REDI Scorecard
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REDI Scorecard

The REDI Scorecard

A New Tool To Evaluate Tech & Innovation Ecosystems

Many experts and leaders in the ecosystem building field have developed frameworks designed to achieve several outcomes: (1) order out of what seems like chaos, (2) mental models that enable understanding and replication, or (3) measurable components to assess growth, health and other important factors.

To avoid duplicating efforts, as we designed the REDI Scorecard, we considered several ecosystem measurement and mapping methods. Here’s a quick, and relatively painless overview of the most notable models.

Startup Communities

When Brad Feld and David Kaplan wanted to share insights on how others might replicate the success of the Boulder startup ecosystem, they wrote Startup Communities: Building an Entrepreneurial Ecosystem in Your City. Feld and Kaplan categorize the common players within startup ecosystems, including entrepreneurs, investors, to local government leaders, university institutions, large companies and service providers, and explore how they interact with each other. Put simply, this approach contends that every actor plays an integral role in fostering the ideal environment for startup activity, with each serving a distinct purpose and role.

Beyond Collisions

Kate Pope Hodel and Maria E. Meyers, co-founders of SourceLink, take a different approach in the book, Beyond Collisions, which we admire for its practicality. They share a model for erecting entrepreneurial ecosystem infrastructure based in large part on their experience in Kansas City, Missouri. Hodel and Meyers break down the typical entrepreneurial journey into four major stages, each represented by one of the Four Quadrants: innovation-led, second (growth) stage, main street, and microenterprise. Similarly, they contend that the controlled growth of an ecosystem calls for four tactical strategies: (1) defining the entrepreneurial identity, (2) connecting supports, assets, resources and opportunities through centralized mechanisms, (3) empowering ecosystem players and builders, and (4) routine data collection and measurement.

The Rainforest

Victor Hwang, former President of Kauffman Foundation and Silicon Valley investor, advanced the idea that culture and values are the key ingredients in building the invisible social infrastructure that is a critical element of any innovation system. In The Rainforest, Hwang explains that geographic, socio economic, gender, racial or ethnic or other considerations have no bearing on the fact that good ideas indiscriminately arise from anywhere. Rather, it behooves us to cultivate environments that systematically unlock collective genius from everywhere, understanding that outliers and disruptive thinkers may just be the source of next big innovation. Ecosystems that flourish prioritize, among other things, knowledge transfer (often through university extensions and high rates of corporate R&D partnership), culture (the invisible infrastructure of community) as well as individualized experiences (including small teams).

The Kauffman Index

One of the earliest measurement models dates back to the 2015 Kauffman Foundation’s Measuring an Entrepreneurial Ecosystem, which benchmarks vibrancy in metro areas across 12 primary indicators distributed equally across four categorical groupings. The Kauffman model divides these groupings as follows: density (new and young firms per 1,000 people, relative share of employment in new and young firms, sector density particularly in high tech); fluidity (population flux, labour market reallocation, high growth firms); diversity (economic specialization, immigrants, mobility); and connectivity (spinoff rate, dealmaker networks, program connectivity). To this day, Kauffman’s annual entrepreneurship city index continues to be a trusted comparative tool.

The Aspen Model

The 2013 Entrepreneurial Ecosystem Diagnostic Toolkit produced by the Aspen Network of Development Entrepreneurs is quite robust in that it offers a methodological guidance that spans 10 domains and 65 indicators. Notably, the model encourages practitioners to evaluate policy; finance; infrastructure; markets; human capital; support services and connections; culture; research, development and innovation; quality of life; and macroeconomic conditions. We won’t belabour you here with a comprehensive recitation (but you can visit the index for additional resources and detailed breakdown), the Aspen Model focuses on functionally objective data points, it does include broader cultural determinants in four specific areas: (1) entrepreneurial motivation in society, (2) proclivity for risk, (3) cultural and social norms, and (4) media narratives of entrepreneurship.

Equity Evaluation Tools

Few of ecosystem mapping methods center racial equity and inclusion as key drivers of ecosystem building and evaluation.

Notable exceptions that deserve more recognition include

The REDI Scorecard

Each of the above examples, along with many other articles, books, and diagrammed models, lay a foundation for our general understanding of how tech, innovation and entrepreneurial ecosystems evolve.

However, these methods also leave unanswered several practical questions about the role racial equity, diversity and inclusion (REDI) should play:

  • How do we define what it means to be REDI on an individual, institutional and ecosystem level?
  • How do we assess the REDI gaps, opportunities and priorities ?
  • How do we ensure resources are both REDI and accessible to those that need them?

If we put aside the fancy buzz word for a moment, let’s consider what it means to be REDI. I define REDI as equitable access to opportunities, inclusive distribution of resources, and a culture of belonging.

The REDI Scorecard is a tactical framework for translating this simple definition into practice. Its purpose is to help communities intentionally build REDI ecosystems by aligning culture with a defined strategy to leverage existing assets. These three key elements are further evaluated in terms of six subcategories (which I call the 6 P’s).

Let’s examine how it works:


It does more than eat strategy for breakfast. It is a critical considerations in evaluating whether an ecosystem is REDI. Specifically, culture encompasses our awareness of the demographic and experiential makeup of of persons within the community as well as the implied (and explicit) credo that governs behavioural norms, ideals and customs of our social interactions.

  • People: the experiences of all personal and identifiable groups in an ecosystem with a goal of cultivating a culture of belonging
  • Principles: the values and principles articulated in writing and translated in measurable practices


A cohesive strategy helps address identified gaps. Specifically, priorities allow ecosystems to have a shared focus and partnerships elevate amplification over duplication.

  • Priorities: a data driven and outcome oriented growth strategy by which everyone — including leaders — are held accountable
  • Partnerships: collaborations that advance shared (or ecosystem level) goals in which each party contributes according to their unique expertise and capacity to add value


An action plan is nearly impossible to implement without the right inputs. These often take the form of money, ideas, talent, which develop with the support of clear pipelines as well as platforms that often sere as functional marketplaces to reduce friction or barriers to access.

  • Pipelines: unobstructed, contiguous pathways that make opportunities accessible to all
  • Platforms: open source products (not programs) designed to equitably distribute resources by more effectively connecting supply with demand

To explore how we adapted this new framework into practice in South Florida, visit the REDI Scorecard website.




The REDI Scorecard is an assessment of the tech and innovation ecosystem focused on racial equity, diversity, and inclusion.

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Leigh-Ann Buchanan

Leigh-Ann Buchanan

Focused on developing REDI organizations, communities and leaders. Always exploring the intersections of tech, equity, social impact, and innovation.

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