ASPA 2020 Final Report

Content

Program 3
Welcoming Remarks 5
6
Welcoming Speech 7
8
Keynote Address 9
10
Conference Moderators 12
21
Conference Speakers 31
38
Session 1: Best Practise of Science Parks
Panel Speakers’ Presentation: Dr Hargo Utomo 56
Panel Speakers’ Presentation: Mr Omid Nourimehr
Panel Speakers’ Presentation: Mr Mizuno Shigekata 58
64
Session 2: Plenary Talk 71
Future Technologies and Coopetition by Naquib Mohd Nor
73
Session 3: Workforce of the Future 86
Mr Rushdi Abdul Rahim 97
116
Panel Speakers’ Presentation: Mr Rahmat Gill
Panel Speakers’ Presentation: Ms Sharala Axryd 127
Session 4: Innovations that will Shape the Future
129
Dr NorAzmi Allias 137
142
Panel Speakers’ Presentation: Mr Jacob Isaac 148
Panel Speakers’ Presentation: Mr Ozgur Ozcelik 152
Panel Speakers’ Presentation: Ms Jie Ai Lim 156
Session 5: Plenary Talk – Supporting Start-Ups: 178
185
Experiences from the National Technology and Innovation
Sandbox (NTIS) by Dr Wan Raihana Wan Aasim

Session 6: Science Parks as Enabler of Coopetition Among SMEs in
Advanced Technology Development
Dr Ramesh Zaidi Rozan

Panel Speakers’ Presentation: Dr Yeong Junaq Wang
Panel Speakers’ Presentation: Mr Purwadaria Hadi K
Panel Speakers’ Presentation: Mr Raja Taufik Azad bin Ahmad Suhaimi
Panel Speakers’ Presentation: Ms Suwipa Wanasathop
Post Event Report

Live Conference Report

Overalls Evaluation Analytics

Closing

Program

3

4

Welcoming Remarks

Tan Sri Abdul Rahman Bin Mamat
Chairman
Malaysian Technology Development Corporation (MTDC)

Good Morning, and as Malaysians would say it, Advancing Technological Revolution through
Salam Sejahtera. Coopetition – is the main theme for this year’s
conference. Coopetition is defined as
ASPA conference is held annually to gather all cooperation between two or more parties that
technology players around Asia to present a new are otherwise competitors, to come together and
paradigm for Asian industry and build economic with their strengths combined, to produce the
consensus in Asia by bringing innovative best of output beneficial to the parties involved
organizations, companies and individuals that as well as other stakeholders.
make contributions to industrial and economic
development in their societies, together. We are eager to listen to how coopetition has
worked for you. We are excited to explore the
Today marks the 24th time this conference has possibilities of strengthening the cooperations
been held and the number could only be between companies within ASPA umbrella and
reached through not just the success of previous even among the science parks.
conferences but also our continuous willingness
to cooperate towards the common benefit of ASPA Conference 2021 welcomes participants
each member. from Korea, India, Indonesia, Russia, Singapore,
Thailand, Palestine, Turkey, Vietnam, Japan,
The previous conferences, have all been Taiwan, Iran, China and not to mention
successful in helping science parks around this Malaysia. This is one of the major advantages of
region becoming more effective in value adding conducting conferences online, distance is of no
its tenants, as participants exchange best consequence. We are all in the same location.
practices and leverage on each other’s
strengths. MTDC of Malaysia has been Emphasizing the role of MTDC of to encourage
entrusted to host the ASPA Conference of 2020,
to be held for the first time in Kuala Lumpur but technology acquisition activities and to develop
alas and most unfortunately, the ASPA
Conference of 2020 had to be put on hold due to technology-based companies, we believe that
the COVID-19 pandemic.
this conference is able to not just boost
And here we are today, virtually, in Kuala
Lumpur’s ASPA Conference 2021 for another exchanges of experience, but to expand our
grand union of like-minded members sharing the
same aspirations that have been the reason why knowledge and various projects and share
we are all members of this fine association,
ASPA. industrial and economic resources through the

MTDC’s ASPA Conference 2021 Kuala Lumpur expanding network. is with
intends to push further the agenda of science
parks as the breeding ground for developments great pleasure that I welcome you to th
in the fields of innovations, applications of
technology, advancements of R&D, It e 24th Annual Conference of Asian Science
commercialisation of inventions, and Park Association (ASPA 2021) in Kuala Lumpur.
monetisations of intellectual properties May we revolutionise the way we operate, the
particularly in the Asian region. tools we use, the lives we live through
coopetition. Let this be your best ASPA
Conference yet.

