CHAPTER 10 133

From Research to Innovation to Enterprise: The Case of Singapore

Lim Chuan Poh, Agency for Science, Technology and Research (A*STAR), Singapore 10: The Case of Singapore of Case The 10:

In just 50 years, Singapore has Figure 1: Singapore’s public R&D budget, 1991 to 2020 transformed itself from a developing economy with few natural resources to a thriving global metropolis. Its 20 gross domestic product (GDP) per $19.0 billion capita has risen from US$516 in 1965 to US$52,888 in 2015.1 In 2015, $16.0 billion 15 Singapore celebrated its Golden $13.5 billion Jubilee and the nation came together to reflect on how far the country had come and to envision the future. 10

This chapter aims to shed light on a billions S$, critical element of Singapore’s suc- $6.0 billion cess story: the country’s investments 5 in research and innovation. $4.0 billion $2.0 billion

Singapore’s research and development 0 journey National National Science & Science & Science & Research, Research, Technology Plan Technology Technology Technology Innovation & Innovation & Since Singapore’s independence in (1991–1995) 2000 Plan 2005 Plan 2010 Plan Enterprise Enterprise (1996–2000) (2001 -2005) (2006–2010) 2015 Plan 2020 Plan 1965, the government understood (2011–2015) (2016–2020) that it had to develop science and technology (S&T) capabilities to Source: National Research Foundation, RIE2020 Plan, available at http://www.nrf.gov.sg/research/rie2020. overcome the constraints of the country’s limited size and lack of natural resources in order to ensure its economic survival. In 1966, the of Standards and Industrial Research by a national Economic Review late founding Prime Minister Lee (SISIR) formed in 1969. However, Committee, set up after Singapore’s Kuan Yew said at the opening of the the economy was still predomi- first major recession in 1985. That Science Tower in the University of nantly capital- and skills-intensive report recommended that Singapore Singapore, ‘our population ... is the before the 1990s. move up the economic value chain, one thing we have which makes up It was with the establish- away from low-cost competition for our lack of size and numbers, and ment of the National Science and in traditional manufacturing and it is of the utmost importance that, in Technology Board (NSTB) in 1990 services to develop new high-tech- the field of science and technology, and the launch of the first five-year nology clusters and activities. Over we should lead the field in this part National Technology Plan in 1991 the next 25 years, four more national of the world.’2 Singapore made early that the government began to invest S&T plans were implemented to efforts to build research and devel- in R&D in a significant and struc- position Singapore as an innovation- opment (R&D) capabilities, such as tured way (Figure 1). These devel- driven, knowledge-based economy. those under the Singapore Institute opments followed the 1986 report The S$19 billion Research, Innovation THE GLOBAL INNOVATION INDEX 2016 INDEX INNOVATION GLOBAL THE 134 THE GLOBAL INNOVATION INDEX 2016 10: The Case of Singapore cal research, as well as corporate labs. corporate as well as research, cal clini and ontranslational focus that hospitals and centres medical demic aca and knowledge; fundamental of abase develop to research academic on concentrate that universities sive research-inten impact; economic for research on mission-oriented (A*STAR), focus which Research and Technology Science, for Agency the of institutes research the includes ecosystem This decades. ahalf and two past over the Singapore in up built been has ecosystem research diverse and arich funding, public of stream asteady and R&D to mitment 1991. of Plan Technology National billion S$2 over the budget R&D public the in increase 10-fold anearly 2016, it represents January in Loong Hsien Lee Minister Prime Singapore’s by announced plan; five-year sixth country’s the is 2020 Plan Enterprise and 2014. Singapore of Survey R&D National Source: Figure 2:Gross expenditure on R&D, 1990to 2014

With strong government com government strong With S$, billions 10 4 8 0 2 6 1990 1991

