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Delivering change: Supporting links between universities and high-growth firms in cities
By
Edward Clarke
,
Maire Williams
| 30 April 2014
Delivering change: Supporting links between universities and high-growth firms in cities
By
Edward Clarke
,
Maire Williams
| 30 April 2014
Select Chapter
Executive Summary
Figure Figure 1: Balancing priorities
Introduction
Figure The UK is now a world leader in University-Business Collaborations
Figure Key Questions and issues
Figure Box 1: Universities are key to their cities as direct employers and educators
Figure Policy background – where have we been?
Figure Policy context – where are we now?
Figure What’s the role for cities in encouraging better collaboration between universities and high-growth firms?
Figure Case Studies
Long-term funding of a global innovation brand
Figure Case study 1: Cambridge University and Science Parks
Figure Case study 2: Fraunhofer Gesellschaft
Figure Stratchclyde Photonics and the Catapult Centres – A Fraunhofer model for the UK
Building scale through networks
Figure Case study 3: N8 Universities, the HPC Super Computer
Figure Case study 4: Interface Network Scotland, Food and Drink
Investing in local strengths
Figure Case study 5: Teesside University and DigitalCity Innovation (DCI)
Figure Case study 6: Engine Shed Bristol
Figure Case study 7: USE Sheffield – Networks’ success relies on their members
Anchoring relationships through large firms
Figure Case study 7: Nokia and Helsinki University of Technology, Otaniemi
Figure Case study 8: AMRC and WMG Anchor Partners, building on industry links and comparative advantages
Cities standing back
Figure Case study 8: Y combinator, Silicon Valley California
Conclusions – What can decision makers do to support university links with high-growth firms?
Figure Cities can use direct funding to support collaborations
Figure Cities can build the scale required for successful collaborations through supporting networks
Figure Cities should concentrate on their comparative advantages
Figure Cities should ensure high-growth firms can benefit
Figure Figure 1: Balancing priorities
01
2: Policy background
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