5

Welcoming Speech

Dr. Yeong-Junaq Wang
President
Asian Science Park Association (ASPA)

Good morning, everyone. Science parks should focus on new
industry clusters and innovation
Welcome as participants to the 24th ecosystems, on localisation of
ASPA Annual Conference. government and community links and
on ease of sustainable technology
This is the first time we host the ASPA development.
Annual Conference online, and I am
deeply grateful for MTDC to organise As the main corporation platform for
this conference in such a short time, science parks in Asia, ASPA will
and bring us together after so long. continue to promote activities and
The COVID-19 pandemic hit us in early provide members with support in
2020, and disrupted the world order. It response to the current situation.
greatly affected international business
tourism and activities, and what At the moment, MTDC organises the
everyone had been accustomed to had
to come to an end. The global economy 24th ASPA Annual Conference in a very
then went into a bit of recession due to
major blockades and the highest degree short period of time with the theme of
of uncertainty.
“Advancing Technological
Fortunately, various efforts are slowly
changing the situation. In the post- Revolution Through Coopetition”.
pandemic era, global economy brings
significant impact and adjustments. The Finally, thank you again for your support
first change lies in new ways of digital and participation.
technology development. Emerging
technology such as Artificial Intelligence,
Internet of Things, Blockchain, now help
define work. Throughout the pandemic,
people had to work from home. Digital
marketing had become a norm.

6

Keynote Address

“Advancing Technological Revolution Through Coopetition”

YB Dato’ Sri Dr. Adham Baba
Minister
Ministry of Science, Technology And Innovation (MOSTI), Malaysia

Selamat Datang and a warm welcome to all In Malaysia, we have a coopetition between
the delegates from Korea, Japan, Taiwan, three technological robotics companies
Indonesia, Thailand, Iran and many others being piloted at the National Technology &
from the comfort of your office or home. Innovation Sandbox (NTIS) level. They are
DF Automation & Robotics Sdn. Bhd.,
We are all here today for the 24th Annual Ideasparq Robotics Sdn Bhd and eMooVit
Conference of Asian Science Park Technology Sdn Bhd. All three companies
Association (ASPA) 2021 themed provide turnkey robotics solution at public
‘Advancing Technological Revolution facilities and spaces, namely hospitals and
through Coopetition’. wet markets. The prime utilisation of such
robots is to minimise person-to-person
After being hit by the COVID-19 pandemic, contact and to ensure cleaning, sterilisation
the world has moved rapidly, where global and support services in public spaces,
collaborations have become more which have become fundamental due to the
important. To do this, ladies and gentlemen, COVID-19 pandemic, as well as to reduce
we have to enter into a collaboration to reliance on manpower.The drive towards
adopt technology via COOPETITION. ‘high-tech, low-touch’, is one of MOSTI’s
Coopetition is an act of cooperation key initiatives. Other than minimising risk
between competing companies by forming exposures of COVID-19, the move towards
a strategic alliance to help boost profits, this new technology is to enable facilities
improve brand awareness, attract your and businesses to resume operations at full
target audience and a lot more. capacity, accelerate efficient services and
elevate the status of companies towards the
An example is Pfizer Inc. from the USA and adoption of IR4.0 solutions.
BioNTech SE from Germany, two large
competing pharmaceutical companies, who It is this same of spirit of coopetition that
shocked the world when they announced a ASPA is built upon. Every organisation,
collaboration to jointly develop a COVID-19 companies and even individuals working
vaccine. For this coopetition, BioNTech together to make long lasting contributions
received an upfront payment of USD$185 for the industrial and economic
million as well as an equity investment of development in the Asian region.
nearly USD$113 million from Pfizer. In June
2021, bearing fruit to the coopetition Remember, ‘competition makes us faster
between the two parties, they then but collaboration makes us better’. I wish
announced another deal with the USA everyone today to have a fruitful time at this
government to provide 200 million doses of conference. Now, for the moment we all
the vaccine this year and another 300 have been waiting for, I hereby officiate the
million in the first half of 2022. 24th ASPA Annual Conference Kuala
Lumpur, Malaysia.

7

8

9

SESSION 1:
BEST PRACTICES OF SCIENCE PARKS

SYNOPSIS

Since the establishment of the first science park in 1951 by Stanford University, the
concept of the science park has undergone several reinventions and redefinitions.
Governments across the world have adopted this concept as a popular policy
instrument to stimulate economic development through wealth creation from
technological innovations as well as the creation of an entrepreneurial ecosystem.
The question is how to plan, manage and operate science parks that can
successfully achieve the desired end goal of stimulating economic development.

This plenary session will deliberate on best practices in the development and
operation of science parks including aspects of governance, business strategies,
financing and sustainability. Science parks should serve as a catalyst for
partnerships. This plenary session will highlight best practices in the design of
spaces that create encounters as well as value-added services that promote
linkages among resident firms leading to the generation of new technologies and
better business results.