1992 n n

1993 Business expenditure onR&D Public expenditure onR&D 1994 1995

(RIE2020) 1996 1997 1998 1999 2000 - - - - 2001 2002 with the completion of the state- the of completion the with 2015, October In co-locate. could sectors private and public the from respectively), Fusionopolis, and Biopolis (in ing engineer and sciences physical the and sciences biomedical the in hubs research-intensive of growth the catalyse to 2001 in conceived was masterplan one-north The system. innovation and research its strengthen to initiatives infrastructural major heartening to note that Thomson Thomson that note to heartening therefore It is sectors. private and public the both from coming tors innova and researchers, scientists, 16,000 of community diverse ally internation an comprising learning higher of institutes and universities corporate five institutes, research 16 public start-ups, 600 companies, hub: over to 250 home dynamic and avibrant as milestone a meaningful reached vision Two, one-north the Fusionopolis at facilities of-the-art 2003

Singapore has also launched launched also has Singapore 2004 2005 2006 2007 2008 3 where researchers researchers where 2009 2010 2011 2012 2013 2014 - - - nearly two and a half decades (1990 decades ahalf and two nearly (CAGR) 11.1% of rate past over the growth 2014, annual acompound in billion S$3.3 reached (PUBERD) onR&D expenditure public Annual Plan. RIE2020 announced recently the under S$19 to billion Plan Technology National 1991 five-year the under billion S$2 from increased has budget R&D public The 2). (Figure strategy development economic Singapore’s of pillar critical a as R&D funding to approach tained sus and asteady taken has Singapore An outcomes-driven andphasedapproach position. 9th the at (Government) Innovators Top world’s the one of Global 25 A*STAR as ranked has Reuters approach to its R&D initiative. R&D its to approach phased apragmatic, adopt to had also Singapore resources, for needs competing many the Given impact. and outcomes economic emphasize heavily to continue policies vation inno and Today research its growth. and competitiveness economic for aneed in rooted was journey R&D Singapore’s words, economy. other In domestic the of competitiveness the strengthen and upgrade to effort government-led adirected, inantly predom was push R&D Singapore’s or industries, universities intensive research- out centuries-old of cally organi grew which Germany, and Switzerland as such countries of systems innovation and research the Unlike world. the around countries other research-intensive successful many of that from different been has system innovation and research yet. level highest 2014, in the billion $5.2 1990 to in billion $0.3 from period, same the over aCAGR at 12.5% of grown has onR&D expenditure business annual 2014).to Correspondingly, The development of Singapore’s of development Singapore’s The 4 - - - - 135

