ASPA 2020 Final Report

Maturing Industrial Ecosystems: End State and Values

The end states and values are
what are desired, to be able to
compete within the Industry
4.0 context. The caution is
that the end state can be
achieved without the end
value.

In order to arrive at the end
value, a process of change
management is required.

Page 25

STRAND - The Stratified Investment Model (SIM)

ENABLERS INVESTORS VALUE ASSETS FINANCIAL NON-FINANCIAL

Policy, Federal govt, State Technology •Intellectual property, Data, Product/IP/Data Competitive
Governance, govt, Venture Research centers and revenue, Services differentiation, Global
Grants/Funding, capitalists, Centers of excellence revenue, Cross networks
Loans, Financial
Partnerships, institutions/Banks, industry application,
Collaborative P.E. Company/cluster
frameworks valuation, Tax

Policy, Governance, Federal govt, State Human •Skilled labor, Expertise, Student loan Skilled labor, Know-
Capital Training and Education repayments, Local how, Global
Scholarships, Loans, govt, Venture Institutions, and repatriated networks,
Training/Edu content, capitalists, incomes, Income tax Reputation/Advocacy
Financial
Apprenticeships, Competitive capability
institutions/Banks, and capacity,
Bridging programs, P.E. Employment,
Technology
GtoG/B engagements, Federal govt, State Industrial •Companies, Clusters, Company industrialization,
Policy, Governance, govt, Venture ecosystem Equipment, Institutions dividends/valuation, Brand value
Grants, Competitive capitalists, P.E., Cluster valuation -
financing, Cluster ECA, Financial industrial investment Competitive capability
synergy, R&D access, institutions/Banks trusts/insurance, and capacity, Brand
Global network and value, Placemaking
connectivity, Developers, Corporation Tax,
Collaborative REITS, P.E., Value capture Geographical
frameworks Federal govt, State centering/hubbing,
GtoG/B govt, ECA, Development •Factories, Housing, Valuations, Taxes, Brand value
engagements, Policy, Financial Commercial, Laboratories and
Governance, Grants, institutions/Banks COE’s, Education facilities, Transaction
Competitive Incubator/co-working spaces revenues, Rent,
financing, world class Developers, Land Services revenue,
infrastructure, Global banks, REITS, Value capture
marketing, Federal govt, State
Collaborative govt, ECA, Land • Land, Infrastructure, Private Valuations, Taxes,
frameworks Financial utilities companies, Public Transaction
GtoG/B institutions/Banks services (Bomba, TNB etc) revenues, Rent,
engagements, Policy, Services revenue,
Governance, Grants,
Competitive Value capture
financing, World class
infrastructure, Global
marketing,
Collaborative
frameworks

Page 26

STRAND - Stratified Investment Model (SIM)

VA LU E ASSETS Solutions
Governance
Technology •Intellectual property, Data, 1. Standards
Research centers and Centers of Actors 2. Policies
excellence Structure 3. Processes
Mechanisms
Human •Skilled labor, Expertise, Training Projects 1. Implementors
Capital and Education Institutions, 2. Enablers
3. Knowledge
Industrial •Companies, Clusters, Equipment,
ecosystem Institutions 1. Framework
2. Reporting
Development •Factories, Housing, Commercial, 3. Escalation
Laboratories and COE’s,
Education facilities, 1. Functions
Incubator/co-working spaces 2. Interfaces
3. Requirements
Land • Land, Infrastructure, Private
utilities companies, Public 1. Outcomes
services (Bomba, TNB etc) 2. Activities
3. Measures

Page 27

CASE STUDY – UMW

1. UMW has been a anchor player in the Shah Alam industrial
Ecosystem since the early days. The companies industrial basis
has been Automotive, Machinery and Equipment and Heavy
Equipment having recently divested from Oil & Gas.

2. UMW’s visionary leadership has embarked on a strategy of
diversifying their technological capabilities into the Aerospace
and High Value Manufacturing Space through the setting up of:
• UMW Aerospace
• Heavy Equipment IOT
• UMW High Value Manufacturing Park.

Page 28

CASE STUDY – UMW Page 29
CASE STUDY – UMW Page 30

CASE STUDY – UMW

Page 31

CASE STUDY – UMW High Value Manufacturing Park Serendah

Page 32

CASE STUDY – UMW High Value Manufacturing Park Serendah

Page 33

SESSION 3: WORKFORCE OF THE FUTURE

SYNOPSIS

Automation, robotics, AI, are having an impact on jobs. They are replacing human
tasks, changing the skills that organisations are looking for in their people. But what
will the future look like? Or more specifically what will the future workforce will be
like? What is it and why does it matter? Leading businesses are reimagining the
nature of work, pivoting their workforce to create new forms of value and scaling up
"new skilling." Further, since the pace of change is accelerating, competition for the
right talent will be fierce. And ‘talent’ no longer means the same a decade ago.
Many of the roles, skills and job titles of tomorrow are unknown to us yesterday and
even today. So how can organisations prepare for a future that few of us can
define? How will your talent need change? How can you attract, keep and motivate
the people you need? And what does all this mean for HR of tomorrow?