Moderator 10

Dr. Fatimah Mohd Amin
Research Fellow
Malaysian Technology Development Corporation (MTDC)
Malaysia

Panelist

Dr. Hargo Utomo
Director of Business Development & Incubation
Universitas Gadjah Mada
Indonesia

Omid Nourimehr
Project Coordinator & Market Expert
Isfahan Science & Technology Town (ISTT)
Iran

Mizuno Shigekata
Executive Adviser International and Public Cooperation
Kyoto Research Park Corporation
Japan

SESSION 1:
BEST PRACTICES OF SCIENCE PARKS

Moderator: Dr. Fatimah Mohd Amin
Research Fellow
Malaysian Technology Development Corporation (MTDC), Malaysia

PROFILE

Dr. Fatimah Mohd Amin is currently a Project Consultant at the Malaysian
Technology Development Corporationan (MTDC). She oversees special projects
including studies on assessment of MTDC’s programmes and provides advice on
strategic directions for technology development programmes. She was a member of
the team that developed the Master Plan of the UKM Health Technopolis, a
strategic project aimed at transforming the National University of Malaysia (UKM)
medical campus into a mixed-use urban research-education-industrial-commercial-
residential development that provides a world class work-live-play-learn
environment.

Dr Fatimah held various positions in a long career of 37 years in the Malaysian Civil
Service. Her last position was Senior Research Fellow in the Economic Planning
Unit (EPU), Prime Minister’s Department where her main task was to serve as the
technical resource person in policy studies related to the manufacturing, science,
technology and innovation, and energy sectors. Dr. Fatimah was also involved in
the formulation of the national development plans with contributions in the areas of
manufacturing industry development and science, technology and innovation
development.

Dr. Fatimah has been involved in science, technology and innovation policy and
management in different capacities at the institutional and national levels. She
served as the Deputy Director for Policy and Research Management at the Ministry
of Science, Technology and the Environment from 1993 to 1997 and was assigned
to the Ministry of Science, Technology and Innovation (MOSTI) where she held the
position of Director for Science, Technology and Innovation from 2005 to 2007.

Dr. Fatimah has also been active in promoting technology commercialization and
technopreneurship, in particular, in her capacity as a trainer for MTDC’s various
training programmes in this field. She is a member of MTDC’s Technical Committee
for the Commercialization of Research and Development Fund (CRDF) and
Technology Acquisition Fund (TAF) and MTDC’s Research Committee.

Dr. Fatimah graduated with a Bachelor of Engineering Degree with Honours from
University Malaya, Malaysia, a Master of Science Degree in Nuclear Technology
from the University of Surrey, United Kingdom, and a Ph.D Degree in Public Policy
majoring in Science and Technology Policy from George Mason University, USA.

11

Panel Speakers’ Presentation

Dr. Hargo Utomo
Director of Business Development & Incubation
Universitas Gadjah Mada, Indonesia

TOWARDS MATURITY OF SCIENCE TECHNOPARK
DEVELOPMENT: SOME CRITICAL NOTES

Science Parks in Indonesia are legacy institutions. In lieu of the new presidential
decree, they are now expected to implement downstream innovation agenda.
Implementing this agenda is like change management where you have to
communicate the societal expectation on the science park to the campus
management. The business process of Science Technopark in Indonesia is not
enough to just build physical infrastructure, but ideally it must be equipped with soft
infrastructure policies and rules for the formation of attitudes and behaviour of
innovators who are constructive and have an industrialist mentality.

PROFILE

Dr Hargo Utomo is currently an Associate Professor at the Faculty of Economics &
Business, Universitas Gadjah Mada, Indonesia.
Dr Hargo has published a book entitled "Pengalaman Melembagakan Inovasi
Perguruan Tinggi" and several research reports. His academic and research
interests are in Management Information Systems, Innovation & Entrepreneurship,
and Strategic Management
Dr Hargo obtained his Phd from the Australian National University in 2001.