The launch of its National of Singapore (NUS) and the on open innovation—from research Technology Plan in 1991 provided Nanyang Technological University to innovation to enterprise. the framework for establishing (NTU)—to attract world-class The fifth national R&D plan— Singapore’s science and engineering academic investigators, train high- the Research, Innovation and research institutes over the follow- quality research talent, and create Enterprise 2015 Plan (RIE2015) ing 10 years. A key feature of these new knowledge in the specific areas (2011–15)—espoused, for the first 10: The Case of Singapore of Case The 10: institutes was their purpose: they of each centre. In the process, the time, differentiated open innova- were set up to serve Singapore’s international standing of Singapore’s tion strategies targeted at the differ- manufacturing sectors, mainly elec- universities rose significantly. In the ent enterprise segments that make tronics, engineering, and chemi- 2016 Times Higher Education global up Singapore’s economy. Singapore cals. By 2001 Singapore saw that university rankings, NUS was recognized then that its research the biomedical sciences presented ranked 26th and NTU 55th, up ecosystem had progressed to another tremendous growth potential. It from their respective positions 34th level of maturity, and a pipeline of started the Biomedical Sciences and 174th only five years before.6 promising research outputs had (BMS) Initiative to establish bio- In 2006, with a rapidly growing the potential to yield benefits. By medical sciences as the fourth pil- and diversifying research landscape, recognizing that multinational lar of the manufacturing economy, Singapore recognized the need corporations (MNCs), large local alongside electronics, engineering, for high-level coordination and companies, small and medium- and chemicals. Between 2001 and strategizing of the research efforts. sized enterprises (SMEs), and start- 2005, Singapore put into place the This led to the establishment of the ups each have different needs and key building blocks that would Research, Innovation and Enterprise capacities for conducting R&D establish core scientific biomedical Council, chaired by the Prime and absorbing research outputs, capabilities and attract the talent Minister and comprising interna- Singapore embarked on custom- needed for the endeavour. In its tional and local members, to steer izing partnership models and open second phase (2006–10), the BMS the overall direction of the strategy. innovation platforms suited to their Initiative focused on strengthening The National Research Foundation specific needs and circumstances. biomedical science capabilities to was established at the same time to For example, the differentiated value bring scientific discoveries from the plan, coordinate, and monitor the proposition that Singapore was able laboratory bench to the bedside, to execution of the strategy. to offer MNCs was the spectrum of improve human health and health- science and engineering capabilities care delivery, and to bring benefits From research to innovation to enterprise available within a small, compact to the economy and society. (R-I-E) location; seamless access to these From 2004 to 2006, concurrent In 2010, in the aftermath of the capabilities across different research with the launch of the second phase global financial crisis, Singapore institutions; and the rich diversity of of the BMS Initiative, two succes- undertook another review of its eco- world-class talent present in those sive reviews were conducted with nomic strategies to position itself for institutions. the aim of transforming Singapore’s the new post-crisis environment and In contrast, SMEs typically had public universities into autonomous to achieve sustained and inclusive limited resources available for R&D and research-intensive institutions growth. Among other things, that and were interested in new products to enable them to respond to the review recommended strengthening or services that could bring addi- increasingly competitive global aca- its emphasis on business innovation tional revenue streams, or in pro- demic landscape and become world- and the commercialization of R&D, ductivity measures that could help class research universities. This including creating customized plat- them remain competitive. Public-

review led to a significant increase in forms to facilitate the integration of sector efforts were then focused on funding for academic research, the the capabilities of research institu- either bringing technologies further setting up of an Academic Research tions, companies, and public-sector down the value chain so they could Council, and the establishment of agencies to deliver innovative solu- be readily licensed by the companies the Research Centres of Excellence tions. This approach gave rise to the or creating ready-to-go technolo- (RCEs). Five RCEs were established pivotal articulation of Singapore’s gies that could be easily adopted. within Singapore’s two largest uni- R&D framework—one that is based Consortia that brought these SMEs versities5—the National University into the supply chains of larger MNCs THE GLOBAL INNOVATION INDEX 2016 INDEX INNOVATION GLOBAL THE 136 THE GLOBAL INNOVATION INDEX 2016 10: The Case of Singapore research, innovation, and enterprise enterprise and innovation, research, developing to approach integrated and aholistic adopted therefore has Singapore growth. and investment private-sector catalysing of goal the articulated consistently have plans S&T national Singapore’s of all strategy: R&D Singapore’s of tenet afundamental been always MNCs. the serve to continue could they so capabilities their raise could firms smaller these that ensuring for model useful a particularly also were (the BERD national the by numerator) (the Scoreboard Investment R&D Industrial EU the from data dividing by estimated were figures Percentage Note: of Survey R&D 2014 National Indicators; Technology and Science Main OECD Scoreboard; Investment R&D Industrial EU the from data on based Estimates Source: national BERD, latest available year Table 1:Globalexpenditure ofthetop five corporate spendersasapercentage of Scoreboard. R&D Investment Source: EU Industrial countries, 2014 Figure 3:Comparison ofcorporate R&Dexpenditure across smallresearch-intensive appropriate exchange rates, taken from the European Central Bank). Central European the from taken by rates, Singapore, of exchange Survey R&D appropriate 2014 National the and OECD the from taken currency, national the in BERD multiplying by estimated was which denominator, Bank. Central European the and Singapore; Switzerland (2012) The economic agenda has has agenda economic The

164% €, billions 10 15 20 0 5 Switzerland Netherlands (2014) 149% Netherlands Sweden (2014) n 74% Sweden

