1. 26 November 2013
Roadmap to a more innovative LCR
26th November 2013
100%Open 2013
1

2. 26 November 2013
Leeds City Region Innovation
100%Open 2013
9.00 - 9.05
Welcome
Roland Harwood
9.05 - 9.25
Introductions
Roger Marsh (LCR LEP)
Graham Cooper (AGFA)
9.20 - 10.00
Scene setting for LCR Innovation
Simon Hooton
Brian McCaul
Roland Harwood
10.00 - 11.00
Group discussion 1
All
11.00 - 11.20
Coffee
11.20 - 11.30
Scene setting for 2nd group discussion
Simon Hooton
11.30 - 12.30
Group discussion 2
All
12.10 - 12.30
Feedback
12.30 - 12.40
Summary and next steps
Simon Hooton
Roland Harwood
12.40 - 12.45
Yorkshire Innovation Fund
Nigel Woodruff
12.45 - 13.30
Networking lunch
2

3. Group Discussion Questions
26 November 2013
Group Discussion 1 (10:00 – 11:00)
1.
What are Leeds City Region's current
innovation strengths and weaknesses?
2.
How ambitious could and should Leed City
Region need to be? [Filling Gaps/Keeping
Pace/Pulling Ahead/Charting New Courses]
Group Discussion 2 (11:30 – 12:30)
3. Which three specific action areas must the
Leeds City Region tackle with urgency?
4. Which action areas are out of scope and/or
what else should be included and why?
100%Open 2013
3

4. The 3:2 Rule
26 November 2013
100%Open 2013
As you triple the size of a
company, profit per person is
on average halved. Conversely
when you double the size of an
urban region the per capita
productivity goes up by 130%.
Bettencourt & West, Santa Fe Institute
Nature Magazine
4

5. Innovation in Cities
26 November 2013
100%Open 2013
Innovation thrives in cities
due to the number of people a
resident will interact with in
person (social tie density)
i.e. it's all about face-to-face.
So Wei Pan
MIT Media Lab Human Dynamics Lab
5

6. 3 Minute Joint Venture
26 November 2013
100%Open 2013
6

7. 3 Minute Joint Venture
1. Find somebody you don’t know
2. Explain what you do.
3. Find out what your partner does.
4. Agree what you could do together.
5. Give your joint venture a name.
100%Open 2013

8. Innovation is…
26/11/2013
© 100%Open 2012
“Innovation is a by-product
of engaged networks.”
Verna Allee
8

9. Roadmap to a more innovative
Leeds City Region
Roger Marsh
Leeds City Region LEP Chair

10. The Leeds City Region
• Functional economic area
• Growing population of 3 million
• Largest UK City Region outside
London
• Workforce of 1.3 million
• £54 billion economy, producing 4%+
of UK GVA
• 106,000+ businesses
• Population and economy bigger than
8 EU countries

11. Leeds City Region LEP vision
Relevant, essential and enabling for business growth
‘A world-leading, dynamic and sustainable low carbon
economy that balances economic growth with a high quality
of life for everyone.’
Strategic priorities:
• Unlocking the potential of business and enterprise
• Enabling a flexible, skilled workforce
• Facilitating a low carbon economy
• Creating the environment for growth

12. Our innovation paradox
• The raw ingredients to be an innovation
powerhouse:
• 8 HEIs producing research and 36,000 graduates every
year
• Diverse business base with strengths in key growth
sectors inc. healthcare and life sciences, advanced
manufacturing, low carbon, creative and digital
• Largest manufacturing base in UK; largest regional
financial and professional services sector
• Fastest-growing workforce in north of England
• BUT our region’s performance lags national average
on several innovation indicators:
• Patent registrations half national average
• Lower than average R&D investment

13. The opportunity
• Innovative businesses are critical for sustainable
economic growth in Leeds City Region
• New freedoms, flexibilities and funding opportunities
for the LEP – Local Growth Fund, EU funding
• Bidding for c.£50m to spend on innovation activity
• Focus on business innovation
• Your input is critical: how should it be spent? What
works, what doesn’t?

