Trends
© Diana Hlevnjak / Shutterstock were at the beginning . In recent years , we have seen science parks daring to go beyond their physical boundaries and expanding their communities of tenants and resident companies . More and more , being physically located in the park is not the only way in which companies , whether start-ups or mature , can interact with STPs , benefit from their networks and services , and use them as another tool to increase their competitiveness .
This evolution is happening before our very eyes in many parts of the world , and in an ever growing number of cases . On the one hand , new projects continue to be born which , while they still have many of the traditional components present in STPs , are nevertheless something different . Let ’ s call them , as we have done since 2012 , areas of innovation . In other cases , many classic STPs are undergoing an interesting metamorphosis , by which they are getting ready to be attractive not only for companies , but also for people .
Being international Among the new features that everybody wants to make sure they offer , two stand out as the undisputed stars . The first is to become attractive to this new and powerful knowledge-working class , often referred to as the creative class . They are powerful because they are aware of their own value and importance , and are becoming accordingly demanding . They are choosy , even picky when it comes to deciding where they want to live
This evolution is happening before our very eyes in many parts of the world , and in an ever growing number of cases
and work , and if they want to succeed , knowledge-based companies must take those wishes into account . So too must STPs if they want to continue to attract those companies who depend on knowledge-workers .
The second most desired feature is to be international . We could cover a hundred pages discussing what people understand by this , but the need to secure an international dimension for our projects is unquestionable . STPs need to be known outside their cities and regions , and so should work on their brand at an international level . Each individual STP should aim to become a visible node within international networks . Only by doing this will they be able to serve the needs of their resident companies .
Being international means both developing a capacity to attract foreign investment and talent , and also creating the mechanisms to facilitate our own local companies ’ transition into the wider world , so they can benefit from becoming global themselves .
All four aces Innovation , talent , and international networking – these are the three aces of today ’ s competitive pack of cards . The fourth is one that never changes : good management .
There are as many different management models as there are science parks , but one trend that applies across national boundaries is that parks and their stakeholders realise that there are ways to exploit their full potential – ways that are not limited to their performance within the geographical boundaries of the park itself . Stakeholders also realise that the knowledge and expertise hosted by STPs can be used and implemented in other ways , and in other places . This is about switching focus from where to what , or from geography to function . STPs aren ’ t giving up an idea of a space where innovation agents can work in proximity , but it is becoming more apparent that the future of STPs is far too big to confine within narrow geographical restrictions . ■
72 | UKSPA BREAKTHROUGH | Summer 2017