Moderator

Rushdi Abdul Rahim
Senior Vice President
Malaysian Industry-Government Group for High Technology (MIGHT)
Malaysia

Panelist

Rahmat Gill
Executive Director
Institute of Research Promotion University of Sialkot
Pakistan
Sharala Axryd
Founder & CEO
Center of Applied Data Science (CADS)
Malaysia

56

SESSION 3: WORKFORCE OF THE
FUTURE

Moderator: Rushdi Abdul Rahim
Senior Vice President
Malaysian Industry-Government Group for High Technology (MIGHT)
Malaysia

PROFILE

Rushdi is a Senior Vice President in Malaysian Industry-Government Group for
High Technology or better known by the acronym MIGHT, a partnership technology
policy think tank under the purview of Ministry of Science Technology & Innovation.
As a futurist, strategic planner, and professional technologist, Rushdi spent most of
his time working with organizations – private and public - understands and explore
the future impacts of trends as well as disruptions.
He led the completion of major foresight and futures initiatives that shaped
Malaysia’s national policy development that includes Future Rail 2030; a foresight
project for the development rail industry in Malaysia, Future of Malaysian Public
Service – Beyond 2020; a collaborative project with United Nations Development
Programme (UNDP) and the Public Service Department (JPA) as well as Future of
Work – Work, Workforce, Workplace; looking at the impact of 4th Industrial
Revolution to the nature work, workforce required and the work environment.
Recently he led MIGHT’s team in the collaborative development of Industry4wrd -
Malaysia’s National Industry 4.0 framework with the Ministry of International Trade
& Industry as well as the National Anti-Corruption Plan with Center for Governance,
Integrity & Anti-Corruption.
Rushdi was also featured as one of the 25 futurist in “Leading Thought’s – How to
Use a Futurist” and served as an International Advisory Board Member and an
expert panel to Asia Productivity Organization (APO), Universal Foresight (UF)
initiative as well as the Philippines Futures Thinking Society.

57

Panel Speakers’ Presentation

Rahmat Gill
Executive Director
Institute of Research Promotion University of Sialkot, Pakistan

THE EMERGENCE OF PROFNEURSHIP IN SCIENCE AND 58
TECHNOLOGY

Academics have different priorities compared to the industry. Academics believe their job is to
research and publish and the industry’s job is to do commercialisation. This creates difficulties
for science park on how to align the goals of the professors, the industry and the government to
achieve successful commercialisation of technologies. So will need more stories and
knowledge sharing to inspire more professors to take up the role of industrialist.

Current basic research has very small efficiency ratio in that very few is converted into product
in the market. We can improve the efficiency ratio by having more links from the basic research
to commercialisation to make it more relevant to the industry. This can be done by adopting a
research planning that prioritises commercialisation at its final outcome.

Don’t try to be too specialised, have diversity in your life.

PROFILE

Mr. Rahmat serves the Institute of Research Promotion, and CICS, the University of Sialkot at
the leading positions. He also serves SIG on Innovation Systems and Models at International
Triple Helix Association. He is a regular author on technology and innovation,
entrepreneurship, and S&T policy. He has developed many S&T ventures to promote science
and technology commercialization.

Mr. Rahmat is an active researcher in innovation management with a specialized focus on
innovation and technology development. Mr. Rahmat moved into the management profession
by setting up his enterprise, managing marketing, and doing sales for national firms. After
management and business administration education, he joined a research organization-IRP to
promote the R&D culture in Pakistan. Mr. Rahmat has published in academic journals and
presented many papers in national and international conferences. He has diversified
experience of providing training, managing survey projects, developing online portals, initiating
academic publishing, and executing funded projects of a development nature.

He has the credit of introducing several research software in Pakistan, developing many
training modules of research methods, and training research scholars in Pakistan and abroad.
He is also the focal person for university-industry linkages where he successfully launched a
collaborative R&D promotion program with state-run R&D organizations, chambers of
commerce and industries, business associations, and industrial groups all over Pakistan. He
has managed the development of many technologies and initiated many industries-driven
projects in the universities of Pakistan.