14. Thank you
Engage in the discussion on Twitter:
#innovatelcr
For more information about the LEP please see:
www.leedscityregion.gov.uk
@leedscityregion
Leeds City Region

15. Agfa Graphics Leeds
Roadmap to a more
innovative LCR
November 2013

16. Agfa Graphics site - LEEDS
•90 full service Agfa Graphics
employees
•Approx 20% of Agfa‟s
worldwide volume passes
through the plant
•Produces substrate for
Lithostar and Thermofuse
product ranges
•ISO 9001, ISO 14001, ISO
50001, OHSAS 18001 certified
•Winner of UK national awards
for sustainable manufacturing

17. Agfa Graphics
An introduction

18. We have met before
Object
printing
Glass
printing
Interior
decoration
Art
reproduction
Packaging
Newspaper
Calendar
Wall
calendar
Labels
Table top
Cabinet
door
Book
Magazine
Tablet
publication
Flooring

19. Part of the Agfa-Gevaert Group
• Founded in 1867, IPO in 1999 (Brussels)
• Headquartered in Antwerp, Belgium
HealthCare
• Sales of EUR 3 billion in 2012
39%
• 12,163 employees worldwide
• Wholly owned sales organizations in more
than 40 countries
€ 3 billion
• 21 R&D and production sites around the globe
• Global market leader in each of its divisions
Graphics
54%
Agfa Graphics
FY 2011
FY 2012
% change
Sales
1.596
1.652
+3.5%
Recurring
EBITDA*
87.6
5.5%
91.0
5.5%
+3.9%
Recurring EBIT*
48.0
3.0%
53.1
3.2%
+10.6%
* Before restructuring charges and non-recurring items

20. Innovation in Agfa
• Agfa operates in an extremely competitive environment
• Innovation is crucial to survive and prosper in such an
environment
• We innovate in our product design to improve our
customers performance
• We innovate in our production processes to make them
more efficient

21. Litho Plate Technology
• The Offset Printing Plate
Basic Structure
Aluminium
mill
finished
Aluminium
electrochemically
grained
Aluminium
anodised
In Agfa
At the end customers – the printer
None image
Area
Dot
(after exposure)
Light sensitive
coating
(prior to exposure)
Image None image
Dot
area
(after development)

22. Thermofuse technology
Background coating washed
away by cleanout solution
Tough image will accept ink
unlike the anodized aluminium

23. Imaged – Fused Latex
Pearls
Unexposed Latex Pearls
Grained & Anodized Aluminum Substrate

24. Thermofuse vs Conventional CtP

25. Innovation withion our own operation
Waste heat
Air input to
production
28°C
Cooling
Tower
Chiller
Cooling
Water In
Cooling coil
HVAC
Heating Coil
Cooling
Water Out
Air input
HX
21.9°C 75m3/h
24.2°C
Pumps
From
gas
boiler
28.0°C
Bypass Leg
Buffer
Tank
26.0°C

26. Window
display
Billboard
Flag
Canvas
Scaffolding
banner
Signage
Signage
Plastic bag
Paper bag
We will meet again soon.

27. agfagraphics.com
twitter.com/agfagraphics
facebook.com/agfagraphics
youtube.com/agfagraphics

28. Where Are We At:
Leeds City Region‟s Innovation
Performance
Simon Hooton

29. Birmingham
Bristol
Liverpool
London
Manchester
Newcastle
Nottingham
Sheffield
Leeds City
Region
South
West
North
West
London
North
West
North
East
East
Midlands
Yorkshire &
Humber
Yorkshire &
Humber
Comparative Cities
West
Midlands
Dashboard Overview of LCR
Environment
2
Human capital
2
Employment
4
Business Base
Comparative Regions
Innovation Inputs
4
Business investment
4
R&D investment
1
Non-R&D investment
Innovation Outputs
3
Innovatively active
1
Intellectual property
1
Labour productivity

30. Leeds has a solid base of human capital

31. Sector strengths in Life Sciences &
Manufacturing
Total
Employment
Life Sciences
Manufacturing
R&D
Low Carbon
Digital
Financial and Insurance
Manufacturing
Basic
Advanced
Creative and Cultural
4,200
3,800
400
27,000
30,800
46,700
140,400
102,400
38,000
44,900
LQ
1.0
1.0
1.1
0.8
0.6
0.9
1.2
1.3
1.1
0.9
Employment Change
2009-12
LCR
England
37%
7%
32%
5%
118%
44%
10%
3%
9%
1%
-10%
3%
-4%
-4%
-9%
-5%
15%
-2%
0%
2%

