Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models

This report evaluates the role, operational models and identifies good practices of programs that seek to accelerate innovative entrepreneurship by managing, nurturing and leveraging social and business networks. The report discusses the role of ve...

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Main Author:	World Bank
Format:	Other Public Sector Study
Language:	English en_US
Published:	Washington, DC 2013
Subjects:	ACCESS TO INFORMATION ANALYTICAL TOOLS APPLIANCES BASIC BIOTECHNOLOGY BUSINESS COMMUNITIES BUSINESS COMMUNITY BUSINESS DEVELOPMENT BUSINESS IDEA BUSINESS IDEAS BUSINESS LEADERS BUSINESS MODEL BUSINESS MODELS BUSINESS NETWORKS BUSINESS OPPORTUNITIES BUSINESS PARTNERS BUSINESS PLAN BUSINESS PLANNING BUSINESS PROCESSES BUSINESS SERVICE BUSINESS SERVICE PROVIDERS BUSINESS SERVICES BUSINESS STRATEGIES BUSINESS STRATEGY BUSINESSES CAPABILITIES CAPITAL REQUIREMENTS CHARTER CLASSROOM LEARNING COLLABORATION COMMUNITIES COMPANY COMPETENCIES COMPETITIVE STRATEGY CONNECTORS CONSULTING SERVICES CONTRACTORS CORPORATION CRITICAL SUCCESS FACTOR CURRENT KNOWLEDGE CUSTOMER SATISFACTION DISCOVERY DISCUSSION DISCUSSIONS DOCUMENTS DONATIONS ECONOMIC DEVELOPMENT ENABLING ENVIRONMENT ENTREPRENEUR ENTREPRENEURIAL SKILLS ENTREPRENEURS ENTREPRENEURSHIP ENVIRONMENT FOR INNOVATION EXPERIENTIAL LEARNING EXPERIMENTATION FINANCIAL SUPPORT FIRMS FIXED COSTS GATEWAYS GLOBAL BUSINESS GLOBAL MARKET GLOBAL MARKETS GOVERNMENT CONTRACTS HUMAN RELATIONSHIP ICT IDENTITY IMPACT ASSESSMENTS INCOME INEQUALITIES INDEPENDENT PARTY INFORMAL NETWORKS INFORMAL RELATIONSHIP INFORMATION TRANSFER INNOVATION INSTITUTION INTELLECTUAL CAPITAL INTERNAL BUSINESS INTERNAL NETWORK INTERNAL PROCESSES IP LAWYERS LEARNING LOCAL BUSINESS MANAGEMENT POSITIONS MANAGEMENT REVIEW MANAGEMENT ROLES MANUFACTURER MARKET DEMAND MARKET ENTRY MARKET PLACE MARKET POTENTIAL MARKET RESEARCH MARKET VISIBILITY MARKETING MEDIA MEDIUM ENTERPRISES MENTORING MONITORS MULTINATIONAL MUTUAL RESPECT NETWORK CREATION NETWORK HUBS NETWORKING NETWORKS NETWORKS OF PEOPLE NEW MARKET NEW MARKETS NEW TECHNOLOGIES NEW TECHNOLOGY ORGANIZATIONAL STRUCTURE PARTY PRODUCT DEVELOPMENT PRODUCTIVITY PROFESSIONS PROGRAMS PUBLIC GOOD QUALITY OF INNOVATION R&D RESULT RESULTS SEARCH SERVICE PROVIDER SERVICE PROVIDERS SILICON SMALL BUSINESS SMALL BUSINESS MANAGEMENT SMALL BUSINESSES SMALL FIRMS SME SME CLIENTS SOCIAL CAPITAL SOCIAL NETWORKS SOURCES OF KNOWLEDGE SPONSORS STANDARDIZATION SUPPLY CHAINS SUSTAINABLE INNOVATION SYSTEM FAILURES TACIT SKILLS TECHNICAL EXPERTS TECHNICAL OFFICER TECHNOLOGY PUSH TELEPHONE TRAINING COURSES TRAINING WORKSHOPS TRAITS TRANSACTION USER VALIDATION PROCESS VALUE SYSTEMS VARIETY VIRTUAL BUSINESS VIRTUAL COMMUNITY WEB
Online Access:	http://documents.worldbank.org/curated/en/2011/08/16279710/russian-federation-nuturing-innovation-review-existing-models-russian-federation-nuturing-innovation-review-existing-models http://hdl.handle.net/10986/12519

id	okr-10986-12519
recordtype	oai_dc