12

Towards Maturity of Science Technopark
Development: Some Critical Notes

Dr. Hargo Utomo, MBA., M.Com

Director of Business Development and Incubation
24th Annual Conference of the Asian Science Park Association (ASPA) 2021

Kuala Lumpur, Malaysia
16 November 2021

Outline

Legacy of Retrospection UGM Science Park: Managerial Conclusions &
Institution Introspection A Case Study Challenges Closing Remarks

Legacy of Science
Technopark in Indonesia

• The mandate of Presidential Decree No. Institutional Legacy • The Law No. 11 of 2019 concerning
106 of 2017 concerning the Scienceand the National System of Science and
Technology Area as a reference to carry Technology is a reference to
out its main function as an innovation strengthening the nation's
intermediary institution. competitiveness and resilience
•The establishment of a university-
• Presidential Decree No. 18 of 2020 based Science Technopark is a legacy
concerning the 2020-2024National of state-owned higher education in
Medium-Term Development Plan as a implementing the downstream
reference for formulating programs to innovation agenda with the Triple
achieve the Science Technopark Helix model
maturity target

Retrospection and
Introspection

• The existence of university-based Strategic Alignment dan • The dominance of “faculty-
Science Technopark in Indonesia to Value Co-Creation department centric” in the
this day continues to bring “new
hope" for innovation although it is still university environment indicates
at the very early stageof its outcome. insensitivity of higher education

• The maturity target of Science institutions to the contextual
Technopark indicates the need to build needs of industrial innovation.
strategic alignment in the University • The existence of a 'hubris
organization as well as the growing phenomenon' in the University
demand for the flexibility of the environment which is formed due to
academic environment. arrogance, superiority, and excessive
confidence in their achievements is an
obstacle in implementing multi-actor

value co-creation process.

UGM Science Technopark:
A Case Study

• University-based Science Park
• Main activities: incubation, technology transfer, and

start-up business development
• Adopt multi, cross, and trans-disciplinary in nature
• As the "glue" of satellite R&D which has been spread

across campus
• The focus area is innovation in health, agro, and digital

technology

Managing Changes
Open discussion and interaction to reduce
resistance to organizational change. Building
awareness about institutional assistance for
innovation will provide more value than running it

individually

Spirit of teamwork & Inventors’ egoism
Institutional priority & Protection
Balance of Rights and Obligations

Mental Set Approach

• Culture of Innovation Academia Industry

• Habituation Government

• Communicate with each other

• Willing to hear

• Consistency in action

• Commitment to results

Elimination of Silos of functions or sectors
Goal congruence

Pursuing Maturity • Exponential growth target for industrial
innovation product prototypes

• Strengthening the capacity and capability
of human capital as well as industrial
innovation incubation services

• Strengthening strategic partnerships with
industry and fellow Science Technoparks to
accelerate innovation in the region

Innovation
Portfolios

Medical Devices, Health Products,and Healthy Foods

Breakthrough Innovation:
Fighting Against Covid-19

VENINDO V-01
ICU Ventilator

GeNose C19 BreathAnalyzer

Artificial Intelligence-based screeningtool for
detecting Volatile Organic Compounds of
SARSCov2

Innovation
Portfolios

"Managing industrial partnerships is
synonymous with the sense of being able to
explore the unique behavior of human capital"

Industrypartnerships are needed by Science Technopark to encouragequality and
inclusive innovation, technology transfer, intellectual property protection,market

acceptance,economic growth and accessto productiveresources.

Managerial
Challenges

Entrepreneurial Spirit Culture of Innovation Industrial Engagement Impactful Innovation

Conclusions and Closing Remarks

The business process of Science Technopark in Indonesia is not enough
to just build physical infrastructure, but ideally it must be equipped with
soft infrastructure policies and rules for the formation of attitudes and
behavior of innovators who are constructive and have an industrialist
mentality.
The content of innovation in Science Technopark should be in line with
national (regional) industrial research priorities and can be integrated
into the learning process in higher education.
Managing Science Technopark towards maturity in Indonesia requires
an entrepreneurial spirit and strategic alignment between human
capital development and the readiness of higher education
institutional elements (structure, system, culture, and strategy) to enter
a new era of competition and collaboration.

UGM Science Techno Park
ditpui.ugm.ac.id | [email protected]
Gedung Pusat UGM Lantai 2 Sayap Selatan
Bulaksumur, Yogyakarta INDONESIA

Panel Speakers’ Presentation

Omid Nourimehr
Project Coordinator & Market Expert
Isfahan Science & Technology Town (ISTT), Iran

ESSENTIAL PRACTICES IN SCIENCE & TECHNOLOGY
PARKS AND AREAS OF INNOVATION

Managing industrial partnership is synonymous with the sense of being able to
explore the unique behaviour of human capital. Entrepreneurial spirit is something
that we need to introduce in R&D and in the campus area. Historically, academia is
seen as an ivory tower. But now we need to move to the ground to solve problems
with innovation. Having a culture of innovation, infused with entrepreneurial spirit
and with linkages to the industry, only the science park will have an impact on the
society.

PROFILE

Mr. Omid Nourimehr is a graduate from Sharif University of Technology where he
received his M.Sc. in Material Science – engineering corrosion and protection.
Mr. Omid Nourimehr is currently a staff in the steel and nonferrous metal
department at Isfahan Science & Technology Town. His major skills are in project
coordinating and finding market place for companies and incubators as well as
facilitating their paths in business related to big corporations and their target
industries.