32. Enterprise levels have stagnated since „09
• 2nd lowest start-up rate of all
comparator areas (=34)
• Wide local disparities
• Annual starts up by 2% in LCR
(cf 8% comparator areas)
• concentrated in Leeds City and
York

33. R&D expenditure by Yorkshire firms has
risen steadily…
• But remains 2nd lowest region in absolute terms - £540M versus
£1,800M regional average

34. Innovation Activity in YH

35. Overall participation in innovation activities
is low…
• 37% of Yorkshire firms
participate in
innovation activities
(versus 39% across
UK), UKIS 2010

36. … and external collaboration is limited
• Less than a quarter of LCR firms surveyed invest in R&D
• Only 8% of LCR firms seek external R&D support
• 28% of these collaborated with universities
• 42% used other companies
• 87% used internal resources

37. Barriers to innovation are perceived
differently
• A third of Yorkshire firms did not innovate due to ‘constraining factors’
while 30% saw no need to innovate due to market conditions.

38. In Summary
Human Capital
Professional Qualifications
Business Base
Enterprise
Business R&D Expenditure
Innovation Participation
HQ Base
External Collaboration

39. Scene Setting
26 November 2013
Brian McCaul
100%Open 2013
39

40. Review of key LCR Innovation Assets
Based on:
•
Research Rigour - World or UK Leading?
•
Relevance - Connection to Industry, especially in the LCR?
•
Commercialisation Activity?
•
Critical Mass?
•
Foresight Potential - especially BIS Foresight Review and the
Great 8 Technologies?
•
Eco-system
Data review and interviews with (nearly all) HEIs.

41. New Computing Technologies; Bio-Inspired Sensors; Very Large Data Sets; Supercomputing; Simulation
& Modelling.
Cross-cutting theme that has relevance to LCR sectoral strengths in:
• Health/
Informatics/omics (high growth)
• Manufacturing Modelling; (large sector)
• Finance (large but low growth and low value added? )
This strength is most obvious in areas such as:
• UoL
is #1 in Witty Heat Map on Big Data (Analytics).
• Leeds/York White Rose Grid
• Credit and Risk Management Research Centre at UoL maps to many Leeds financial services
• Leeds Institute of Health Sciences maps to Bioinformatics
• Proposal for a Leeds Innovation Health Hub (inc. Big Data and Health and Incubator).
“the next generation of scientific discovery and innovation will be data-driven”

42. Two components of this appear to be most relevant to the LCR themes: food productivity & resilience, and also
Bio Renewals, (crosses over into energy generation).
Food production, is biggest UK manufacturing sector and links to strength in the LCR. In the agri field clear
national expertise resides in and around the York Environmental Sustainability Institute (YESI) and Bioscience
Technology Facility @ UoY:
• York
is 3rd in Agri-Science in UK (Witty heat map), and
• York is 4th in UK in Agri-Tech, also
• Leeds
is 6th in Agri-Science
These two elements of Agri Tech are being pulled together within the The York/FERA Sand Hutton BioVale
proposal that has industrial support and other regional sponsors.
• The
Stockbridge Technology Centre - Food for Life Partnership
• FERA
In broader sustainability terms:
• University of Leeds has a Food Security Hub,
• Bioscience Technology Facility UoY. Green Chemistry Centre of Excellence (GCCE).
“Sustainable intensification of agriculture – raising the productivity of agriculture, while protecting the
environment”

43. Energy & its Storage
Two components of this appear to be most relevant to the LCR energy and low carbon technologies are:
•Bio-energy
•Carbon
Capture and Storage
The first of these is particularly strong at York, as in the latter at York and Leeds. In addition there are strengths in: Nuclear
(10th in UK ) and in the top 20 for Oil & Gas (13th in UK ), Offshore Wind (11th in UK) at Leeds are also areas of expertise.
The University of Leeds and the University of York are part of the Centre for Low Carbon Futures
Centre for Climate Change. University of York, Carbon Trust. In respect of the Green Chemistry & Bio-renewables York has the Green
Chemistry Centre, and Bio Renewals Development Centre.
The Energy Sector Hub at Leeds draws on the expertise of 5+ Research Units looking at all aspects of energy & sustainability. And
York similar breadth of expertise from Green Chemistry to Green Accounting.
UoY/ BioVale is a critical potential asset for BioEnegy
and PACT is a critical assets around Carbon Capture and Pilot Facilities (though based physically in other regions too)

