ROBOTICS CLUSTER

Recommendations

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In accordance with the principals listed above, ABI Research believes that performance indicators for cluster assessment and the development of cluster expansion strategies should be limited to the following (Figure 30, below): • Companies: The number of startups, small established firms, and large established firms operating within the cluster (descriptions given below) • Employees: The number of total employees employed in Massachusetts robotics cluster companies or the robotics divisions of cluster companies • Revenues: The yearly total revenue attributable to Massachusetts robotics cluster companies, or the revenue contribution of robotics divisions of cluster companies • Investment/Awards: The amount of private investment and public sector funding attracted by Massachusetts robotics cluster companies, or the robotics divisions of cluster companies Figure 30: Recommended Cluster Performance Indicators (Source: ABI Research) Cluster Assessment Companies Employees Revenues Investment/Funding • YOY Startups • Launches Per 5 Years • YOY Total # of Firms • YOY Total # of Employees • YOY Total Cluster Revenue • YOY Private Investment • YOY Public Funding Cluster Growth 9.2. THE IMPLEMENTATION METHODOLOGY The purpose of this report is to provide a roadmap that can be used by policy makers to enlarge the State’s robotics innovation economy. “Roadmap” implies fixed goals, and often the inclusion of a timeline. The launch, attract, retain, and grow measures outlined in the Guidance and Recommendations section above are not tied to, nor do they adhere to, a strict timeline. There is no “5-year plan.” There are objectives, but like the robotics sector itself, they are not fixed, and are sure to change according to time and circumstance. The implementation methodology that is advocated is, in effect, an iterative, agile, self-correcting process designed both to continually monitor the cluster’s performance and guide policy decisions. Frequent, Frequent, detailed, yet simplified cluster assessment is the key. detailed, yet simplified assessment is the key. This approach is more efficient, effective, and less costly than the development of staged roadmaps, and can be used to augment further studies if necessary. The process consists of six phases as given in Figure 31, and described in greater detail below. www.abiresearch.com THE MASSACHUSETTS ROBOTICS CLUSTER 86
Figure 31: The Implementation Methodology (Source: ABI Research) Develop Tools Implement Guidelines - Launch Strategies - Attraction Strategies - Retention Strategies - Growth Strategies Measure and Assess Iterate Gauge Effectiveness Report and Evaluate 9.2.1. Phase 1: Develop the Tools The implementation methodology begins with the development of the tools to measure cluster performance—to make measurable what is currently unmeasurable, and to do so in a manner that is straightforward and consistent. The first, immediate, and critical step, therefore, is to execute the tasks given in the evaluation methodology described earlier. 9.2.2. Phase 2: Implement Recommendations The second phase of the implementation methodology calls for carrying out the measures given in the Guidance and Recommendations section. It is assumed that some of the recommendations will be acted upon, Guidelines and recommendations cannot be directly linked to explicit, fixed timelines, but they can be prioritized. and others not. Even if certain measures are agreed to, such as developing a STEM-E workforce, expanding internship programs, or professionalizing the branding/marketing of the cluster, they will take a significant amount of time to implement, and their results an even longer period to manifest. For these reasons and more, the guidelines and recommendations cannot be directly linked to explicit, fixed timelines. The cluster development recommendations have been ranked (Table 15 and Appendix F). High-priority rankings connote both greater urgency and a greater anticipated impact. It should be noted that high-priority measures are largely designed to increase overall entrepreneurial activity, as well as aid young startups by High-priority recommendations are designed to increase overall entrepreneurial activity, as well as aid young startups. removing barriers to innovation and commercialization. They also call for direct support, when necessary, to those companies in strategic markets with a strong potential for growth but that are too small to attract investor interest, or for sectors that map to the Commonwealth’s economic or historical strengths. Examples of the latter include the manufacturing, healthcare, and maritime sectors. www.abiresearch.com THE MASSACHUSETTS ROBOTICS CLUSTER 87
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TABLE OF CONTENTS 1. CONTRIBUTORS..
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6.8.3.3. Research and Investment...
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9. EVALUATION AND IMPLEMENTATION ME
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1. CONTRIBUTORS ABI Research would
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2.4. MASSACHUSETTS COLLABORATIVE RO
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• Universities and Labs: Massachu
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3. INTRODUCTION Although substantia
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4. ROBOTS AND ROBOTICS TECHNOLOGIES
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5. ROBOTICS AS AN INNOVATION DRIVER
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6. THE GLOBAL ROBOTICS AND INTELLIG
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6.2. INDUSTRIAL ROBOTICS The defini
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Figure 3: Drivers for Industrial Ro
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Company Spotlight: Soft Robotics So
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Figure 6: The Healthcare Robotics S
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• Increased Expectations: With th
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Table 4: Representative Massachuset
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Figure 8: Projected U.S. DoD Unmann
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Key Market: Small Unmanned Ground V
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Field robotics initiatives are ofte
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Figure 9: Total Worldwide Commercia
Page 43 and 44: • Linear Robots: Also called gant
Page 45 and 46: Company Spotlight: Logistics System
Page 47 and 48: 6.5.1. Strong Growth In 2015, the c
Page 49 and 50: Company Spotlight: Consumer Systems
Page 51 and 52: Massachusetts Spotlight: New Englan
Page 53 and 54: 6.7.1.3. Massachusetts Leads In 201
Page 55 and 56: the end effectors was preprogrammed
Page 57 and 58: type of robotic UGV, and why autono
Page 59 and 60: Error-free, real-time mapping, navi
Page 61 and 62: Robotic edge products are fundament
Page 63 and 64: ROS usage among robotics researcher
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Page 67 and 68: The number and range of companies i
Page 69 and 70: 7.4. SALARIES FOR ROBOTICS ENGINEER
Page 71 and 72: Figure 23: Worldwide VC and Private
Page 73 and 74: Figure 25: 2015 Global Robotics Inv
Page 75 and 76: Global private investment trends fo
Page 77 and 78: Notable hardware accelerators that
Page 79 and 80: carrying out investigations into ot
Page 81 and 82: The National Security Engineering C
Page 83 and 84: 8. GUIDANCE AND RECOMMENDATIONS If
Page 85 and 86: Massachusetts robotics companies se
Page 87 and 88: 8.2.8. Offer Low-cost Loans for Dev
Page 89 and 90: 8.4.1. Strengthen Cluster Ties The
Page 91 and 92: 9. EVALUATION AND IMPLEMENTATION ME
Page 93: 9.1.5. Simplify, Limit, and Standar
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Page 99 and 100: Massachusetts Technology Leadership
Page 101 and 102: 12. APPENDIX B: LIST OF TABLES Tabl
Page 103 and 104: http://lis.csail.mit.edu/new/resear
Page 105 and 106: 14. APPENDIX D: WAGES FOR ROBOTICS
Page 107 and 108: 14.3. SOFTWARE DEVELOPERS, SYSTEMS
Page 109 and 110: 14.5. COMPUTER HARDWARE ENGINEERS*
Page 111 and 112: CONSUMER Consumer - Home Care/Lawn
Page 113 and 114: 17. APPENDIX G: ACRONYMS USED IN TH
Page 115 and 116: sUGV SW TRI UAS UGS UGV UMS UNCTAD
Page 117 and 118: Endeavor Robotics Bedford www.endea
Page 119 and 120: www.abiresearch.com THE MASSACHUSET
Page 121 and 122: Geartronics Industries 100 Chelmsfo
Page 123: Published October 18, 2016 ©2016 A
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