21

ESSENTIAL PRACTICES IN SCIENCE &
TECHNOLOGY PARKS AND AREAS OF

INNOVATION

Omid Nourimehr

Isfahan Science and Technology Town(ISTT)
November 16, 2021

Introduction

- OMID NOURIMEHR
- Graduated from Sharif University of Technology(Iran-Tehran)
- M.Sc in Corrosion and protection engineering
- Steel and Non ferrous metals group staff in ISTT

- E-mail: [email protected]
- Linkedin: https://www.linkedin.com/in/omid-nourimehr-35666154/

2

3

Introduction

4

Best Practices in STP’s and AOI’s:

I. Park leadership and staff
II. Committed Funding Consequently
III. Bridging Institutions
IV. Relative Scale
V. Soft Infrastructure

5

I. Park leadership and staff

Well-managed and well-staffed parks are essential to the development of
research parks
 Professional managers can facilitate networking among researchers,

entrepreneurs, venture capitalists, and other key players in the park’s
innovation ecosystem
 quality staffing is an essential element in success of science parks

6

Practices I. Park leadership and staff
&
Guidelines for park planning, development, management
Features and operation

7 Competent, high-quality management and organization

Strong commitment and support from top management
Ability to clearly convey the goals and challenges of the

park
Long-term economic development plans and strategies
Creation of a favorable environment for companies located

in the park

Realistic and well-planned project schedule and adequate
allocation of resources

II. Committed Funding Consequently

without Committed Funding we would have had a great
idea but no means of turning this idea into reality.

8

II. Committed Funding Consequently

 Extensive support through government subsidies, mainly
in the initial phase
 Offer longer term loans and lower interest rates than
other institutions
Practices  Development of policies and proposals that eliminate the
weak characteristics of the regional economy and foster its

& development
 Flexibility in economic-financial modeling to attract new
Features investments
 Responsibility to understand and facilitate the different
types of financing and financial resources your tenants
need to survive and grow
 Promoting regional economic development and
diversification of the economy

9

III.Bridging Institutions

 Bridging organizations are institutions that use specific

mechanisms such as working groups to link and facilitate
interactions among individual actors
 bridging institutions, such as the North Carolina Board of
Science and Technology, play an important role in sustaining
support for research parks over the long run

10

III.Bridging Institutions

 Facilitating role of local government in attracting
companies

Practices  Planning, control, development, regulation and promotion
& of parks

Features  Facilitating linkages among diverse organizations

 Increasing intersectoral collaboration and partnership
among parks and other organizations for solving problems

11

IV.Relative Scale

 impact of a research park is related to its scale relative
to the local economy, available resources, and public
expectations

 relatively modest research parks, if adequately
resourced and ably led, can have a major impact on a
small community.

12

IV.Relative Scale

 Planning and control, team structure and integration, and
contractual aspects

 Support critical activities, budget and risk management

Practices
 Main objectives of the park, such as technological

& relevance, regional development, university-community
relationship, teaching, research and extension
Features
 Implementation of the project with adequate planning
and control, apt and committed management; correct
estimates and realistic expectations

13

V.Soft Infrastructure

An innovative cluster is more than the sum of its capital
investments

 well designed and supported research park can capitalize on:

1. Human capital in terms of education and skill training
2. Vibrant entrepreneurial culture
3. Presence of networks among professionals

14

Some key points

 The management team of the park is one of the most assets of the park
 Selection of the managers should be based on the capabilities and economic and managerial

experiences
 Attendance in the training courses on park management, service provision, providing financial sources

and support services is a crucial point in the park.
 The necessity of preparing guidelines, bylaws, books and pamphlets on gained experiences and sharing

them with other parks
 Trainings for the park managers and staff through advanced courses held by experts

15

• Recommendations based on our Experiences

• Caring for geographic location of the park
• Developing necessary guidelines and bylaws
• Continuous supervision
• Getting help from senior advisors
• Considering infrastructural affairs
• Being aware of future businesses
• Preparing the ground for the presence of elite architects
• Facilitating presence of investors
• Active participation of the park staff
• Recreational spaces and urban furniture
• Creating a happy and enjoyable environment
• Creating environments for synergy
• Caring for future development of companies
• A look to the future/ work, recreation, life, training

THANK YOU

www.istt.ir My E-mail: [email protected]

Panel Speakers’ Presentation

Mizuno Shigekata
Executive Adviser International and Public Cooperation
Kyoto Research Park Corporation, Japan

SMART DISTRICT WORKING AT KYOTO RESEARCH
PARK

Well-managed and well-staffed parks are essential to the development of research
parks. Offering financial support to tenants via government subsidies and long term
loans will attract new investments into the park. Park management is an important
asset to the park and selection of managers should be based on the capabilities as
well as economic and managerial experiences.