No. ofcompanies intop 2,500globalspenders Global expenditure oftop 5companies capabilities that allow it to translate translate it to allow that capabilities it needed to tap into globalization globalization into tap to it needed that recognized Singapore dence, indepen its since economy strained resource-con asmall, As talent. and ideas, investments, foreign to ness open astrong by characterized been has system innovation Singapore’s and open talent Singapore’s strategy: Open innovation outcomes. impactful to discoveries research Finland Finland (2014) 72% Israel Israel (2014) 23% Singapore Singapore (2014)

0 10 20 30 40 50 60 26% Number of companies of Number - - - rich diversity of international talent. talent. international of diversity rich a by complemented talent research local of core arobust has Singapore today aresult, As scientists. young tor men and capabilities seed to leaders scientific international recruit to egy strat talent open onan it relied years, early the in capabilities R&D its up building was Singapore When sector. R&D the in adopted been similarly corporations. and investment foreign about ambivalent largely still best, at were, countries other many when atime Singapore—at into investments direct foreign and MNCs attracting and welcoming of astrategy pioneered (EDB) Board Development Economic Singapore the 1960s, the Since survive. to From 2000 to 2006, the programme programme the 2006, to 2000 From programme. Connect+Develop their through models innovation open of adopter early an is Gamble & Procter example, For globe. the across performers public-research with aggressively more partner and model innovation open the embrace R&D. internal of approach Labs Bell traditional the from away turn to companies many led have competition intensifying and connectivity, increased advances, tively.’ respec innovation, of use external for markets the expand and innovation, internal accelerate to knowledge of outflows and inflows purposive of use the is innovation ‘Open 2006, in Chesbrough Henry by defined As innovation. open of that is egy strat R&D its onin leveraged has Kingdom. United the Sweden and with on par globally, ecosystems R&D diverse internationally most the among Singapore puts This world. the around networks and expertise, ideas, research of diversity the into foreign, are 30% community, research Singapore’s Of This attitude of openness has has openness of attitude This Another trend that Singapore Singapore that trend Another 8 Globalization, technological technological Globalization, 9 Instead, companies companies Instead, 7 allowing it to tap tap it to allowing - - - - 137 helped increase their R&D produc- engagement with major collabora- Singapore’s challenges: Private-sector tivity by almost 60%, more than tions including the Rolls-Royce@ innovation capacity doubled their innovation success rate, NTU Corporate Lab and Keppel- Singapore’s R&D and innovation and doubled their share price while NUS Corporate Lab. In the health journey is not without its chal- lowering their cost of innovation: and biomedical sciences space, lenges. Although it has consistently their R&D investment as a percent- A*STAR, the universities, hospi- ranked 1st in the Innovation Input 10: The Case of Singapore of Case The 10: age of sales decreased from 4.8% in tals, and academic medical centres Sub-Index of the Global Innovation 2000 to 3.4% in 2006.10 also collaborate closely in major Index, Singapore ranked 20th in Very early on, Singapore rec- translational and clinical research the Innovation Output Sub-Index ognized and harnessed the benefits programmes that aim to bring R&D in 2015, leading to an overall of open innovation by collaborat- from bench to bedside. Many of these Innovation Efficiency ratio ranking ing with and anchoring strategic collaborations, which link research of 100th in that year. In particular, MNC partners, thereby transferring to innovation and enterprise, are also Creative outputs is an area of weak- their capabilities and expertise to both inter- and transdisciplinary in ness in Singapore that needs to be the local ecosystem while creating nature. Singapore recognizes that improved on, hovering at 33rd place good jobs in the local economy. the greatest impact of innovation is in both 2014 and 2015; Knowledge Singapore’s economic agencies, often found at the convergence of and technology outputs fared better, such as A*STAR and EDB, make different research fields and profes- at 12th place in 2015. coordinated efforts to leverage open sions. In particular, A*STAR has This situation is partly a result of innovation to strengthen Singapore’s played a leading role in convening the relatively nascent and govern- key industry clusters. For example, large-scale, multi-disciplinary pro- ment-led development of Singapore’s A*STAR