44. “restoring function by replacing or restoring 1) human cells, 2) tissues or 3 ) organs”.
Specifically encompassing the BIS priority of Tissue Engineering, this field is a major strength for the LCR
with a rapidly growing sector in LCR - especially in the Leeds City Centre. Plus LCR has a concentration of
health expertise linked to major Teaching Hospitals.
LCR has an important concentration of health expertise, linked to the major hospitals. This also links to - and
relies on - strengths in advanced manufacturing and materials. Leeds Health Super-hub. Including:
• IKC
in Medical Technologies (UoL);
• Centre for Innovative Manufacturing in Medical Devices (Bradford with Leeds)
• Institute of Medical & Biological Engineering (IMBI) Bradford
These centres have a strong chunk of UK recent funding in this space around which strong industrial
involvement is coalesced - including Depuy and Surgical Innovations Limited. Manufacturing is one of the
largest, growth sectors. Others LCR manufacturers of relevance include Smith & Nephew.

45. Encompassing Agricultural Technologies, E-health, Industrial Biotech and ‘Omics’, this is closely linked
to priorities in the LCR universities around big data and Medicine and Health. In particular strengths around
AgriTech & RegenMed are relevant - as are Biological Engineering.
The LCR Universities have strengths in the following relevant areas:
York is 4th in UK in Agri-Tech,
• York is 3rd in Agri-Science respectively in the Witty heat map (and Leeds 6th).
• Green Chemistry
•
University of Leeds has a Food Security Hub, a Water Hub and pharmaceutical
• Biopharmaceutical Innovation Hub (UoL)
• Bioscience Technology Facility York, (UoY)
• Green Chemistry Centre of Excellence (UoY).
• Institute of Pharmaceutical Innovation- national focus for Health Care technologies (UoB)
•
Supports focus on proposals in Medicine and Health, in Agri-Tech and BioRenewables?
“linking „dry‟ computer sciences & „wet‟ biological sciences”

46. “Robots acting independently of human control – which can learn, adapt and take decisions”
Leeds and York Universities are developing research in this field; University of Leeds will host the EPSRC
National Facility for Innovative Robotic Systems with a £4.3 million national facility is set to make the
University of Leeds a world leader in robot design and construction.
It is also a key strand of the Technology Strategy Board‟s support for advanced manufacturing, and links to
strengths in Data . Food robotics in food manufacturing might be an area of application, but industrial
engagement - specifically in the LCR - does not appear strong.
A supportive strand to Regenerative Medicine and others?

47. Smart Materials (Biomimetic/textiles); Nano-materials; Building and Construction Materials; Active
Packaging
Materials innovation is crucial for LCR business sectors such as energy, regenerative medicine, aerospace and
automotive -
The most significant innovation assets relates to Advanced Materials is probably the Centre for Innovative
Manufacturing in Advance Metrology; University of Huddersfield (in partnership with NPL & STFC) – with
significant industrial involvement around applications in „Total Machining and Advanced Surfaces‟.
In particularly this expertise maps well to the development of Turbo Systems and the manufacture high quality
turbochargers for a wide range of passenger and commercial vehicles, and for industrial, locomotive and marine
engines. Notably this has support from Cummins Turbo Technologies (which also with the Bradford relationship
with Borg-Warner is an important Sectoral Strength and HEI innovation asset).
Other significant advanced materials expertise and industrial engagement exists in
•Piezoelectrics - UoL
•Self-organising Molecular Systems UoL;
•Nanofactory
•Centre of Polymer Micro and Nano Technology (UoB) and Plastics, Polymers and Metals
„Advanced materials are a classic general purpose technology because of the range of their potential
uses”.

48. “Handling the surge in data coming collected from satellites and transmitted by Satelites” which do not just transmit data but
collect data by earth observation
This is a domain not apparently heavily prioritised in the strengths of the LCR universities and most of the UK
focus appears to be around Surrey (for hardware) and Silicon Roundabout (for software). But it links to LCR
strengths in Big Data - to handle the surge in data from satellites and also in Robotics.
Nonetheless there is Advance Digital Institute and activity around use of geodata for transport optimisation and
GPS via the Institute of Transport studies at Leeds.
There may be hidden strengths exist in Satellite technology that reflect sectorial strengths in the economic region
and might be better explored.