Mr. Rahmat is listed NIVOV trainer and doing training for the last few years. He is a regular
trainer in research methods and consultant for innovation and technology development for
academia, industry, and R&D organizations. Mr. Rahmat devised a 10X growth plan for district
Sialkot, led by the University of Sialkot. Currently, he is actively involved in policies and
planning to develop USKT as an entrepreneurial university having a significant contribution to
the development of its region. Other Current Positions

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.
Rahmat Ullah Gill
Director, Center for Innovation and Competitiveness Studies
University of Sialkot
Executive Director IRP
[email protected]

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.

Back Ground

The current era of knowledge economy is based on scientific discoveries and their
application in human life.
The competition is intensified
The technology life cycle is very short from diffusion to obsolete
This made academia to revise its role from research university to entrepreneurial
university

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.

Early Academic Role

Earlier the academic role was identified as teacher followed by creator of new knowledge.
The fate of knowledge is believed to be publication for the purpose of dissemination and
advancement of knowledge
Commercialization aspects need protection, confidentiality, and secrecy and therefore less
appreciated by academics
The science for profit was perceived as sin in early days of evolution of academic
entrepreneurship.

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.

The Shift – From Teachers to Researchers and Profeneurs now

The academia has traveled from merely teaching and research to commercialization of research.
The early evolution of entrepreneurial academia was highly criticized and gradually accepted
through policy, cultural change, success stories of entrepreneurial scientists and their capacity.

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.

The Scientists as Profeneurs

This new breed believes in creation of knowledge for economic purposes and
commercialization.
They believe in publishing but also patenting and licensing out technology to solve
human problems through products and services they invent.
This commercialization is usually performed by new startups or licensing out the
technology to established firm.

The profeneurs shifted from single identity to

Hybrid Identity

Dual role of creating science and applying science to make product

The Emergence of Profeneurship in Science and Technology

Source: Commercialization of Academic Results, VINOVA

From creation of knowledge to exploitation of knowledge- Wealth generation Entrepreneurial University

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.

https://www.linkedin.com/pulse/can-university-develop-economy-town-yes-rahmat-ullah?trk=portfolio_article-card_title

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.

The Emergence of Profeneurship in Science and Technology
24th Annual Conference of the Asian Science Park Association (ASPA) 2021.
Our study started in 2012 and includes 300+ cases of faculty
internationally
how FACULTY makes impact
It is Belief

Panel Speakers’ Presentation

Sharala Axryd
Founder & CEO
Center of Applied Data Science (CADS), Malaysia

THE FUTURE OF WORK IS HUMAN

Digital skills are not to be confused with data skills. Currently, only 20 percent of current
graduates said they are comfortable working with data and making decisions from it.
Hence, we need to develop data literacy among our workforce to prepare for the future.

Only you can make the change and make yourself relevant in the future.

PROFILE

With a passion for data science and over 15 years of experience in the telecommunications
field under her belt, Sharala Axryd is leading the datadriven business transformation and
driving the benchmark for data science education in the ASEAN region. A thought leader in
the data science space, she is a highly-sought after speaker for conferences with topics
ranging from analytics to women in STEM.

Award-winner of the EY Woman Entrepreneur Of The Year 2017 Malaysia, SEBA 2018
Woman Technopreneur of the Year and among the Digerati 50 by Digital News Asia
(DNA), she is the Founder and Chief Executive Officer of The Center of Applied Data
Science (CADS), ASEAN’s first and only one stop platform and center of excellence for
Data Science. She was part of the team that brought in The Data Incubator (an American-
based data science center) to Malaysia, launched ASEAN’s first data science accelerator
program in 2016 and spearheaded an initiative with the Harvard Business School in Boston
to support Malaysia’s national agenda to be the hub for Big Data Analytics (BDA).

Prior to CADS, she worked with a diverse set of clients to deliver hands on training through
several workshops and trainings on GPRS Performance Analysis and Optimisation. As the
Founder and Managing Director of ULearn, Sharala and her team was successful with the
Hands On Technology Training (HOTT), eventually evolving to be the first in the industry to
develop an Automated Competency Gap Analysis (UrSkillsReporter).nt Control in
Agricultural Automation, IFAC (International Federation for Automatic Control).

64

16-11-2021

MTDC – The Future Of Work Is Human

Speaker: Sharala Axryd
CADS, Founder and CEO

www.thecads.com

The New York Times on Automation through the
Years

Published in 1928

Published in 1956 Published in 1980 Published in 2017

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The New York Times on Automation through the
Years

Published in 1928

Published in 1956 Published in 1980 Published in 2017 LUDDITE

/ˈlʌdʌɪt/

a person opposed to new technology
or ways of working

Luddite’s movement to
oppose technological

innovation being
implemented in an

organization

Copyright © 2021 CADS and/or its affiliates. All rights reserved. CADS Confidential – Internal/Restricted/Highly Restricted

Artificial Intelligence to create 58 million new
jobs by 2022

• 54% of employees of large companies would
need to up-skill in order to fully harness these
growth opportunities

• Nearly 50% of all companies are expecting
their full-time workforce to shrink by 2022 due
to automation.