and EDB successfully grammes that integrate the diverse innovation system. The Singapore partnered with Applied Materials, capabilities of various performers in government invested significantly in the largest semiconductor equip- the ecosystem. developing the country’s universi- ment manufacturer in the world, to Besides open innovation part- ties and public research institutions anchor the firm’s R&D operations nerships with companies, Singapore in order to catalyse private-sector in Singapore. Today all wafer-level has attracted top research performers investments. As a result, although packaging research across the firm is from across the world. For example, public-sector research has grown in conducted in Singapore, adding to the Campus for Research Excellence intensity and excellence, that of enter- Singapore’s position as a key global and Technological Enterprise prises, especially local enterprises, has node for semiconductor R&D. (CREATE) under the National yet to grow at a corresponding rate. Another example of Singapore’s Research Foundation houses The MNCs, by and large, dominate open innovation strategy that has research centres from top universities in many R&D-intensive industry led to industry growth is seen in such as the Massachusetts Institute clusters, such as electronics, pharma- the aerospace cluster. Under the of Technology (MIT), ETH Zurich, ceuticals, and biomedical sciences. A*STAR Aerospace Research Cambridge University, and Peking In comparison, local enterprises Consortium, major aerospace MNCs University. These international are still relatively modest in their (such as Airbus, Boeing, Pratt & partnerships have created a strong research investments and capabilities, Whitney, and Rolls-Royce), local pipeline of ideas, talent, and research although their growth rate appears to leading companies, and A*STAR capabilities to increase the vibrancy have picked up in the last five years research institutes collaborate in and diversity of Singapore’s R&D or so. pre-competitive research. The con- ecosystem. Another example is the Another pertinent observation sortium has played a critical role in Asian Network for Translational is that many of the most research- building the R&D expertise needed Research and Cardiovascular Trials intensive and innovative small for Singapore’s aerospace industry, programme, in which A*STAR and economies in the world (such as allowing it to gain a competitive the major public healthcare insti- Switzerland, Sweden, and Finland) edge over other emerging hubs in tutions collaborate with regional have large home-grown companies the region. partners across 10 countries to study that are also multinationals in their In recent years, Singapore’s cardiovascular disease progression in own right—these domestic MNCs research-intensive universities heart failure. account for a major proportion of have also deepened their industry the business expenditure on R&D THE GLOBAL INNOVATION INDEX 2016 INDEX INNOVATION GLOBAL THE 138 THE GLOBAL INNOVATION INDEX 2016 10: The Case of Singapore encourages companies to adopt to companies encourages which Programme, Adoption Technology the and capacity; tive absorp their increase to companies to scientists research attaches and roadmapping technology their with companies helps which programme, (GET-Up) Upgrade Technology through Enterprises Growing the include Examples SMEs. to tutes insti research its from expertise and technologies of transfer the support that out programmes carries also A*STAR R&D. conduct to SMEs encourage to schemes credit and incentives of slew abroad offers grow, SMEs Singapore’s helping to dedicated agency economic an SPRING, SMEs. of upgrading cal technologi onthe emphasis greater placed have makers policy ment govern years, recent in Therefore, GDP. total of 50% contribute and workers of 70% employ SMEs Singapore’s economy.able Indeed, sustain and astrong to large, and small both enterprises, local of importance the of and challenge countries. intensive research- small other in those as research-intensive as or large as near nowhere are enterprises domestic Singapore’s that plainly illustrates 17%. only contribute collectively enterprises local large the and BERD of 80% ute contrib to Singapore in companies 100 than more it takes comparison, heyday. its in BERD of half almost contribute to used alone MNCs. owned Swedish- by spent BERD of 49% and companies, multinational large few a by performed is R&D business of 80% about Sweden, in example, For Table 1). (Figure 3, countries home their in outputs R&D the of tacles recep technology as well as vation inno of engines the are and (BERD), Singapore is well aware of this this of aware well is Singapore 14 The stark difference difference stark The 12 In Finland, Nokia Nokia Finland, In 13 In In 15 11 ------