49. Other Foresight Priorities with LCR Strength…
Transport
One of the most significant regional HEI based industrial centres of excellence is the Huddersfield Institute
for Rail Research. The University of Huddersfield hosts this initiative which is one of the eleven initiatives
selected in the Yorkshire and Humber region - and the only one to be based at a higher education
institution. In addition to the size and industrial connectivity of the initiative, it fits well with the Transport
Systems Catapult.
Food
But an analysis of research power and research standing mapped against industrial engagement also bears
out much of the current thinking around Leeds City Region‟s perceived strengths, particularly around: Food
science, food manufacturing and food health (at Leeds, York and Leeds Metropolitan),
How this might connect with a Centre of Excellence for Food and Drink Production connected to the
strengths in ArgiTech and Science and York and The University of Leed‟s School of Food Science and
Nutrition and Centre for Food, Nutrition and Health and Faraday Centre for Retail Excellence.
Construction
UK (#2) Leading and commercial activity but feeds into smart material and low carbon?
Colour Science
World leading, heavy international engagement and spinout and commercial engagement . Colour@leeds.
Potential connections with Green Chemistry at Leeds.

51. 26 November 2013
Scene Setting
Roland Harwood
100%Open
100%Open 2013
51

52. Innovation is…
26 November 2013
100%Open 2013
Innovation = Ideas + Impact
52

53. What is an innovative city region?
26 November 2013
100%Open 2013
Received wisdom
• Have one or more research-oriented university.
• Create critical mass for start-ups.
• Have good transport links.
• Make sure seed capital is available locally.
• Create a place people of different types want to live.
• Government to get out of the way.
Unconventional hypotheses
• Have a good story that describes the past, present and future.
• Have strong leadership (e.g. an elected mayor or another figurehead).
• Start from a really bad place. Be facing a big challenge.
53

54. The importance of city regions
26 November 2013
100%Open 2013
“The world’s 300 largest metropolitan economies
now contain approx 19% of the global population
but account for 48% of world GDP.”
Brookings Global MetroMonitor 2012
54

55. Cities potential as innovation economy
26 November 2013
100%Open 2013
Leeds scores higher than Newcastle-upon-Tyne, Sheffield,
Bath & NE Somerset, Coventry, Cardiff, Belfast.
Leeds scores lower than Birmingham, Kingston-upon-Hull,
Liverpool, Bristol, Glasgow, Edinburgh, Manchester.
55

56. Milan
26 November 2013
Background
• Second largest city in Italy, and regional capital (of Lombardy)
• Urban area has largest population in Italy at 5.2 million
• 20% of residents are foreign-born
• Commercial, industrial and cultural capital (vs Rome = political)
• Significant and renowned universities
• Part of European “Blue Banana”
• Will host Expo 2015
• World-famous football team(s)!
Initiatives
• Accenture Innovation Center (sic) for Manufacturing Excellence is located in the city.
• Also IBM Innovation Center.
• Talent Garden (www.talentgarden.it) has just opened in Milan, offering a mixture of coworking support and business incubation.
• U-Start (www.u-start.biz) is the Italian funding platform for start-up ventures.
• Milan is part of the InCompass project (www.incompassproject.eu), that brings together
partners from across Europe – including Dundee College and City Council, and Medway
Council.
• The Fashion Incubator Project is one of a set of local incubators focussed on particular sectors.
Lessons
• Invitation to “open a talent garden in your city” (see here)
• A local funding platform in the style of U-Start or KickStarter?
• Joining or exploring an equivalent to the InCompass project?
• Go “sharp” – like Milan’s Fashion Incubator. What could Leeds City Region focus on?
100%Open 2013
56