• But 40% are expecting to extend their
workforce and more than 25% are expecting
automation to create new roles in the
enterprise. (Source: WEF)

• AI, robotics and smart automation technology
could contribute up to USD$15 trillion to global
GDP by 2030. (Source: PWC)

Copyright © 2021 CADS and/or its affiliates. All rights reserved. CADS Confidential – Internal/Restricted/Highly Restricted

Ratio of human-machine working hours,
2016 vs 2022 (projected)

Copyright © 2021 CADS and/or its affiliates. All rights reserved. CADS Confidential – Internal/Restricted/Highly Restricted

79% said a shortage
of skilled talent was

one of their top
three worries, and
46% said upskilling
was their preferred

solution

Copyright © 2021 CADS and/or its affiliates. All rights reserved. CADS Confidential – Internal/Restricted/Highly Restricted

Trends Post COVID-19 Emerging and redundant roles

The overarching

FIVEThe pandemic has brought forward years

the journey of digitization. One cannot talk about

digitization without mentioning a data-driven organization.

Every employee needs to be data literate.
Only then will everybody speak the same language
and there will be no silos within the organization.
It is not just about putting in place infrastructure.
It must be understood by everybody, including the board and
C-levels.

7

UPSKILL YOUR PEOPLE

Data literacy for sustainability

Data Leaders Decision maker in adapting Data Initiatives to propel organization to become
Data Professionals Data-Driven

Data Citizen The executive team/personnel working on implementing the initiatives and
ensuring the adaptation of the initiatives organization-wide

The workforce of an organization implementing and adapting data initiatives for
the betterment of the organization

Copyright © 2021 CADS and/or its affiliates. All rights reserved. CADS Confidential – Internal/Restricted/Highly Restricted

Defining Data Leaders

Digital Transformation relies on a strong Data Ecosystem. Hence, leadership must work toward attaining an enterprise-wide
data capitalization that breaks down data silos across functions and departments to avoid fragmented understanding of
the business, customers and processes. To do this, organizations must have strong data leaders to champion the vision.

Data leaders are those within any organisation, which Data-driven decision- Strategy and Data doesn’t
would propel it in its journey to become data-driven. making needs leadership are speak for itself.
Data leaders are able to apply their data-driven more important
decision making to formulate business problems with actionable insights. than technology.
clearly defined actions, to think of data sources to solve
them, to critically assess the analytics findings and to Data Literate Leadership framework
act upon the insights.

There are two types of Data Leaders within the
organization - Technical (Subject Matter Expert) Data
Leaders and Management Data Leaders.

The pathways to become successful data leaders
varies depending on one’s technical capabilities and
personality traits

Copyright © 2021 CADS and/or its affiliates. All rights reserved. CADS Confidential – Internal/Restricted/Highly Restricted 9

Defining Data Professionals

Data Professionals is the backbone team of executing Digital
Transformation agenda in the organization by strategizing
digital adaptation, digital literacy and overall smoothness of
Digital Transformation in the organization in ensuring every
single member of organization speaks the same language in
order to meet organization’s objective.

It is essential for data professionals to be upskilled to ensure
initiative’s sustainability and getting the most benefit of
transformation’s agenda.

CADS conducted various upskilling initiatives for data
professionals looking for impactful training and career-
levitating programs. The program lineup were specifically
designed with an end goal to produce subject matter expert
in each data field.

Copyright © 2021 CADS and/or its affiliates. All rights reserved. CADS Confidential – Internal/Restricted/Highly Restricted

Defining Data Citizen 11

The Future of Work will require a continuously evolving set of
data skills. As you embark on your transformation
journey, this is a strong starting point to futureproof and be
marketable in the future workforce.
Digital Transformation requires the rest of the workforce to be
upskilled to be data-literate. In the digital era, it is vital for an
employee to understand, interpret and communicate the
data. This will ensure efficiency in day-to-day task operation,
enhance business decision making processes and solving
emerging business challenges.
Enterprise Data Practitioner is an initiative by CADS to
jumpstart workforce journey into big data journey

