1 Talent Network for Innovation Strengthening the Business Sector and Entrepreneurship in Developing Countries: The Potential of Diasporas.

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Talent Network for InnovationStrengthening the Business Sector and

Entrepreneurship in Developing Countries:The Potential of Diasporas

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GDP GDP Per capita (US$ MM) (US$)

Country 1990 2000 2006 1990 2000 2006 Brazil Mexico Argentina Venezuela Chile Colombia Peru Ecuador Uruguay Bolivia Paraguay

465,0 262,7 141,3 48,4 31,6 46,9 29,0 10,5 9,3 4,9 5,3

601,6 580,8 284,2 117,2 75,2 83,8 53,3 15,9 20,1 8,4 7,1

966,8 811,3 219,7 164,4 140,4 129,4 89,3 41,3 18,6 10,4 8,6

3172,1 3156,6 4344,8 2481,7 2409,1 1341,4 1332,0 1023,5 3005,4 747,3 1247,9

3512,1 5928,5 7921,4 4845,0 4944,4 1979,7 2055,7 1260,0 6046,0 998,1 1336,8

5176,6 7593,5 5745,1 6098,5 8569,6 2763,3 3150,6 3081,4 5809,6 1075,6 1459,7

Selected Countries Latin America

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Source: WEF 2006

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Chile: Factors of Competitiveness

Institutions Infrastructure Macroeconomic context Health and primary education Secondary education and training Market efficiency Technology penetration Business sophistication Innovation

25 35 7 57 40 24 35 30 39

Source: WEF 2006

RANKINGAREAS

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What is ChileGlobal?

• An active international network

of Chilean business owners and

high level executives

· and those with an affinity

for Chile · who are interested in

contributing and sharing the

success of the Chilean economy.

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Objectives

• To create and promote a mechanism of technology transfer and knowledge exchange, in order to increase network opportunities, access international advice and knowledge for the benefit of Chile.

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Where is it?

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What is Fundación Chile?

• Fundación Chile is a privately owned, non-profit institution, created in 1976 by the Government of Chile and ITT Corporation of the United States. Recently incorporating BHP-Billiton as one of its founding partners.

• Its mission is to increase the competitiveness of human resources and of the productive services sector by promoting and developing high impact innovations, technology transfer and administration for the country.

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Why Fundación Chile & ChileGlobal?

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The Network Today

• Currently, ChileGlobal harnesses the expertise of more than 60 members mainly in the United States and Canada, as well as Europe and Latin America.

• Members:• Are influential with an active role in their industries

• Have a strong affinity with Chile• Are residents abroad• Are motivated and able to participate

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Sectoral Insertion of Members

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How does ChileGlobal contribute?

• ChileGlobal members contribute with expertise, knowledge and time by supporting businesses, leveraging contacts and expertise, and promoting entrepreneurship.

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How does ChileGlobal contribute?

• Supporting businesses

• Leveraging contacts and expertise

• Promoting entrepreneurship

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Goals and Focus Areas

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Our Activities

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Developing Highly Skilled Human Capital

• Mentoring Program

GOAL: To increase the exposure of Chilean businesses and entrepreneurs to international business ideas and knowledge, and help those with the potential to grow to make the most of appropriate domestic and international opportunities.

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Developing Highly Skilled Human Capital

• Internship Program

GOAL: To support and foster technological development and innovation that will strengthen and/or create new abilites in Chile’s human resoruces, by promoting strong university-company ties, through innovation management training and adoption of specific technologies.

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Supporting the Development of Public Policies on Innovation

• Members provide key information and strategic advice to government agencies focused on innovation

• This may include:– International business trends– Market analysis– Innovation project evaluation

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Lessons for Network Development

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Value Generation

• Firstly, must generate value for all stakeholders

• Value must be:– Tangible– Quantifiable– Pervasive

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The Network Model

• Member-centric– Ownership

– Peer validation process

– Member driven activities

• The operational model must be flexible and adapt to different interests within the network and in the country

• Appropriate evaluation metrics

• Scale up in stages– Try-evaluate-redesign-try again-move to next stage…

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Institutional Insertion

• One champion institution

• Prestigious and reliable public-private organization with previous established strong networks

• High level private and public sector connections

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Key Success Factors

• Restricted membership (quality vs. quantity)

• Permanent contact between network team and members

• Institutional Insertion– One champion institution

– Prestigious and reliable public-private organization with previous established strong networks

– High level private and public sector connections

• Must be in line with current government priorities and address key issues in the development agenda

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Thank youwww.chileglobal.org