spelling	okr-10986-125192021-04-23T14:03:01Z Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models World Bank ACCESS TO INFORMATION ANALYTICAL TOOLS APPLIANCES BASIC BIOTECHNOLOGY BUSINESS COMMUNITIES BUSINESS COMMUNITY BUSINESS DEVELOPMENT BUSINESS IDEA BUSINESS IDEAS BUSINESS LEADERS BUSINESS MODEL BUSINESS MODELS BUSINESS NETWORKS BUSINESS OPPORTUNITIES BUSINESS PARTNERS BUSINESS PLAN BUSINESS PLANNING BUSINESS PROCESSES BUSINESS SERVICE BUSINESS SERVICE PROVIDERS BUSINESS SERVICES BUSINESS STRATEGIES BUSINESS STRATEGY BUSINESSES CAPABILITIES CAPITAL REQUIREMENTS CHARTER CLASSROOM LEARNING COLLABORATION COMMUNITIES COMPANY COMPETENCIES COMPETITIVE STRATEGY CONNECTORS CONSULTING SERVICES CONTRACTORS CORPORATION CRITICAL SUCCESS FACTOR CURRENT KNOWLEDGE CUSTOMER SATISFACTION DISCOVERY DISCUSSION DISCUSSIONS DOCUMENTS DONATIONS ECONOMIC DEVELOPMENT ENABLING ENVIRONMENT ENTREPRENEUR ENTREPRENEURIAL SKILLS ENTREPRENEURS ENTREPRENEURSHIP ENVIRONMENT FOR INNOVATION EXPERIENTIAL LEARNING EXPERIMENTATION FINANCIAL SUPPORT FIRMS FIXED COSTS GATEWAYS GLOBAL BUSINESS GLOBAL MARKET GLOBAL MARKETS GOVERNMENT CONTRACTS HUMAN RELATIONSHIP ICT IDENTITY IMPACT ASSESSMENTS INCOME INEQUALITIES INDEPENDENT PARTY INFORMAL NETWORKS INFORMAL RELATIONSHIP INFORMATION TRANSFER INNOVATION INSTITUTION INTELLECTUAL CAPITAL INTERNAL BUSINESS INTERNAL NETWORK INTERNAL PROCESSES IP LAWYERS LEARNING LOCAL BUSINESS MANAGEMENT POSITIONS MANAGEMENT REVIEW MANAGEMENT ROLES MANUFACTURER MARKET DEMAND MARKET ENTRY MARKET PLACE MARKET POTENTIAL MARKET RESEARCH MARKET VISIBILITY MARKETING MEDIA MEDIUM ENTERPRISES MENTORING MONITORS MULTINATIONAL MUTUAL RESPECT NETWORK CREATION NETWORK HUBS NETWORKING NETWORKS NETWORKS OF PEOPLE NEW MARKET NEW MARKETS NEW TECHNOLOGIES NEW TECHNOLOGY ORGANIZATIONAL STRUCTURE PARTY PRODUCT DEVELOPMENT PRODUCTIVITY PROFESSIONS PROGRAMS PUBLIC GOOD QUALITY OF INNOVATION R&D RESULT RESULTS SEARCH SERVICE PROVIDER SERVICE PROVIDERS SILICON SMALL BUSINESS SMALL BUSINESS MANAGEMENT SMALL BUSINESSES SMALL FIRMS SME SME CLIENTS SOCIAL CAPITAL SOCIAL NETWORKS SOURCES OF KNOWLEDGE SPONSORS STANDARDIZATION SUPPLY CHAINS SUSTAINABLE INNOVATION SYSTEM FAILURES TACIT SKILLS TECHNICAL EXPERTS TECHNICAL OFFICER TECHNOLOGY PUSH TELEPHONE TRAINING COURSES TRAINING WORKSHOPS TRAITS TRANSACTION USER VALIDATION PROCESS VALUE SYSTEMS VARIETY VIRTUAL BUSINESS VIRTUAL COMMUNITY WEB This report evaluates the role, operational models and identifies good practices of programs that seek to accelerate innovative entrepreneurship by managing, nurturing and leveraging social and business networks. The report discusses the role of venture acceleration networks, using networks to support entrepreneurs, creating strong networks, selecting ventures, financing the program, choosing an organizational structure, adapting to the innovation ecosystem and the role for the public sector in Russia. The second part of the report describes individual programs. The conclusion suggests next steps for operationalizing a venture acceleration network in Russia. Venture acceleration network experiments highlight a multitude of challenges. Some face challenges linked to the environments where they operate. Where there is no local pipeline of coachable ventures or of mentors with the right mix of skills, experience and connections, programs do not succeed. Programs also face an uphill challenge where there is no local access to complementary forms of public and private support. 2013-02-26T23:22:22Z 2013-02-26T23:22:22Z 2011-08 http://documents.worldbank.org/curated/en/2011/08/16279710/russian-federation-nuturing-innovation-review-existing-models-russian-federation-nuturing-innovation-review-existing-models http://hdl.handle.net/10986/12519 English en_US CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank Washington, DC Economic & Sector Work :: Other Public Sector Study Economic & Sector Work Europe and Central Asia Russian Federation