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Thank you. Indonesia Office
7th Floor, The Vida,
Malaysia Office (Operation) Jl. Raya Perjuangan No. 8,
Level 8, Vertical Corporate Tower B, Avenue 10, Kebon Jeruk, 11430 Jakarta
The Vertical, No. 8 Jalan Kerinchi,
Bangsar South City, Philippines Office
59200, Kuala Lumpur 4F Unit 2C, One Ecom Center Building,
Ocean Drive, mall of Asia Complex,
Singapore Office Pasay City,
6, Raffles Boulevard, 1300 Manila.
Marina Square, #03-308,
Singapore 039594

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thecads.org thecadsmalaysia cads.ai The Center of Applied Data Science

SESSION 4: INNOVATIONS THAT WILL SHAPE

THE FUTURE

SYNOPSIS

While we've had our fair share of innovative breakthroughs in the past that have
changed the world, the more amazing, incredible and world rattling innovations of
the future will change the world even greater in many ways. The tech innovation of
the future will also be seen and felt in all segments of our lives. According to experts
some tech innovations that will have the potential to shape our future are:
• Personal robot assistants - it was the cartoon Jetsons we've dreamt for

these robotic household servants of the future.
• Heart-Monitoring Clothes - the next generation of heart health might lie in

heart-monitoring T-shirts. These devices accurately measure heartbeats and
then load the data into a Cloud server.
• 3D Printing - Though. 3D printers have been around for some time now, but
the applications in the future almost seem limitless.
• The AI Revolution - it's hard to envision an area where AI won't be put to use
though already being used in many fields. A study by Stanford University
predicts that AI will completely change how people work, where people live,
how people drive and even how entire communities will be organized.
• The Evolution of Smartphones - though smartphones already control much
of our lives, many believe holographic displays and communications will
become a common feature on most smartphones

Moderator

Dr. NorAzmi Alias
Senior Vice President
Research & Talent Management and Johor Initiatives
The Catalyst For Malaysia's Technology Ecosystem (CREST), Malaysia

Panelist

Jacob Isaac
Managing Director
Fusionex Group, Malaysia

Ozgur Ozcelik
Corporate Communications Manager
Teknopark Istanbul, Turkey

Jie Ai Lim
Regional Project Manager (APAC)
Manus Bio, Singapore

71

SESSION 4: INNOVATIONS THAT WILL
SHAPE THE FUTURE

Moderator: Dr. NorAzmi Alias
Senior Vice President
Research & Talent Management and Johor Initiatives
The Catalyst For Malaysia's Technology Ecosystem (CREST),
Malaysia

PROFILE

With more than 25 years in industry-based R&D roles in various positions, his
current role focuses on open innovation and collaborative research & development
(R&D) platform to promote innovation and growth in targeted clusters within
Electrical and Electronic sector and enabling growth in relevant adjacent sectors
leveraging the technology and expertise of E&E sector ecosystem partners.

Leads key programs namely Collaborative R&D Grant, The Great Lab Challenge
and Industry-Relevant Talent Development program. Initiates Johor Program to
establish a CREST-like STI ecosystem in the southern region.

Previously, more than 6 years in Motorola Solutions Penang Design Center in the
senior leadership team initiating and driving strategic initiatives, in addition to
leading mechanical design and advanced technology development team of more
than 150 engineers and managers.

Initial 3 years in industry with Motorola Semiconductors since 1995 as materials
engineers, followed by 7 years as R&D Manager at previously a UCB Chemicals
SdnBhd, a Belgium MNC -established and led a research and development team in
developing and commercializing specialty polymers for photoresist in PCB and color
display fabrication.

Received his BSc, MSc and PhD in Chemical Engineering at University of Rhode
Island, in the US (from 1987-1994) -specializing in the field of corrosion science and
technology, specifically in the application of localized impedance spectroscopy
methodology, photoelectron spectroscopy and phase transformation in
characterizing degradation and protection of alloys, tri-bologicalcoatings and
polymer matrix composites in marine environment.

72

Panel Speakers’ Presentation

Jacob Isaac
Managing Director
Fusionex Group, Malaysia

EMBEDDING TECHNOLOGY INTO THE DNA OF YOUR
COMPANY. ESSENTIAL OR OPTIONAL

There are many challenges to Digital Transformation. These include difficulty to acquire
and retain skilled or IT-savvy talent, limited budgets, lack of access to funds for digital
transformation and expansion, limited access to suitable Digital Technology as well as
limited market reach and access.

Same goes for Digitalisation Adoption. Challenges include budget constraint, time &
resource constraints, business expectation, paper processes, complex processes, IT/
Business Partnership issues, Legal System Maintenance issues, IT governance issues and
issues related to leveraging on the existing technology.