Science Technology Parks are centres for the creation of new industries and the
fostering of start-ups. STPs are practical experiment sites for new smart
technologies.

PROFILE

Mr. Mizuno Shigekata is the Executive Adviser of Kyoto Research Park Corp (KRP)
and supervises international cooperation and collaboration with local governments
since April 2021.

He joined Osaka Gas Co, Ltd, in 1984 after graduating from the department of
architectural engineering at Osaka University. He was in charge of establishing KRP
Corp. a subsidiary of Osaka Gas Co, Ltd and worked at KRP from 1986 to 1999 in
charge of planning and development of the site and business.

After occupying several positions in Osaka Gas Co, Ltd., he returned to KRP in
2013 as the Managing Director, in charge of start-up support, academia-industry
collaboration, international cooperation and collaboration with local governments.

Mr. Mizuno Shigekata also teaches entrepreneurship at Ritsumeikan University
Business School as a part-time lecturer.

31

Smart District Working
at

Kyoto Research Park

Shigekata MIZUNO
Kyoto Research Park Corp.

2021.11.16

1

Overview of Kyoto Research Park Area

West

East

・Site area:5.9ha
・Number of buildings:18
・Rentable area:93,500㎡

2

Facility of KRP Conference

Laboratory Area Management
Office
3

Generating innovation activities

Healthcare venture Conference Startup club

Communication Lobby

4

Kyoto Big Data Platform (KBDP)

Create a super comfortable smart society

Citizen Including citizens and tourists

Introduction Working Groups by Issue entoy
workshop Experimen
Seminar Smart Smart Smart Smart ＱＯＬ Smart Digital Smart t
Mobilit Security Touris Parkin Signag Distric Support
Agricultur
y e m g e t

Public Industr Academi
SSoyaftlewsa, rAec,cPorTmordamunocstdp,aoFtriitnoaantin,ocInCin,Tg, , c
Kyoto PSrceiefenccteurPea,rCki,teietsc,. Kansai NeweBtcu.siness
Social Issue KSycoiteoncUen&iv.TNeachranoInlostgiytu, teetco.f
Innovation

Kyoto Big Data Platform

Data from Data Integration Platform
Private
Collect and accumulate many kinds of Data Data from
Companie ICT DaStamart Public
s Light Camer Sectors
App Signage Wi-fi Sencor a

Smart city District WG (SDWG)

Prototype of Smart city District
Optimization of area management and value up of the site

Inside area Outside area Neighborhood
Residents and facility Manager Visitors and citizens Shops and
restaurants

Practical Experiments at KRP site

-Test field of the Smart city District-

Sophistication and Promotion of Improving the communities and
efficiency of facility behavioral change convenience of the creation of
innovations
management facilities

Kyoto Big Data Platform

Synergy and Value Creation through collaboration

80&Company Switch Smile Asahi Kasei NTT Cisco systems Increment P Seiwa Electric
Community APP Communication Smart Signage Map Data Smart Pole

s

WiFi Beacon Environment Sensor Data Platform

Smart city District WG (SDWG)

Beacon（28 locations） CO2 Sensors（10
locations）

Digital Signage（#4） WiFi（#1, 10） Gateway（#1）

Specific Aim and Initiatives of SDWG

1. ftSahocepilhuititysitlmiizcaaattniiooangneoamfndednaettfaftihcrioenucgyhof 3.thPhurromomuagonhtiinothfnoeromufsbaeetiohofansvpioartaial lcahnadnge

cOpooflpanptcdieemiotaipollnecioannngtdrboaClsOoe2fdvcoeonnntdcielaanttatioroanntiaotnhndeinaniturhmatber iCwnohfmoernbmitnaoitniuogsnedaafantacditlpiotrioveivssiudaelidzeecciosinognecsrtiitoenria

2. foIamfcipinlriftooievrismnbgayttihpoernocvoidnivnegnvieanricoeuosftypes 4. Sicnuonpmopmvoaruttniionitngisetsheanfodrtmheatciorenaotifon of

sPeixrtopeveairsniimdoneinnoftofsrinmfoartmionatoionndreemlaotendsttroattihoenKRP tePhtrcoe.mdvioisattiraoipbnpuotlifiokcenoLomIfNmiEnuf(oninritmpyrafeotpiromanraaottniiooennv)tehnrtosu, gh

Image of data linkage

BI: Business Intelligence

NoOtipfiecraattioorns to Administrator Signage

BI BI

Data linkage infrastructure Data Storage
and Processing
(planning)