57. Eindhoven
26 November 2013
Background
• Metropolitan area has 750,000 population (5th largest city in Netherlands).
• Nearly 30% in the city are of foreign descent.
• Named “most intelligent community” by the Intelligent Community Forum.
• Named “most inventive city” by Forbes (patent intensity of >22 patents / 10,000 pop vs <9 /
10,000 for second placed San Diego).
• Industrial heritage (tobacco and textiles) – culminating in influence of Philips (originally light
bulbs) and DAF (trucks) during the 20th C.
• Now the capital of Dutch industrial design (Design Academy Eindhoven), and hi-tech start ups.
• Home of Eindhoven University of Technology (=> young population – lively entertainments
scene).
Initiatives
• Eindhoven – Leuven – Aachen triangle (ELAt) straddles Dutch, Belgian, German cross-border
region.
• The region self identifies three “pillars” of innovation: mechatronics & automotive; food &
nutrition; medical systems & life sciences.
• A High-Tech campus (Philips’ former R&D site) also includes the “Brainport” incubator.
Emphasises social interaction between employees at “The Strip”.
• The Creative Conversion Factory was a (now defunct) attempt to systematise the conversion of
invention into commercial product (initiative of Philips).
• Disrupt (www.disrupt.nl) is Eindhoven’s “non-conventional” entrepreneur conference.
Lessons
• “Design” is a repetitive theme associated with innovation. What is Leeds’ design angle? Could the
Design Council help?
• Eindhoven, and the Netherlands generally, seem to set out to attract international students. What
would attract students from other EU countries to Leeds City Region’s universities?
100%Open 2013
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58. Vienna
26 November 2013
Background
• 2.4 million population within the metropolitan area.
• Famous for music, Freud, and Food.
• Cultural, economic, political and educational centre of Austria.
• Voted “most innovative European city” by Innovation Cities Global Index.
(see here)
Initiatives
• Relatively stronger focus on social innovation? For example, Vienna Declaration on
the Most Relevant Topics in Social Innovation Research
(see here)
• Impact Hub Vienna is one of a series of global centres that support “new solutions for
the world’s pressing issues”.
• Much less emphasis on innovation parks, technology incubation, and so on.
Lessons
• The only Impact Hubs in the UK are in London (Kings Cross, Westminster, Islington).
Is this an opportunity?
• Vienna may derive much of its “innovation” from its strong “livability” and sense of
“authority”, rather than direct intervention or support.
100%Open 2013
58

59. Zurich
26 November 2013
Background
• Metropolitan area population is about 1.8 million.
• Over 30% non-Swiss.
• At the centre of the country’s transport network (air, rail, road).
• Everyone from a cloud of towns around Zurich can get into Zurich in 15 minutes - up to
60% of the population does this daily.
• Also extremely well-developed public transport network with integrated ticketing.
• Leading financial centre, and dominant service sector (80% of employment).
• Two universities, with attendant museums and intellectual attractions.
• Very highly ranked for quality of life.
• FIFA headquarters.
Initiatives
• Zurich also has an Impact Hub (zurich.impacthub.net)
• Home to Google’s European Engineering Centre (“Zoogle”, apparently).
• And to an IBM innovation center.
• Also the African Innovation Foundation.
• The Entrepreneur Club fosters entrepreneurship amongst students at ETH Zurich (one of
Zurich’s universities).
Lessons
• Zurich is an expensive place to live and work. Leeds City Region is less so. How does this
create competitive advantage?
• Innovation feeds on conversation. How could transport be improved to allow innovators
from around the region to easily meet and interact?
100%Open 2013
59

60. Toronto
26 November 2013
Background
• The largest city in Canada with over 6 million residents in the Greater Toronto Area.
• Toronto is one of the world's most diverse cities by percentage of non-native-born residents,
with about 49% of the population born outside Canada.
• Home to the Toronto Stock Exchange and five of the nation's largest banks.
• Toronto as of 2011 ranks as the third largest production centre for film and television after
Los Angeles and New York Cit.y
• The city is also consistently rated as one of the world's most livable cities.
Initiatives
• Rotman School of Management - The school's dean, Roger Martin is considered by Business
Week as one of the most influential management thinkers in the world. Rotman has
developed a curriculum built around concepts of Integrative thinking and Business design.
• MaRS Discovery District - a not-for-profit corporation who’s goal is to commercialize
publicly funded medical research and other technologies with the help of local private
enterprises.
• International Film Festival – 2nd only to Cannes in terms of high-profile pics, stars and
market activity and has grown to the most influential film festival.
• Centre for Social Innovation - a coworking space, community, and launchpad for people
who are changing the world, providing members with the tools they need to accelerate their
success and amplify their impact.
• The Innovation Lab - A group of City of Toronto staff that recognizes the City to be a hotspot
of public sector innovation.
Lessons
• Could LCR build on the economic and cultural diversity of Toronto and focus on creative
and social innovation?
• A city of ideas - thought leadership in Architecture (Jane Jacobs), Cities (Richard Florida),
Business (Roger Martin), Technology/Innovation (Stephen Berlin Johnson).
100%Open 2013
60