PROFILE

Jacob is the Managing Director of Fusionex Group - an established multi-award-winning
data technology leader specializing in Analytics, Big Data Management, IR 4.0, Internet of
Things, Machine Learning and Artificial Intelligence. Jacob has more than a decade's
experience in enterprise software project implementation. He has overseen and been
involved in all aspects of Big Data, Analytics, Artificial Intelligence, Trade Facilitation and IR
4.0 projects encompassing large volumes of business data and diverse

data sources to provide in-depth analysis of data and trends for numerous clients spanning
various industries. Jacob has a strong technical background coupled with a wide domain
knowledge across manufacturing, market research, finance and asset management. His
expertise and experience have led him to have successfully executed and spearheaded
projects for both large corporations and SMEs in the US, the UK, France, Holland,
Australia, Hong Kong, Malaysia and Singapore.

Jacob is often invited to give talks in numerous forums and conferences, and has been
invited by Gartner, Alibaba, General Electric, UOB Bank, ACCA, Lazada, The Star, Digital
News Asia, MDEC, FMM and PIKOM, among many others, to share his erudite views and
deep insights on how businesses can excel with new technology.

73

Embedding Technology into the DNA of your company.
Essential or Optional?
Jacob Isaac
Fusionex,Managing Director

S&P 500 1964

S&P 500 companies tenure: 33 years

2016

S&P 500 companies tenure: 24 years

2027

S&P 500 companies tenure: 12 years



Evolution of Humans and Tools

Tpheeompleosttoaedmmbirreadcelecahdaenrsgewailnl bdefitnhdopseurwphooseminottihveatirewthoerkir



What are the challenges
when you are trying to
Transform and use
Digital Technologies

THE CHALLENGES BUSINESSES FACE IN THE WAKE OF
DIGITAL TRANSFORMATION

Difficult to attract and Limited access to
retain skilled/ SUITABLE, user-
IT-savvy talent
friendly & affordable
digital technology

Limited budgets & Narrow reach and
lack of access to
limited market
funding access
for expansion

THE CHALLENGES BUSINESSES FACE IN THE WAKE OF
DIGITAL TRANSFORMATION

Difficult to acquire and
retain skilled/IT-savvy
talent

• Businesses find it difficult to
attract, hire and retain skilled IT
resources because these
talents typically prefer to work in
cool workspaces - not in certain
brick and mortar businesses
which might be regarded as
‘old-fashioned’

• Staff retention is tough, as the
career paths and salaries
offered by many businesses at
times might not attractive
enough

THE CHALLENGES BUSINESSES FACE IN THE WAKE OF
DIGITAL TRANSFORMATION

Limited budgets & lack
of access to funds for
digital transformation
& expansion

Unable / challenging to secure
financial funding from banks /
investors due to:

• Poor credit ratings
• Weak cash flow
• Weak track record
• Weak balance sheet
• Limited scale / size

THE CHALLENGES BUSINESSES FACE IN THE WAKE OF
DIGITAL TRANSFORMATION

Limited access to
SUITABLE Digital
Technology

Some businesses cannot afford
and lack the knowledge to
implement and adopt :

• Collaborative tools
• Cloud storage & services
• Security tools
• Productivity tools
• E-Store platforms
• Access to eCommerce

Marketplaces
• Digital engagement programs
• Digital loyalty programs
• Digital marketing & branding
• AI & Analytics

THE CHALLENGES BUSINESSES FACE IN THE WAKE OF
DIGITAL TRANSFORMATION

Limited Market Reach
& Access

Some businesses:

• Don't know how to use a
multichannel approach to
reach out to prospects or to
generate leads

• Don't know how to use AI-
powered digital marketing to
attract customers, thus leaving
them to rely only on traditional
approaches

DIGITALIZATION ADOPTION CHALLENGES

BUDGET TIME & RESOURCE BUSINESS PAPER PROCESSES COMPLEX PROCESSES
CONSTRAINT CONSTRAINTS EXPECTATIONS

IT / BUSINESS LEGACY SYSTEM IT GOVERNANCE LEVERAGE EXISTING SECURITY &
PARTNERSHIP MAINTENANCE TECHNOLOGY COMPLIANCE

Mark Zuckerberg

T HANK
YOU

[email protected]
www.fusionexgroup.com

Panel Speakers’ Presentation

Ozgur Ozcelik
Corporate Communications Manager
Teknopark Istanbul, Turkey

DEEPTECH WHICH WILL SHAPE OUR FUTURE

Traditional businesses just focus to improve efficiency and profit which create new jobs, and
that means new investment and taxes. There are new technological entrepreneurs who can
have game-changing solutions and these start-ups have the potential to impact our lives and

create new markets.
Digital Tech and Deeptech solve pressing problems of our time. They feed billions across the
globe and restore environmental damage we’ve done, as well as address heath care problems
of aging. Do we really need another online market place or another mobile app? We need
unique solutions built around scientific advances. The next wave of innovation will be in
deeptech. It is difficult, expensive and R&D takes far longer.