doubled in the last decade, growing growing decade, last the in doubled than more have Singapore in ups start- Indeed, start-ups. biomedical and technology information local successful of number growing a houses which Launchpad, JTC the at start-ups for infrastructure dedicated built has government the area, one-north the Within stages. early their in companies for support funding provide Scheme Commercialisation Enterprise Technology the and Funds, Venture Stage Early Scheme, Incubation Technology the as such schemes Assistance ecosystem. preneurial entre its develop to efforts its up respectively.sectors, telecommunication and banking the within capabilities analytics data and digitization the enhance to formers per public-sector with collaborate to up stepped Singtel—have and Bank DBS the as sector—such ing manufactur the outside companies recently, More development. form plat offshore for capabilities testing and prototyping grow to yards, ship local including industry, the with partner will and basin ocean adeepwater building is Singapore sector, offshore and marine the in example, For companies. local large with collaborate to efforts productivity. improve them help may that technologies ready catalyse more start-up activities. start-up more catalyse and Singaporeans young in mindsets entrepreneurial more inculcate to much room is there and Israel, or Valley Silicon of likes the from far still is scene start-up Singapore’s country. entrepreneurial 11th the as most Singapore ranks now Index Entrepreneurship Global annual Institute’s Development and Entrepreneurship 2014. Global The in 55,000 to 2005 in 24,400 from In addition, Singapore is stepping stepping is Singapore addition, In its increasing also is Singapore 16 However, However, - - - - - Conclusion: The way forward for for wayforward The Conclusion: trajectory. right onthe it but is tor, sec private R&D-intensive vibrant, a cultivating of terms in go to way some has Singapore world. the in countries research-intensive top the with gap the close will capacity tive innova private-sector Singapore’s growth, enterprise local of stories success more and persistence ued contin with that, is aspiration The competition. the from services and products their differentiate to seek they as especially businesses, their to bring can innovation and R&D that benefits the of now aware are companies local Many endeavours: its public R&D endeavours rather rather endeavours R&D public its of output an as Singapore in viewed is pillar sophistication Business the investment— and activities sector private- catalysing at aimed effort agovernment-led oped—through devel has sector R&D Singapore’s 10 years. last the 6% of CAGR over2014, agrowth in jobs (RSE) engineer and entist sci research 32,835 economy, with Singapore the for jobs high-value many of creation the in evident is investments R&D these of impact The earlier. shown as BERD, and (GERD) onR&D expenditure gross in growth strong by undergirded is rankings GII the in performance strong Its pillar. 1st each for it ranked which in sub-pillars, sophistication Business and Infrastructure the in strong be to seen is and Sub-Index Input Innovation the 1st in ranked Singapore region. Oceania and Asia East South the in country ranked top- the 2015 GII, the 7th in in came It Index. Innovation Global 10 the in top the in ranked consistently be to it led have efforts R&D Singapore’s Singapore There is a silver lining in all these these all in lining asilver is There Interestingly, because of the way way the of because Interestingly, 17 - - - - - 139 than as an input. Many of the indica- 5 The three RCEs hosted in NUS are the National Research Foundation. Research, Innovation Cancer Science Institute of Singapore, the and Enterprise 2020 Plan (RIE2020 Plan). Prime tors in this pillar, such as knowledge- Centre for Quantum Technologies, and the Minister’s Office, Singapore. Available at intensive employment and the state Mechanobiology Institute. The two RCEs http://www.nrf.gov.sg/research/rie2020. of cluster development, are in fact hosted in the NTU are the Earth Observatory of Singapore and the Singapore Centre on OECD (Organisation for Economic Co-operation key performance indicators for the Environmental Life Sciences Engineering. and Development). 2008. OECD Science, Technology and Industry Outlook 2008. Paris: government agencies undertaking