61. Grand Rapids, Michigan
26 November 2013
Background
• Metropolitan area has a population of 1.3 million.
• 10% of population born outside the US.
• Has managed to avoid the “rust belt” downturn of neighbouring Detroit.
• HQ of five of the worlds leading furniture companies (because of the original presence of
large amounts of timber, now all chopped down!)
• Also significant healthcare sector.
• Strong culture of corporate philanthropy, and of family-built big businesses (including
Amway). Corporations are very engaged in their city.
• Also puts a premium on “culture” and “cultural activities”.
• Very much a “second tier” city – not widely known worldwide, or on the radar of many
professionals.
• Small regional airport.
• Excellent local recreation and tourist facilities.
Initiatives
• GRid70 (www.grid70.com) is a DESIGN HUB that brings together creative people from the
region’s major corporations, so as to cross-pollinate ideas between them.
• www.startgarden.com is a local micro-funder of innovative ideas. They fund a $5000 idea
EVERY WEEK (chosen by endorsements from website visitors). From there, they can fund
$20,000 projects, and then $50k- $500k startups. They have a $15m fund.
Lessons
• Have a strong story, and encourage people to think of their place as a long term HOME.
Home town pride is cool, and corporate philanthropists (Note : philanthropists = people
who GIVE money, not “sponsors”) are powerful allies.
• Could GRid70 and/or Start Garden be copied? Both are cool ideas.
100%Open 2013
61

62. Medellín
26 November 2013
Background
• Second largest city in Colombia.
• 2-3 million population.
• Once known (1980’s) as the most violent city in the world (drug-related).
• Economy is mainly industrial (steel, oil, textiles, chemicals, pharmaceuticals, cement,
food).
• Heavy emphasis on education (30 universities)
Initiatives
• "Innovative City of the Year 2013" - Wall Street Journal, Citi group global bank, and
Urban Land Institute (who did most of the judging), winning against other finalists NY
and Tel Aviv
• Cities were selected based on eight criteria: Environment & Land Use, Culture &
Livability, Economic / Investment Climate, Progress & Potential, Places of Power,
Education & Human Capital, Technology & Research and Mobility & Infrastructure.
• Considerable investment in city infrastructure – including “Linear Parks” designed to
create a network of streets and pathways to connect people with each other. Also praised
for its art galleries and libraries.
Lessons
• Linear parks are often built on the beds of old railways. Does Leeds City Region have any?
• The Medellín story has created a huge amount of publicity and interest – making people
want to visit and move to the city. Once again, it’s all about the story.
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63. Potentially interesting places
26 November 2013
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1) Milan - Successful transition from heavy-industry to capital of design.
2) Eindhoven - Highest patent intensity in the world.
3) Vienna - Most innovative European city.
4) Zurich – Significant investment into transport.
5) Toronto – Half of the population born outside Canada.
6) Grand Rapids - Strong sense of “story”.
7) Medellín - Won Innovative City of the Year 2013.
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64. Questions & Conclusions
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1. What can LCR learn from these cities?
2. What should LCR copy?
3. What is not relevant to LCR?
4. Where else should LCR look for inspiration?
5. Whom is LCR competing with?
6. Who should LCR be collaborating with?
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65. 26 November 2013
Inspirations
i.
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Recreating, joining or participating in the several different
hub/incubator projects uncovered: Impact Hub, Grid70,
Start Garden, MaRS, Talent Garden, InCompass.
ii. Creating a strong “Leeds City Region” story that provides a
defining identity. Remembering that history and fidelity are
more important than ambitions. What was the region
famous for, what will it be famous for, and how does the
former enable and lead to the latter?
iii. Emphasising “anchor innovators”, like “anchor stores” in
retail developments.
iv. The creation of “linear parks” as ways to connect people and
enhance the environment.
v. Considering ways to attract (and subsequently to retain)
overseas students.
vi. Considering how to provider personal (mayor-like)
leadership.
vii. Considering the role of “design” as a discipline.
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66. 26 November 2013
Group Discussion 1
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66

67. Group Discussion 1
26 November 2013
1. What are Leeds City Region's
current innovation strengths and
weaknesses?
2. How ambitious could and should
Leed City Region need to be?
[Filling Gaps/Keeping
Pace/Pulling Ahead/Charting
New Courses]
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68. 26 November 2013
Group Discussion 2
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69. The Emergent Strategic Plan
Simon Hooton

