The MIT REAP team from New Zealand chose diverse team members of the stakeholder team, and who would be comfortable working with each other. Each team member represented one of the key stakeholder groups, including government, venture capital, university, corporations, and the entrepreneurial community. To learn more about the team’s strategy please visit the “Team Strategy” tabs below.

Team Members

University
Government
Corporate
Risk Capital
Entrepreneur

Innovation Ecosystem Stakeholder Model

Brett O'Riley
Champion
CEO - Auckland Tourism, Events & Economic Development
Erin Wansbrough
Vice President Business Development - Adherium
Phil Love
General Manager of Major Companies Group and Corporate Development - BusinessNZ
Peter Rose
COO - Ngāi Tahu Property Limited
David Beard
Partner - Movac Ltd
Ian Town
Chairman - Health Precinct Advisory Council
Mitch Olson
Co-Founder - Small Worlds

Team Strategy

  • Challenge & Opportunity
  • Strategy & Action
  • Ongoing Progress

Through MIT REAP, the regional team analyzed past and current initiatives as well as identified future trends. Their goal was to map-out a forward-looking vision of the ecosystem to better understand the complexity and needs of the growing entrepreneurial community.

 

  • The team had a well-defined strategy that included four main goals:
    • Develop ecosystems that center on New Zealand
    • Grow and support innovation within NZ ecosystems (i-Capacity)
    • Develop and grow world-leading entrepreneurs (e-Capacity)
      • Develop linkages to accelerate and proliferate activity within ecosystems

Strategic Intervention(s):

  • Used the program as a catalyst to develop an innovation precinct in ICT and a digital media hub that brings together innovative entrepreneurs and multi-national companies, as well as research and development-intensive organizations.
    • Provided the focus, resources, connections and opportunities to launch successful IDE enterprises on the global stage.
  • The strategy the team chose was to align the regional government actions with the overall New Zealand policy initiative on entrepreneurship.
    • Focused specifically on Auckland as a region to drive economic change, to create an environment to foster innovation and entrepreneurship.
    • Formed ATEED, Auckland Tourism, Events, and Economic Development, to help support and drive the initiatives.
      • ATEED’s mission was to support economic growth and development, but also to remain true to the culture from which it came – to the spirit of Kotahitanga.  Loosely translated, this means being open, transparent, accessible and easy to do business with, working closely with partners, and Unity, Oneness, Harmony.  In this way, New Zealand hoped to merge its cultural identity with its plans for economic transformation.

Coming soon!

Core Regional Metrics

Economic & Social Progress

Social progress and economic prosperity as a collective measure of development in a region.

Innovation-Driven Entrepreneurial Ecosystem

Innovation-Driven Entrepreneurial Ecosystems are regional environments that effectively support startups focused on addressing global markets based on technological, process or business model innovation.

Innovation Capacity

Ability to develop new to the world innovations from inception through to the market.

EXPAND ALL

People

-Pool of innovators
-Education in tech and commercialization

Performance

Demand

-Nature of established companies in region

Policy

Funding

Culture & Community

Infrastructure

Entrepreneurial Capacity

Ability to start and build new to the world businesses from inception to maturity.

EXPAND ALL

Funding

-Funding for research
-Government programs

Policy

-Competition policy
-Intellectual property policy
-Technology transfer and collaboration policy

Demand

-Nature of established companies in region

People

Coming soon!

Performance

Coming soon!

Culture & Community

Coming soon!

Infrastructure

Coming soon!