6 See the Times Higher Education World OECD Publishing. Singapore of Case The 10: research activities. University Rankings, available at https://www. timeshighereducation.com/world-university- ———. 2013. OECD Reviews of Innovation Under the RIE2020 Plan rankings/2016/world-ranking. Policy: Sweden 2012. doi http://dx.doi. announced earlier this year, org/10.1787/9789264184893-en 7 This refers to the percentage of foreigners Singapore has shifted to a gover- among PhD, Masters, Bachelors, and non- ———. No date. OECD.Stat. Main Science nance framework that would allow degree researchers. National R&D Survey of and Technology Indicators. Available Singapore 2014. at http://stats.oecd.org/Index. for even more integrated national aspx?DataSetCode=MSTI_PUB. 8 Chesbrough, 2006, p.1. strategies, as well as strengthened Say, L. S., Minister for Manpower. 2015. ‘Speech links between the country’s research 9 Information about the Bell Labs approach can at Launch of Human Capital Movement in be seen in Hilger, 2014. SMEs’. Marina Bay Sands Convention Centre, capabilities and industry structure. 20 July. Available at http://www.mom.gov. Under RIE2020, Singapore is orga- 10 Huston and Sakkab, 2006. sg/newsroom/speeches/2015/0730-speech- 11 OECD, 2013, p.165 at-the-launch-of-human-capital-movement- nizing its R&D investments into in-smes. four thematic domains that reflect 12 Jacob et al., 2015. The RIO Country Report Thomson Reuters. 2016. The Top 25 Global major national challenges and eco- 2015: Sweden, released 23 June 2016, uses data from 2013. Innovators: Government. Available at http:// nomic opportunities: Advanced stateofinnovation.thomsonreuters.com/the- 13 OECD, 2008, p. 116. top-25-global-innovators-government#. Manufacturing & Engineering; Health & Biomedical Sciences; 14 National R&D Survey of Singapore 2014. Urban Solutions & Sustainability; 15 Say, 2015. and Services & Digital Economy. 16 The Global Entrepreneurship Index can This structure provides coherence to be found at https://thegedi.org/global- entrepreneurship-and-development-index/. the research endeavours of the vari- 17 National R&D Survey of Singapore 2014. ous research performers, the public- sector agencies, and the private sector. At the same time, three cross- cutting programmes—academic References research, manpower, and innovation A*STAR Research and Statistics Unit. 2014. National R&D Survey of Singapore. and enterprise—will support the Chesbrough, H. 2006. Open Innovation: Researching four domains. The intent naturally a New Paradigm. Oxford: Oxford University is to avoid unnecessary duplication Press. of effort, to support the most meri- European Central Bank. No date. Statistical torious ideas and proposals, and to Data Warehouse. Available at http:// sdw.ecb.europa.eu/browseSelection. achieve even greater outcomes for do?DATASET=0&node=2018794 the steady and sustained investments European Commission. 2015. 2015 EU R&D of the government in RIE2020. Scoreboard. Available at http://iri.jrc.ec.europa. eu/scoreboard15.html.

Hilger, C. 2014. ‘Bell Labs: The Model for Future Innovation?’ Industry Tap 4 July. Available at Notes http://www.industrytap.com/bell-labs-model- 1 Department of Statistics, Singapore, SingStat future-innovation/21009. Table Builder, available at http://www. tablebuilder.singstat.gov.sg/publicfacing/ Huston, L. and N. Sakkab. 2006. ‘Connect and createDataTable.action?refId=3252. Develop: Inside Procter & Gamble’s New Model for Innovation’. Harvard Business Review 2 Josey, 2012, p. 325. 84 (3): 58–66.

3 Information about one-north can be found Jacob, M., Å. L. Dahlstrand, and M. Sprutacz. 2016. at http://www.jtc.gov.sg/industrial-land-and- RIO Country Report 2015: Sweden. European space/pages/one-north.aspx. Union. doi:10.2791/21226

4 Thomson Reuters, 2016. Josey, A. 2012. Lee Kuan Yew: The Crucial Years. Singapore: Marshall Cavendish. THE GLOBAL INNOVATION INDEX 2016 INDEX INNOVATION GLOBAL THE