repository_type	Digital Repository
institution_category	Foreign Institution
institution	Digital Repositories
building	World Bank Open Knowledge Repository
collection	World Bank
language	English en_US
topic	ACCESS TO INFORMATION ANALYTICAL TOOLS APPLIANCES BASIC BIOTECHNOLOGY BUSINESS COMMUNITIES BUSINESS COMMUNITY BUSINESS DEVELOPMENT BUSINESS IDEA BUSINESS IDEAS BUSINESS LEADERS BUSINESS MODEL BUSINESS MODELS BUSINESS NETWORKS BUSINESS OPPORTUNITIES BUSINESS PARTNERS BUSINESS PLAN BUSINESS PLANNING BUSINESS PROCESSES BUSINESS SERVICE BUSINESS SERVICE PROVIDERS BUSINESS SERVICES BUSINESS STRATEGIES BUSINESS STRATEGY BUSINESSES CAPABILITIES CAPITAL REQUIREMENTS CHARTER CLASSROOM LEARNING COLLABORATION COMMUNITIES COMPANY COMPETENCIES COMPETITIVE STRATEGY CONNECTORS CONSULTING SERVICES CONTRACTORS CORPORATION CRITICAL SUCCESS FACTOR CURRENT KNOWLEDGE CUSTOMER SATISFACTION DISCOVERY DISCUSSION DISCUSSIONS DOCUMENTS DONATIONS ECONOMIC DEVELOPMENT ENABLING ENVIRONMENT ENTREPRENEUR ENTREPRENEURIAL SKILLS ENTREPRENEURS ENTREPRENEURSHIP ENVIRONMENT FOR INNOVATION EXPERIENTIAL LEARNING EXPERIMENTATION FINANCIAL SUPPORT FIRMS FIXED COSTS GATEWAYS GLOBAL BUSINESS GLOBAL MARKET GLOBAL MARKETS GOVERNMENT CONTRACTS HUMAN RELATIONSHIP ICT IDENTITY IMPACT ASSESSMENTS INCOME INEQUALITIES INDEPENDENT PARTY INFORMAL NETWORKS INFORMAL RELATIONSHIP INFORMATION TRANSFER INNOVATION INSTITUTION INTELLECTUAL CAPITAL INTERNAL BUSINESS INTERNAL NETWORK INTERNAL PROCESSES IP LAWYERS LEARNING LOCAL BUSINESS MANAGEMENT POSITIONS MANAGEMENT REVIEW MANAGEMENT ROLES MANUFACTURER MARKET DEMAND MARKET ENTRY MARKET PLACE MARKET POTENTIAL MARKET RESEARCH MARKET VISIBILITY MARKETING MEDIA MEDIUM ENTERPRISES MENTORING MONITORS MULTINATIONAL MUTUAL RESPECT NETWORK CREATION NETWORK HUBS NETWORKING NETWORKS NETWORKS OF PEOPLE NEW MARKET NEW MARKETS NEW TECHNOLOGIES NEW TECHNOLOGY ORGANIZATIONAL STRUCTURE PARTY PRODUCT DEVELOPMENT PRODUCTIVITY PROFESSIONS PROGRAMS PUBLIC GOOD QUALITY OF INNOVATION R&D RESULT RESULTS SEARCH SERVICE PROVIDER SERVICE PROVIDERS SILICON SMALL BUSINESS SMALL BUSINESS MANAGEMENT SMALL BUSINESSES SMALL FIRMS SME SME CLIENTS SOCIAL CAPITAL SOCIAL NETWORKS SOURCES OF KNOWLEDGE SPONSORS STANDARDIZATION SUPPLY CHAINS SUSTAINABLE INNOVATION SYSTEM FAILURES TACIT SKILLS TECHNICAL EXPERTS TECHNICAL OFFICER TECHNOLOGY PUSH TELEPHONE TRAINING COURSES TRAINING WORKSHOPS TRAITS TRANSACTION USER VALIDATION PROCESS VALUE SYSTEMS VARIETY VIRTUAL BUSINESS VIRTUAL COMMUNITY WEB
spellingShingle	ACCESS TO INFORMATION ANALYTICAL TOOLS APPLIANCES BASIC BIOTECHNOLOGY BUSINESS COMMUNITIES BUSINESS COMMUNITY BUSINESS DEVELOPMENT BUSINESS IDEA BUSINESS IDEAS BUSINESS LEADERS BUSINESS MODEL BUSINESS MODELS BUSINESS NETWORKS BUSINESS OPPORTUNITIES BUSINESS PARTNERS BUSINESS PLAN BUSINESS PLANNING BUSINESS PROCESSES BUSINESS SERVICE BUSINESS SERVICE PROVIDERS BUSINESS SERVICES BUSINESS STRATEGIES BUSINESS STRATEGY BUSINESSES CAPABILITIES CAPITAL REQUIREMENTS CHARTER CLASSROOM LEARNING COLLABORATION COMMUNITIES COMPANY COMPETENCIES COMPETITIVE STRATEGY CONNECTORS CONSULTING SERVICES CONTRACTORS CORPORATION CRITICAL SUCCESS FACTOR CURRENT KNOWLEDGE CUSTOMER SATISFACTION DISCOVERY DISCUSSION DISCUSSIONS DOCUMENTS DONATIONS ECONOMIC DEVELOPMENT ENABLING ENVIRONMENT ENTREPRENEUR ENTREPRENEURIAL SKILLS ENTREPRENEURS ENTREPRENEURSHIP ENVIRONMENT FOR INNOVATION EXPERIENTIAL LEARNING EXPERIMENTATION FINANCIAL SUPPORT FIRMS FIXED COSTS GATEWAYS GLOBAL BUSINESS GLOBAL MARKET GLOBAL MARKETS GOVERNMENT CONTRACTS