Brazil, R&D and the role of clusters
Brazil, R&D and the role of clusters
Brazil, R&D and the role of clusters
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-Even being able to identify priority sectors, more than 60% <strong>of</strong> PqTs are considered "generalists" in order<br />
to receive various business segments.<br />
-approximately 80% <strong>of</strong> companies installed in PqTs originated in <strong>the</strong> region <strong>and</strong> are in a start-up or in<br />
consolidation phase.<br />
-on an average, approximately 55% <strong>of</strong> PqTs still lacks a clearly defined management model for both<br />
consolidated <strong>and</strong> operation phase as <strong>of</strong> deployment.<br />
-In general, <strong>the</strong> leaders <strong>of</strong> projects have previous experience in <strong>the</strong> area <strong>of</strong> promotion <strong>of</strong><br />
entrepreneurship <strong>and</strong> innovation.<br />
Challenges for technology parks in <strong>Brazil</strong><br />
The analysis <strong>of</strong> <strong>the</strong> results <strong>of</strong> research on <strong>the</strong> technology parks in <strong>Brazil</strong> identified a set <strong>of</strong> challenges to<br />
be overcome in <strong>the</strong> coming years:<br />
-Most PqTs lacks a clear strategy for positioning <strong>and</strong> growth, which makes <strong>the</strong> definition <strong>of</strong> a sustainable<br />
business model to leverage <strong>the</strong> enterprise.<br />
-In General, <strong>the</strong> projects present strong reliance on public resources for <strong>the</strong> beginning <strong>of</strong> <strong>the</strong><br />
deployment project <strong>and</strong> a few private investors or investments.<br />
-Teams <strong>of</strong> planning, deploying, <strong>and</strong> operating with little experience in real estate <strong>and</strong> financial matters.<br />
-There is a great difficulty <strong>of</strong> effective engagement <strong>of</strong> academic leaders in projects <strong>of</strong> technology parks.<br />
-There are obstacles to articulate <strong>and</strong> coordinate <strong>the</strong> various initiatives <strong>of</strong> PqTs in order to avoid a<br />
"bubble <strong>of</strong> projects", with <strong>the</strong> proliferation <strong>of</strong> a large number <strong>of</strong> projects without basis <strong>and</strong> few results.<br />
-There are problems for changing <strong>the</strong> culture <strong>of</strong> universities to better leverage knowledge assets already<br />
accumulated <strong>and</strong> investing increasingly in <strong>the</strong> areas <strong>of</strong> entrepreneurship <strong>and</strong> innovation.<br />
- Difficult to tune <strong>the</strong> deployment strategy <strong>of</strong> PqTs with regional <strong>and</strong> national priorities, as well as with<br />
international trends.<br />
- Need to invest significant financial resources to "make a difference" in <strong>the</strong> global market <strong>and</strong>, at <strong>the</strong><br />
same time, clear rules, with legal certainty, for <strong>the</strong> intensive attraction <strong>of</strong> private capital.<br />
- Dependence <strong>of</strong> a national policy <strong>of</strong> support for PCTs establishing clearly <strong>the</strong> <strong>role</strong> <strong>of</strong> <strong>the</strong> various actors:<br />
Federal/Central Government, State/region, Local/Municipal Government, universities, private sector,<br />
<strong>the</strong> financial system, etc.<br />
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