From Research to Innovation to Enterprise: the Case of Singapore

CHAPTER 10 133

From Research to Innovation to Enterprise: The Case of Singapore

LIM CHUAN P OH , Agency for Science, Technology and Research (A*STAR), Singapore 10: The Case of Singapore

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. 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 !eld of science and technology, and the launch of the first five-year nology clusters and activities. Over we should lead the !eld in this part National Technology Plan in 1991 the next 25 years, four more national of the world.’" 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 134 THE GLOBAL INNOVATION INDEX 2016 10: The Case of Singapore Figure 2: Gross expenditure on R&D, 1990 to 2014R&D,to on expenditure1990 Gross 2: Figure cal research, cal as research, well as labs.corporate clini- and on translational focus that hospitals and centres medical demic and aca- knowledge; of fundamental base a develop to research academic on concentrate that universities sive research-inten- for impact; economic research mission-oriented on focus which (A*STAR), Research for Agency Science, Technology and of the the institutes includes research ecosystem This decades. half a and two past the over Singapore in up built been has ecosystem research diverse and a rich funding, of public mitment to R&D and a steady stream 1991. of Plan Technology overbudget National the S$2 billion R&D public the in increase 10-fold nearly a represents it 2016, January Singapore’s in Loong Hsien Lee Minister by Prime five-year announced sixth plan; country’s the is Plan 2020 Enterprise and 2014. Singapore of Survey R&D National Source:

With strong government com- government strong With S$, billions 10 4 8 0 2 6 1990 1991 Q 1992 Q Business expenditure on R&Dexpenditureon Business

1993 R&Dexpenditureon Public 1994 1995

(RIE2020) (RIE2020) 1996 1997 1998 1999 2000 2001 2002 heartening to note that Thomson Thomson that note to heartening therefore is It 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 corporate universities five institutes, research 16public start-ups, 600 companies, hub: home to over 250 dynamic and vibrant a as milestone meaningful a reached vision one-north Two,the Fusionopolis at facilities of-the-art 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. to strengthen its research and initiatives innovation infrastructural major 2003

Singapore has also launched launched also has Singapore 2004 2005 2006 2007 2008 where researchers researchers where 2009 2010 2011 2012 2013 2014 had to adopt a pragmatic, phased initiative. R&D phased its to approach pragmatic, a adopt to had also Singapore resources, for needs competing many the Given impact. and outcomes economic emphasize heavily to continue policies vation Todaygrowth. its and research inno- and competitiveness economic for need a in rooted was journey R&D economy. In other words, Singapore’s domestic the of strengthen competitiveness the and upgrade to effort government-led directed, a inantly Singapore’s R&D push was predom- industries, or universities intensive research- centuries-old of out cally organi- grew which Switzerland Germany, and as such countries of systems innovation and research the Unlike world. the around countries research-intensive many successful of other that from different been has system innovation and research yet. level highest the 2014, in billion $5.2 to 1990 in billion $0.3 from period, same the over 12.5% of CAGR a at grown has R&D on expenditure business annual Correspondingly, 2014). to (1990 decades half a and two nearly 11.1%past of (CAGR) the over rate growth annual compound a 2014, in billion reached S$3.3 (PUBERD) on R&D public expenditure the Annual under Plan. RIE2020 announced billion recently S$19 to Plan has Technology National 1991 five-year budget R&D the under S$2 from billion increased public 2). The (Figure strategy development critical pillar of Singapore’s economic tained approach to R&D funding as a has taken a Singapore steady and sus- approachphased and outcomes-driven An position. 9th the at (Government) Innovators Global 25 Top as world’s the A*STAR of one ranked has Reuters The development of Singapore’s Singapore’s of development The 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 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.! 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 versities —the National University into the supply chains of larger MNCs THE GLOBAL INNOVATION INDEX 2016 136 THE GLOBAL INNOVATION INDEX 2016 10: The Case of Singapore Source: Estimates based on data from the EU Industrial R&D In R&D Industrial EU the from data on based Estimates Source: 2014countries, research-intensivesmall across expenditure corporateR&D of Comparison 3: Figure research, innovation, and enterprise enterprise and innovation, research, developing to approach integrated and holistic a adopted therefore has Singapore growth. private-sector and investment catalysing the of goal articulated consistently have plans S&T national all Singapore’s of strategy: R&D tenet Singapore’s of fundamental a been always MNCs. the serve to continue could they so capabilities their raise could firms smaller these that for ensuring model useful were a also particularly BERD,national latestavailableyear of percentage a as corporatespenders fivetop the of expenditureTable Global 1: Scoreboard. Investment R&D Industrial EU Source: Note: Percentage figures were estimated by dividing data fr data dividing by estimated were figures Percentage Note: appropriate exchange rates, taken from the European Centra European the from taken rates, exchange appropriate denominator, which was estimated by multiplying BERD in the the in BERD multiplying by estimated was which denominator, Singapore; and the European Central Bank. Central European the and Singapore; Switzerland (2012) Netherlands (2014) Sweden (2014) Finland (2014) Israel (2014) Singapore (2014) Singapore (2014) Israel (2014) Finland Sweden(2014) (2014) Netherlands Switzerland(2012) The economic agenda has has agenda economic The

