites in Chiles human
resoruces, by promoting strong university-company
ties, through innovation management training and
adoption of specific technologies.
21
Supporting the Development of Public Policies on
Innovation
  • Members provide key information and strategic
    advice to government agencies focused on
    innovation
  • This may include
  • International business trends
  • Market analysis
  • Innovation projects evaluation

22
Concrete results
  • Internship program (February 2007)
  • 3 students ROYAL Consumer Information products
    (completed)
  • 6 students CA Labs and ROYAL next November
  • Demonstration effect positive
  • Mentoring program
  • Biotechnology
  • Technologies of information and communication
    (TIC)
  • Support to public policies in innovation
    (CORFO-CONICYT)
  • Business and knowledge contacts

23
Successful experiencesInvestment
  • Synopsys
  • One of the most important software producer,
    Synopsys, established a filial in Chile in June
    2006. This decision was partly due to the fact
    that one of the members of ChileGlobal was the
    CEO of the company.

24
SYNOPSYS INC.
  • Synopsys, Inc. is a world leader in delivering
    semiconductor design software, intellectual
    property (IP), design for manufacturing (DFM)
    solutions and professional services that
    companies use to design systems-on-chips and
    electronic systems.
  • With headquarters in Silicon Valley and annual
    sales of 991.9 Million USD (Fiscal 2005) and
    4,852 employees, and various software development
    centers around the world was deciding either to
    expand and existing center or develop a new one.
  • Rául Camposano, member of ChileGlobal-Senior Vice
    President and Chief Technology Officer of
    Synopsys- helped push for the decision to develop
    a center in Santiago, Chile with a direct
    investment of 5 Million USD throughout five
    years.
  • Engineering students at the Universidad Católica
    can take the Synopsys Course to learn Synopsys
    programming that will help them later opt for a
    highly skilled job at the Synopsys Santiago
    Development Center.

25
ROYAL Internships
  • Royal Consumer Information Products, Inc. (ex
    Olivetti) is a leading supplier of office
    products, accessories and supplies for the
    consumer and small business markets. With its
    roots in the Royal Typewriter Company, founded in
    1906, Royals product line has evolved to include
    PDAs/electronic organizers, GPS and navigation
    systems, weather stations, and a wide range of
    imaging supplies.
  • Salomon Suwalsky, member of ChileGlobal
    President and CEO of Royal - developed 6 month
    internships at Royals headquarters in NJ, USA
    for Chilean students that have benefited at least
    20 seniors of the Department of Industrial
    Engineering at the Universidad de Chile,
    Salomons own alma matter. This initiative has
    served as a base for ChileGlobals own Internship
    Program with a mission to support and foster
    technological development and innovation that
    will strengthen and/or create new abilities in
    Chiles human resources, by promoting strong
    university-company ties, through innovation
    management training and adoption of specific
    technologies.

26
Chilean Economic Development Agency ICT
Technological Consortia Contest
  • To support the modernization of Chiles economic
    sector through the innovative use of information
    and communication technologies (ICTs).
  • Six ChileGlobal members based in the US and
    Canada participated in this contest as
    international experts in the peer review process,
    by later evaluating these projects remotely or at
    CORFOs headquarters in Santiago. Two projects
    were approved, for the amount of 4.7 Million
    USD throughout 3 years.

27
Main Challenges (1)
  • Follow- up (contacts, process, results)
  • Evaluation (different approaches and
    stakeholders)
  • Measurement (metrics qualitative versus
    quantitative))
  • Communication (permanent, oportune, transparent,
    direct)
  • Maintenance of interest (diversity of interests,
    scarce resources, dynamic network)
  • Sustainability (public interest project versus
    private interest project)

28
Main challenges (2)
  • Institutionalization of ChileGlobal as a
    public-private non profit organization
  • More business and project oriented VC network
  • Local network entrepreneur and academic world in
    regions
  • Internship and mentoring programs
    (institutionalized)
  • A sustainable, independent, prestigious, reliable
    network
  • A model that could be replicable

29
Future actions
  • Build a local network (entrepreneur and
    academics)
  • Starting pilot projects in two regions
  • (Calama-Antofagasta and Curicó)
  • Seminars on key issues to push innovation
  • The role of diasporas in SME development
    (December 2007), jointly with DICOEX and Pro
    Chile (Ministry of Foreign Relations)
  • University Enterprise Relationship
    (2008)(jointly with CONICYT)
  • Workshops in Europe, USA and Latin America
    (2007-2008)

30
CEO Royal, USA
31
Parag Saxena President Vedanta Capital
32
Internship program
I've learned how to overcome my fears and face
the problems in the professional
life Ignacio I am going back to Chile with new
ideas I would like to implement in my home
country Paulina I want to create an
innovation space in my country to impede the
brain drainage Diego
33
Lessons from our Experience
34
Value Generation
  • Must generate value for all stakeholders
  • Value must be
  • Tangible
  • Quantifiable?
  • Known
  • Recognized
  • Shared

35
The Network Model
  • Member-centric
  • Ownership
  • Peer validation process
  • Member driven activities
  • Flexible and dynamic adapt to different and
    changing interests (network members and countrys
    priorities)
  • Appropriate evaluation metrics (quantitative and
    qualitative)
  • Scale up in stages

36
Institutional Insertion
  • One champion institution (Fundación Chile)
  • Prestigious and reliable public-private
    organization with previous established strong
    networks
  • High level private and public sector connections

37
Key Success Factors
  • Restricted membership (quality vs. quantity)
  • Permanent contact between network team and
    members
  • Institutional insertion
  • In line with current government priorities
  • Address key issues in the national development
    agenda

38
Thank youwww.chileglobal.org
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