70. The Broad Sweep of Our Interest

71. Relationships
Skills
Driving Up
Innovation
Appetite
LCR
Innovation
Culture
New
Sources of
Innovation
Communications
Stronger
Priority
Sectors
Institutions
Investment

72. 1B Leadership &
Skills for
Innovation
1A Innovation
Support for SMEs
3A New
Knowledge
Property
3B Next
Generation of
Innovators
3D) Smart City
Region
1C New Platforms
for Engagement
Driving Up
Innovation
Appetite
LCR
Innovation
New
Sources of
Innovation
2A Life Sciences
2B Digital &
Creative
2C Manufacturing
Stronger
Priority
Sectors
2D Low Carbon
2E Financial
Services
2F Food & Drink

73. Emergent Investment Plan
Our Objectives
Action Areas
Priority 1: Driving Up Innovation Appetite Across the City Region
1A Innovation Support for SMEs
AA1: Innovation Advice & Guidance
1B Leadership & Skills For Innovation
AA2: Innovation Finance
AA3: Innovation Leadership
1C New Platforms for Engagement & Experimentation
AA4: Innovation Skills
AA5: Innovation Animateur
AA6: Challenge Competitions
AA7: HEI Access
Priority 2: Strengthening Innovation in our Priority Sectors
2A) Life Science
AA8: Leeds Innovation Health Hub
2B) Digital & Creative
AA9: BioVale (York)
2C) Innovative Manufacturing
AA10: Regenerative Medicine Centre (Leeds Uni)
2D) Low Carbon
AA11: Cancer Therapeutics Centre (Leeds Uni)
2E) Financial Services
AA12: Tele-Health Centre (Bradford Uni)
2F) Food & Drink
AA13: Big Open Data Initiative (Leeds Uni)
Priority 3: Animating New Innovation
AA14: UK Rail Centre of Excellence (Huddersfield Uni
3A) New Knowledge Property Offer
AA19: Science & Innovation Facilities
3B) Growing Our Next Generation of Innovators
AA20: HEI Research Facilities
AA21: Young Innovator
3C) Smart Cities
AA22: School Learner Innovation
AA23: Innovation Unit
AA24: Smart Transport
AA25: Smart Energy Infrastructure

74. Group Discussion 2
26 November 2013
3. Which three specific action areas
must the Leeds City Region tackle
with urgency?
4. Which action areas are out of
scope and/or what else should be
included and why?
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75. 26 November 2013
Present Back
Timed!
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76. 26 November 2013
Summary & Next Steps
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Summary & Next Steps
Simon Hooton
Roland Harwood
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77. 26 November 2013
Yorkshire Innovation Fund
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Yorkshire Innovation Fund
Nigel Woodruff
77

78. Yorkshire Innovation Fund
Funding new ideas to help you grow
Host / venue
Roadmap to a more innovative Leeds
City Region,
Leeds City Region LEP

79. • What is YIF?
• Who it is aimed at?
• What types of project will be
supported?

80. Who is it aimed at?
biorenewables
advanced
manufacturing, e
ngineering &
materials
healthcare
technologies
turnover
balance sheet
≤€50m / ≤€43m
<250
low carbon

81. What types of project?
• New or improved product, service
or process*
• Organisational* innovation (ICT)
• Technical feasibility study
• Prototyping, testing (noncommercial)
* State-of-the-art in the industry

82. What types of project?
• Small Innovation Project (SIP)
• R&D Project (RDP)
• Graduate R&D&I Placement (GRDIP)
• Strategic Intervention (SI)

83. SIP
• Technical feasibility study for
a new device
• Prototyping a new digital
service
• Analysis of a new formulation

84. RDP
• Development of a new product
to open up export markets
• Process innovation to reduce
waste and carbon footprint
• A radical business model

85. GRDIP
• You employ an expert pair of hands
on a project
• We mentor and help recruit the
graduate

86. www.yorkshireinnovationfund.org

87. 26 November 2013
Project contacts
Roland Harwood
Co-Founder & Networks Partner
100%Open | Somerset House | South Building | London | WC2R 1LA
Phone: +44 (0)20 7759 1050| +44 (0)7811 761 435
Email: roland@100Open.com
Web: www.100Open.com
Twitter: @100Open
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