6%19 4 2 3 26% 23% 72% 74% 149% 164% €, billions 10 15 20 0 5 Switzerland Netherlands om the EU Industrial R&D Investment Scoreboard (the numerat (the Scoreboard Investment R&D Industrial EU the om vestment Scoreboard; OECD Main Science and Technology Indi Technology and Science Main OECD Scoreboard; vestment l Bank).l Q Sweden national currency, taken from the OECD and the 2014 National National 2014 the and OECD the from taken currency, national No. of companies in top 2,500 global spendersglobal 2,500 top in No.companies of Global expenditure of top 5 companies5 top expenditureof Global it needed to tap into globalization globalization into tap to needed that it recognized Singapore dence, indepen- its since economy strained resource-con- As a and talent. small, ideas, investments, foreign to ness by a been open- strong characterized has system innovation Singapore’s talent open and innovation Open strategy: Singapore’s impactful outcomes. to discoveries research translate to it allow that capabilities Finland Israel or) by the national BERD (the (the BERD national the by or) cators; 2014 National R&D Survey of of Survey R&D National 2014 cators; Singapore R&D Survey of Singapore, by by Singapore, of Survey R&D

0 10 20 30 40 50 60 Number of companies of Number Connect+Develop programme. programme. programme the 2006, to 2000 From their Connect+Develop through models innovation open of adopter early an is Gamble & Procter example, For globe. across the performers public-research with aggressively more partner and model innovation open the embrace companies Instead, R&D.# internal of approach Labs Bell traditional the from away turn to companies led many have competition intensifying advances, increased connectivity, and technological tively.’"Globalization, for external use of innovation, respec- markets the expand and innovation, internal accelerate to knowledge of lows outf and lows inf purposive of use the is innovation ‘Open in 2006, Chesbrough Henry by defined As innovation. open of that is egy strat- R&D its in on leveraged has with par SwedenKingdom.United the and on globally, ecosystems the most internationally diverse R&D among Singapore puts This world. the around networks and expertise, ideas, research of diversity the into foreign, are 30% community, research Singapore’s Of talent. international of diversity rich a by complemented talent research local of core robust a has Singapore tor young scientists. As a result, today men- and capabilities seed to leaders scientific international recruit to egy years, it relied on an open talent strat- early the in capabilities R&D its up sector. When Singapore was building R&D the in adopted been similarly foreign corporations. and investment about ambivalent largely still best, at were, countries other many when time a Singapore—at into investments direct foreign and MNCs attracting and welcoming of strategy a pioneered (EDB) Board the Development 1960s, Economic the Singapore Since survive. to Another trend that Singapore Singapore that trend Another has openness of attitude This ! allowing it to tap tap to it 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 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. 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 138 THE GLOBAL INNOVATION INDEX 2016 10: The Case of Singapore encourages companies to adopt adopt to which companies encourages Programme, Adoption Technology the and capacity; tive absorp- their to increase to companies scientists research attaches and roadmapping technology their with companies helps which (GET-Up) programme, Upgrade Technology through Enterprises Growing include the Examples SMEs. to tutes insti- research its from expertise and technologies of that transfer the support programmes out carries also A*STAR R&D. conduct to encourage SMEs to schemes incentives credit of and slew broad a grow, offers SMEs Singapore’s to helping dedicated agency economic an SPRING, SMEs. of upgrading cal placed technologi- the on emphasis have greater makers policy ment GDP. govern- years, total recent in Therefore, of 50% contribute and workers of 70% employ SMEs Singapore’s