Three addressable bottlenecks in the Oxford entrepreneurial ecosystem
On a bright morning, we had the pleasure to interview Phil Clare, Deputy Director, Research Services (Knowledge Exchange and Engagement) at the University of Oxford. He offered his views on the following topics:
Philosophy behind his support for the innovation and entrepreneurial activities around Oxford
Given the strong presence of the university within the start-up ecosystem, it has been classically mistaken that the university ‘wants it all’. Phil’s view is that the University wants and needs the ecosystem to grow, but doesn’t need to own it all. He and his teams work extensively with local entrepreneurial initiatives: OUI, OSI, Oxford Entrepreneurs, OxLEP and PanaceaStars, just to name a few. From the perspective of the university, he hopes to build and add to the local ecosystem in which the university has a key role. Instead of driving competitions between the influx of start-up support programmes, he raises the question, what value can the newcomers add to the community? The vast amount of potential hidden in one of the world-leading universities is now being uncovered, and we need the whole ecosystem to join forces to nurture these opportunities with the right infrastructure.
Early development of the ecosystem
Looking back a few years, the key focus was on the mechanics of entrepreneurship: deal flow, idea sourcing and getting investment. The University has re-emphasised its focus on maximising the positive impact of its research and teaching, rather than making a commercial return, and the growth in accessibility to capital provided by OSI and the positive approach of OUI have led to an explosion in business startup and growth.
The challenges now lie in the constraints on space and talent: where do we house these start-ups and who will run them?
Space
Do we have enough lab spaces? To address this, the university has built new facilities, including a new building in the Begbroke Science Park and the BioEscalator. More recently, the university is proposing to carve out a significant innovation district, including expanded space at Begbroke and Osney Mead over the next few years. These facilities come with their inhouse support, but should not be seen as competitors to the other similar programmes. “We should aim to build a network, bridging the flow of the incubatees by introducing them to other organisations that can provide the right level of support at their advanced development stage upon leaving a programme.”
The third bottleneck: talent
Having the right technology, infrastructure and funding is critical but insufficient to the success of start-ups. To orchestrate these components, we need to attract and train entrepreneurs and business leaders to manage and grow technology business with the right ideas and attitude. Currently in Oxford, there aren’t enough people with experience to grow the businesses that are emerging. Training and mentorship support offered by programmes such as PanaceaStars are crucial to leverage professional help from experienced industrial veterans, as the guiding light. With the correct management approach, businesses will have a stronger base and a better chance of rapid growth.
Training and mentorship support offered by programmes such as PanaceaStars are crucial to leverage professional help from experienced industrial veterans, as the guiding light.
Outlook
Oxford is in the throes of an unprecedented explosion in entrepreneurial growth. The ecosystem is rapidly expanding and there are opportunities for investors and business leaders. The University is committed to supporting this growth, and to other organisations like Panacea that share these aims. We must also find a way to ensure that all members of our society in and around Oxford benefit, and that this growth is inclusive of all. This is an even bigger challenge than those we have faced so far, but Oxford has the will and resources to succeed together.
About Phil Clare:
Dr Phil Clare, Deputy Director, Research Services (Knowledge Exchange and Engagement), University of Oxford
Phil’s responsibilities at Oxford include leading or contributing to Knowledge Exchange in all its forms, including the Development of Oxford’s Innovation District. He works closely with Oxford University Innovation Ltd, the University’s wholly-owned technology transfer company. He works with the University’s Pro Vice Chancellors to support the regional agenda and is determined to find more ways to contribute to the growth of Oxford’s Innovation Ecosystem. He led regional teams that undertook Oxfordshire’s Science and Innovation Audit and crafted the Local Enterprise Partnership’s Innovation Strategy.
Phil worked previously at the Universities of Bath and Bournemouth in a variety of roles related to Research Management and Commercialisation, and for the UK Research Office in Brussels focusing on European research funding.
He is a Council member for Research England, former director of PraxisAuril, the UK professional association for Knowledge Exchange Practitioners, and has previously been on the board of ARMA, the Association of Research Managers and Administrators. He is a registered technology transfer professional (RTTP), a Member of the Institute of Directors (MIoD) and is also a director of Fluvial Innovations Ltd. He has an MBA from Oxford and an MA in Intellectual Property Management from Bournemouth University. He used to be a chemist.