Deeptech has many sectors, and they are Agriculture, Automotive and Transportation,
Consumer Product and Services, Defence and Aviation, Energy, Environment and Water,
Finance, Food, Health and Mobile and Telecommunication.

Deeptech Start-ups are Creative Destructors. Organisations must have innovation to exist in
competitive situations and survive in the market. Deep technologies have the power to disrupt
existing industries and even create their own market founded on a scientific discovery or true
technological innovation. They break the endless cycles of the perfect competition environment.
They will have temporary monopoly with their unique products which will provide them huge
profits.

Turkey, with a population of 83 million, with the average age being 32.4, is the 10th largest
market for Facebook, the 8th for Youtube, the 6th for Instagram and Twitter, and the 3rd for
TikTok. It has 207 universities and 84 science parks, with more than 60,000 R&D engineers
employed in science parks and working on 5,846 R&D projects in 2020.

PROFILE 86

Ozgur Ozcelik has more than 20 years of experience in corporate finance, sales and marketing
both products and services. He received his undergraduate degree from the Department of
International Relations (1999), he has a Master’s Degree in Institute of Marine Sciences and
Management (2005) at Istanbul University and he is studying for a PhD in Business
Administration at Istanbul Commerce University.

From 2008 till 2011, he lived in Sydney, Australia and worked for St George Public Hospital in
Radiology Department. He was previously the Project Coordinator of BioCity, responsible for
leading the development of project includes the planning, design, construction and operation.
He has been working at Teknopark Istanbul since it was established in 2010.

Deeptech
Entrepreneurship

Ozgur Ozcelik

Corporate Communications Manager, Teknopark İstanbul

Today’s World?

Traditional businesses just focus to improve efficiency and profit
which create new jobs that means new investment and taxes.

There are new tecgnological entrepreneurs
who can have game-changing solutions and
these start-ups have the potantial to impact

our lives and create new markets.

What is
Innovation?

Create something new on the product, service or process.

• It must create benefits to consumers and economy
• Better quality, price and technology
• One of the key element of economic growth
• Have a good return on investment
• Creates competetive advantage

What is
Deeptech?

Technology which was impossible yesterday,
is barely feasible today, and will quickly
become so universal and impactful that is
difficult to remember life without.

Involves a strong research base
Challenging business model
Large investment needs
Very complex
Truly disruptive

Deeptech
Startups?

Companies founded on a scientific discovery or true
technological innovation. They need labs, new materials,
testing facilities, huge data and capital.

+
Potantial to impact our lives
Have game-changing technology solutions
Based on scientific discoveries
Such as a handheld MRA device or
Hand scanner for fake drugs

Digital Tech &
Deeptech

Solve pressing problems of our time.
Feed billions across the globe.
Restore environmental damage we’he done.
Heathcare problems of aging.
Do we really need another online marketplace or another mobile app.,
We need unique solutions built around scientific advances.
The next wave of innovation will be in deeptech.
It is difficult, expensive and R&D takes far longer.

|||||||||||||

Deep Technology
Categories

Deeptech
Sectors

Time to Industrialization

The Boston Consulting Group

Schumpeter’s
Theory of Innovation

Joseph Schumpeter examined the process of creative destruction
over time and to see how innovations disrupted exiting business
models and transformed industries.

“Creative destruction is the innovation process of industrial
mutation that incessantly revolutionises the economic structure
from within, incessantly destroying the old one incessantly creating
new ones.”

Creative Destructors !

Capitalism ?

‘Capitalism is
unstable .. .. .. which
will lead to its own

destruction’

‘Capitalism is
unstable .. .. .. which

is why it works.

Karl Max Joseph Shumpeter

A relentless gale of creative destruction

Deeptech Startups &
Creative Destructors

Organizations must have innovation to exist in competitive situations and survive in the
market.
Deep technologies have the power to disrupt existing industries and even create their own
market founded on a scientific discovery or true technological innovation.
They break the endless cycles of the perfect competition environment.
They will have temporary monopoly with their unique products which will provide them huge
profits.

Global Deeptech
Investments

Distribution of the
Deeptech Investments

Deeptech in Turkey

83 million of people, average age 32.4
10th largest market for Facebook, the 8th for Youtube, the 6th for Instagram and Twitter, and
the 3th for TikTok.
207 universities and 84 science parks.
60.000+ R&D engineers work at science parks and they have working on 5.846 R&D projects
by 2020.
KOSGEB (Small and Medium Enterprises Development Organisation,
TUBITAK (Scientific and Technological Research Council of Turkey) and Development Agencies.