Data Number of people Data
Collection Display

WiFi WiFi
IoT-GW IoT-GW

WiFi CO2 Sensor WiFi CO2 Sensor WiFi Smart Signage
#10 Cafe #1 Lobby #10 Food truck Alley

9

Image of Congestion on the signage

Smart Signage Location Map Congestion Status

10

Conclusion: Smart City and STPs

Smart City Technologies are expected to solve urban issues

STPs are centers for the creation of new
industries and the fostering of startups

Provide a venue and promote collaboration
among participating companies

STPs will be Practical Experiment sites
for Smart Technologies

11

SESSION 2: PLENARY TALK - FUTURE

TECHNOLOGIES AND COOPETITION

Speaker: Naguib Mohd Nor
Chief Executive Officer
Strand Aerospace Malaysia Sdn Bhd, Malaysia

SYNOPSIS

Future technologies (also known as emerging technologies) are technologies that are to be
developed in meeting future needs for example airports for drones and flying taxis, human-powered
wearables, energy storing bricks, and etc. The urge of having these future technologies is driven by
the Fourth Industrial Revolution towards new economic landscape. In addition, the pandemic has
accelerated the urgency and prove the importance of having these technologies ready as soon as
possible to address the demand in the new business norm.

The whole processes require high investment in terms of money, time, resources, competencies and
materials in each phase starting from research up to their development. Hence, the “Coopetition” is
the ideal way to progress faster, efficiently and effectively. “Coopetition” is a cooperative competition
of business competitors in creating value-adding products and services. This “Coopetition” will cause
the competitors to keep improving their operation, production and services to maintain their
competitiveness and relevance in industry. The improvement can be from many angles such as
business model, machines, equipment, infrastructure, worker competencies, and etc. When these
competitors are operating at the same level of maturity and language, it is easier to collaborate with
each other in supplying to the demand.

The world is changing, and the aerospace industry is one of those affecting technology changes.
Companies are impacted because of Environment, Social & Governance. Asia is now moving from
industrial parks to technology parks, and Malaysia is now focusing on industry development where
manufacturing plays a large part of the economy. Technology parks in Malaysia are part of Federal
and State government-level transformation, and industrial parks with aerospace theme which is quite
new is now being introduced. Collaboration on a global basis for technology development is a new
way of life, and businesses must now collaborate to service market demands, for example COWAY
which is a collaboration between Malaysia and Korea.

PROFILE

Naguib is CEO of Strand Aerospace Malaysia and President of Malaysia Aerospace Industry
Association (MAIA).

He began his career growing a UK aerospace start-up, and then returned to Malaysia to build Strand
Aerospace Malaysia Sdn. Bhd. (Strand) into an organisation leading the design and analysis
engineering services industry in Malaysia.

Naguib has been active as an engineer, technologist and business developer in the global aerospace
supply chain since 2000. He speaks frequently on aerospace and other technology subjects at global
events.

His deep understanding of technology comes through his 20 years’ experience as an aerospace
engineer supporting the design and development of commercial aircraft and aerospace companies.

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Future Technologies And Coopetition

Page 1

The world is changing!

Page 2

The world is changing! Why do stock investors prefer to pour
money into tech companies and startups
Page 3 then if they generate less revenue than car,
energy, chemical, or pharmaceutical
giants?
Because tech companies have much
greater potential for growth. A person who
bought $100 in Amazon shares during the
company's 1997 IPO, as of November 16,
2020, would own stocks worth about
$160,000.
In other words, there is no simple way to
fully ascertain the size, influence and
outlook of a company in relation to another
company at any given moment.

Page 3

Environment, Social and Governance

Page 4

Page 4

Asia Moving From Industrial Parks to Technology Parks

Page 5

Page 5

GDP VS Economic Complexity

Competitiveness over reliant Knowledge Economy
on cost of labour
Industrial Automation and
Strictly Private and Confidential IOT
Page 6
Page 6

Malaysia’s 12th Malaysia Plan Emphasis

Strictly Private and Confidential

Page 7

Page 7

The Aerospace Industry as an Example of
Coopetition

Page 8

The LEAP Engine – SAFRAN and GE Joined at the Hip

Page 9

The Aerospace A Gateway Industry for Malaysia

Aerospace has been highlighted as a major driver in RMK12. It is expected to provide means for the country to achieve
more complex industrial adjacencies.