Indeed, economy. able small sustain- and strong both a to large, and enterprises, local importance of the of and challenge research- countries. intensive small other in those as research-intensive or as large as near nowhere are enterprises domestic Singapore’s that plainly difference illustrates stark The 17%. only contribute collectively enterprises ute 80% of BERD and the local large contrib- to Singapore in companies 100 than In more heyday. takes it comparison, its in almost BERD of half contribute to used alone Nokia Finland, In MNCs. owned and 49% of BERD spent by Swedish- companies, multinational large few a by performed is R&D business of 80% about Sweden, in example, For Table 1).(Figure 3, home countries their in outputs R&D the of tacles recep- technology as well as vation (BERD), and are the engines of inno- Singapore is well aware of this this of aware well is Singapore catalyse more start-up activities. start-up more catalyse and in young Singaporeans mindsets entrepreneurial more inculcate to room much is there and Israel, or Valley Silicon of still likes the is from far scene start-up Singapore’s most country. However, 11th entrepreneurial the as Singapore ranks now Index Entrepreneurship Global annual Institute’s Development and Entrepreneurship Global The 2014. in 55,000 to 2005 in 24,400 from growing decade, last the than in doubled more have Singapore in ups start- Indeed, start-ups. and biomedical successful technology of information local number a houses growing which the Launchpad, at JTC start-ups for dedicated infrastructure built the has area, government one-north the Within stages. early their in support companies for Commercialisation funding provide Scheme Enterprise Stage Technology the and Funds, Venture Early Scheme, Technology Incubation the as such Assistance schemes ecosystem. preneurial entre- its develop to efforts its up respectively. sectors, and telecommunication the banking within capabilities and analytics data digitization the enhance to formers per- public-sector to with up collaborate stepped Singtel—have and Bank DBS the as sector—such ing manufactur- the outside companies recently, More development. form and plat- offshore for capabilities prototyping testing grow to yards, ship- local including industry, with the partner will and basin ocean deepwater a sector, building is offshore Singapore and marine in the example, For large with companies. local collaborate to efforts help productivity. improve them may that technologies ready In addition, Singapore In is Singapore addition, stepping its increasing also is Singapore Singapore for forward way The Conclusion: 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 government-led a oped—through devel- has sector R&D Singapore’s 10years.! last the over CAGR 6% of growth in a 2014, jobs (RSE) engineer and entist sci- research 32,835 with economy, 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 in on R&D expenditure gross (GERD) growth strong by undergirded is rankings GII the in performance it 1st ranked for Its each strong pillar. which in sub-pillars, sophistication Business and Infrastructure the in strong be to seen is and Sub-Index Input Innovation the in 1st ranked Singapore region. Oceania and East Asia South the in country ranked came in 7th in the 2015 GII, the top- 10 in the Index. Global ItInnovation top the in ranked consistently be to it led have efforts R&D Singapore’s tor, but it is on the right trajectory. right the on is it but tor, sec- private R&D-intensive vibrant, a cultivating of terms in go to some way 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 success stories more and persistence ued contin- with that, is aspiration The competition. the from services and products their differentiate to they seek as especially businesses, their to bring can innovation and R&D that benefits the of aware now are companies local Many endeavours: Interestingly, because of the way way of the because Interestingly, There There is a in these all silver lining 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. 10: The Case of Singapore 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