HUMAN RELATIONSHIP ICT IDENTITY IMPACT ASSESSMENTS INCOME INEQUALITIES INDEPENDENT PARTY INFORMAL NETWORKS INFORMAL RELATIONSHIP INFORMATION TRANSFER INNOVATION INSTITUTION INTELLECTUAL CAPITAL INTERNAL BUSINESS INTERNAL NETWORK INTERNAL PROCESSES IP LAWYERS LEARNING LOCAL BUSINESS MANAGEMENT POSITIONS MANAGEMENT REVIEW MANAGEMENT ROLES MANUFACTURER MARKET DEMAND MARKET ENTRY MARKET PLACE MARKET POTENTIAL MARKET RESEARCH MARKET VISIBILITY MARKETING MEDIA MEDIUM ENTERPRISES MENTORING MONITORS MULTINATIONAL MUTUAL RESPECT NETWORK CREATION NETWORK HUBS NETWORKING NETWORKS NETWORKS OF PEOPLE NEW MARKET NEW MARKETS NEW TECHNOLOGIES NEW TECHNOLOGY ORGANIZATIONAL STRUCTURE PARTY PRODUCT DEVELOPMENT PRODUCTIVITY PROFESSIONS PROGRAMS PUBLIC GOOD QUALITY OF INNOVATION R&D RESULT RESULTS SEARCH SERVICE PROVIDER SERVICE PROVIDERS SILICON SMALL BUSINESS SMALL BUSINESS MANAGEMENT SMALL BUSINESSES SMALL FIRMS SME SME CLIENTS SOCIAL CAPITAL SOCIAL NETWORKS SOURCES OF KNOWLEDGE SPONSORS STANDARDIZATION SUPPLY CHAINS SUSTAINABLE INNOVATION SYSTEM FAILURES TACIT SKILLS TECHNICAL EXPERTS TECHNICAL OFFICER TECHNOLOGY PUSH TELEPHONE TRAINING COURSES TRAINING WORKSHOPS TRAITS TRANSACTION USER VALIDATION PROCESS VALUE SYSTEMS VARIETY VIRTUAL BUSINESS VIRTUAL COMMUNITY WEB World Bank Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models
geographic_facet	Europe and Central Asia Russian Federation
description	This report evaluates the role, operational models and identifies good practices of programs that seek to accelerate innovative entrepreneurship by managing, nurturing and leveraging social and business networks. The report discusses the role of venture acceleration networks, using networks to support entrepreneurs, creating strong networks, selecting ventures, financing the program, choosing an organizational structure, adapting to the innovation ecosystem and the role for the public sector in Russia. The second part of the report describes individual programs. The conclusion suggests next steps for operationalizing a venture acceleration network in Russia. Venture acceleration network experiments highlight a multitude of challenges. Some face challenges linked to the environments where they operate. Where there is no local pipeline of coachable ventures or of mentors with the right mix of skills, experience and connections, programs do not succeed. Programs also face an uphill challenge where there is no local access to complementary forms of public and private support.
format	Economic & Sector Work :: Other Public Sector Study
author	World Bank
author_facet	World Bank
author_sort	World Bank
title	Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models
title_short	Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models
title_full	Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models
title_fullStr	Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models
title_full_unstemmed	Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models
title_sort	nuturing innovation : venture acceleration networks, a review of existing models
publisher	Washington, DC
publishDate	2013
url	http://documents.worldbank.org/curated/en/2011/08/16279710/russian-federation-nuturing-innovation-review-existing-models-russian-federation-nuturing-innovation-review-existing-models http://hdl.handle.net/10986/12519
_version_	1764420131167928320

Nuturing Innovation : Venture Acceleration Networks, A Review of Existing Models

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