Sub- Machined Forgings Aerospace Advance Land Industrial High End
Assemblies Parts Castings Providing Leap in Transportation Automation Electronics
• Structures Polymers
Major • Systems Formed Parts Carbon fiber Capabilities And
Assemblies • Avionics Electronics Billets beyond…
Aircraft • Fuselage • Engine Parts Extrusions
• Cockpit
parts Formed Parts Opens
• Wing • Seats, Molded Opportunities
• Tail Parts
• Engine Monumen in

• Landing ts and
Gear Galley

• Interiors

Energy

Malaysia today Medical
increasing revenue (GDP/GNI), complexity (PCI) and technology content Devices

Page 10

Page 10

Malaysian Aerospace and Technology Parks

Sidam Logistics and Aerospace
Manufacturing Park

Subang Aerospace Park

Page 11

State Level Roadmap Initiatives

Technology Parks in Malaysia are part of the State and Federal government level transformation
initiatives

Page 12

Transitioning Economies for I4.0

Page 13

Page 13

Maturing Industrial Ecosystems – Maturity Levels

Maturity level 1: Is where companies are small and siloed with
many gaps yet in the ecosystem.

Maturity level 2: Is where the small companies now have grown
into large anchor companies filling up a greater part of the
ecosystem capability.

Maturity level 3: Is where SME’s now begin to fill the remaining
gaps resulting in a complete ecosystem able to deliver a
complete product.

Maturity level 4: Is an idealization of what Industry 4.0 aims to
achieve. It is a collection of autonomous companies connected
by a digital network. This end state provides maximum flexibility
in production with the green boxes representing capabilities that
may be from other industries who’s particular values/advantages
can be capitalized on for greater product value or production
efficiency.

Page 14

Page 14

Entrepreneurship Driving New Business
Models

Creative Destruction Page 15
Joseph Schumpeter was an Page 16
Austrian economist who believed
that capitalism could only be
understood as an imbalance
caused by continual change
from innovation. Schumpeter
viewed the entrepreneur as the
key innovator and argued that
entrepreneurship is the key
driver of economies, creating
economic growth through
creative destruction.

Bill Gates, Elon Musk…the geeks taking over the World!

Strictly Private and Confidential

Page 17

Page 17

New Industrial Values Driving New Business

Old Values Bill Gates

Transferred $20 billion of Microsoft stock
into his foundation that was set up to
address the growing inequality and health
problems in low-income countries.

Elon Musk

Musk thinks and acts on a larger scale
compared to other entrepreneurs and he
attributes it to the method of First Principles
Thinking. Put simply, the idea of First
Principles Thinking is to break down a
concept or problem down to its undeniable
truths and to reconstruct from there. When it
comes to innovation, this process forces the
entrepreneur to focus on the “Value of the
Thing” rather than “the Thing” itself i.e.
function over form.

Page 18

Entrepreneurs Pursuing Multiple Deep Tech Opportunities

Disrupt Bricks

Disrupt Auto

Disrupt Roads

Disrupt Space Disrupt Rail Elon Musk, 49

Disrupt Telco Disrupt Thinking Page 19

Page 19 Strictly Private and Confidential

AAS Industries Are Transforming Value Chains

SHIFT IN SKILLS & JOBS

Production-as-a-Service AUTOMATED &
INTERCONNECTED SYSTEMS
TECHNOLOGY
ENABLERS Creating new Transport-as-a-Service Transforming all
business sectors
models Connected &
Integrated Industry
Robotics & Product-as-a- Expertise-as-a-
Automation Service Service Ecosystems

Connected & Connected & Integrated
Supply Chain
Drones & Flying Integrated Transport
Vehicles System

SUSTAINABILITY Connected & Connected &
Integrated Healthcare Integrated Finance
Happiness
3D Printing Index Connected & Integrated
Government & Society

National & Regional
Competitiveness

Citizen Welfare Inclusivity
Resilience

Environmental Impact

Page 20

Businesses Now Must Collaborate to Service Markets

Service revenue
Leasing revenue

Strictly Private and Confidential

Page 21

Page 21

Industrial Ecosystems – Facilitating
Coopetition

Page 22

Collaborative Business Ecosystems

The days of the corporate lone wolf are over. In our increasingly
interconnected world, standing alone is no longer a viable business
model.

Our dependence on mobile devices, along with the internet’s
influence on buying patterns, has dramatically expanded the
possibilities for linking previously unrelated goods and services

Much more complex than linear supply chains, business ecosystems
are groups of companies and other actors (platform providers,
government agencies, independent contractors, co-creating
customers, and so on) whose contributions come together to produce
value.

1 Managing the Ecosystem, Marco Insinati, Harvard Business Review 2005
2 In the Ecosystem Economy, What’s Your Strategy? Michael G. Jacobides, Harvard Business Review 2019
3 What Management Needs to Become in an Era of Ecosystems, Richard Straub, Harvard Business Review 2019

Page 23

Developing Industrial Ecosystems – Appreciating Interdepedencies

Example Ecosystem

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