The Top Invested Areas
in Turkey 2020

25

14 15 16 12 13
4 2 1 7

Deeptech in Turkey

• 29 funds based in Turkey, total amount of 650 million USD in sum.
• Deeptech investments are accepted as too risky among investors.
• As entrepreneurship ecosystem in Turkey is still in the phase of growth.

Multiple entrepreneurship support mechanisms such as technoparks, incubators, accelerators,
investment funds have been in general
established in order to support all kinds of entrepreneurs.

Summary

We live in a global world which is much more complicated these years,
there are new challenges. Deep tech solutions help address the world’s
most pressing challenges.

There is little doubt that technology and innovation will continue to gain
competitive advantages for traditional organizations and as well as
deeptech entrepreneurs.
It is essential to have government regulations to encourage deeptech
start-ups. Covid-19 pandemic reminded us that we need deeptech
solutions in medical technologies anytime and anywhere.

Innovation can make positive and negative significant difference in the
world, responsible, sustainable innovation which has no serious damage
to natural ecosystems must be a priority of traditional organizations and
deeptech start-ups.

THANK YOU

Panel Speakers’ Presentation

Jie Ai Lim
Regional Project Manager (APAC)
Manus Bio, Singapore

FOODTECH TRENDS TO SHAPE A MORE SUSTAINABLE
FUTURE

The three key trends in Food Tech with regards to shaping a more sustainable
future are Alternative Proteins, Food Waste & Upcycling, and Biotechnology &
Fermentation.

Food Tech start-ups in Singapore mostly deal with Alternative Proteins that are
Plant-based: made from plants such as pulses, soy, pea, chickpea, nuts, fruits; Cell-
based / Cultured: meat produced by in vitro cell cultures of animal cells; also known
as cellular agriculture; and made through Fermentation: using microbes, such as
yeast or fungi, to break down a compound, such as sugar, and create a by-product,
such as protein. Other types of available Alternative Proteins include Mycoprotein,
Algal Protein and Insect.

Food Tech is the answer to our natural consumption, which is currently straining the
planet’s resources. This can be seen in Mining & Extraction, where the challenges
are the limited source quantities and increasing costs. In terms of Plants, there is
the challenge of limited resources in terms of land and water supply, as well as the
impact of Pesticides. In terms of Animals, be it farming or hunting, it is resource-
intensive and has a great impact to the environment.

PROFILE

Jie Ai is currently Regional Project Manager (APAC) at Manus Bio, a biotech startup
manufacturing plant-based ingredients sustainably via advanced fermentation.
Previously, as ecosystem developer and programme manager at NUS
Enterprise@Singapore Science Park, she managed a portfolio of deep tech
startups, facilitating business connections and events for startup success. She was
also a market access consultant for Israeli high tech firms looking to expand into
ASEAN, managing the roll-out of Dragontail Systems (ASX:DTS)’s artificial
intelligence automation platform in Fortune 500 company YUM!’s quick service
restaurants.

Interested in foodtech, innovation, and sustainable practices, Jie Ai holds a B.Sc.
Food Science and Technology from NUS, and is currently reading a M.Sc,
Management of Technology to learn more about IP management, technology
forecasting, and strategic new product development for future-proof businesses.

97

SINGAPORE

Foodtech Trends to Shape a
More Sustainable Future

Lim Jie Ai | Regional Project Manager (APAC), Manus Bio. | 16 Nov 2021

Table of Part 1: Global FoodTech Trends
Contents • Global Investment Landscape
Part 2: • Alternative Protein
Part 3:
• Plant-based
• Cultured Meat
• Alternative Dairy
• Food Waste & Upcycling
• Biotechnology & Fermentation

The Singapore Foodtech Ecosystem
• Regulations & Policies
• Ecosystem & Enablers

Manus Bio & A Sustainable Future
via Biomanufacturing

Consumers will drive US$2.4 T of Asia's food spend by 2030

2019 – 2030

$4.4 trillion

incremental food spend by 2030

$2.4 trillion

of which is actively consumer-driven

$750 billion

cumulative investment required

Source: The Asia Food Challenge: Understanding the New Asian Consumer by PwC, Rabobank, Temasek, 2021

Agrifoodtech startups globally raised $24 billion in H1 2021,
hitting close to the $30 B raised in 2020

Agrifoodtech investment by country (H1 2021)

Source: AgFunder, 2021

Key Trends in FoodTech To Shape a More Sustainable Future

Alternative Proteins Food Waste & Biotechnology &
Upcycling Fermentation

APAC’s Alternative Protein Funding Landscape at a Glance

Source: The Asia Food Challenge by PwC, Rababank, Temasek, 2021 Source: GFI, 2021