what matters to SG stakeholders, how can we collaborate?

[hyunjimoon]

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Dec.28.2023 NUS entreprise interview:

trend

2002 - biotech
2005 - (outsourcing, constrol cost - china, india)/tech, fintech, ai,
2008-2010: social entrep.
2013 - it

noc: motivation, trend, statistics

• for 20yrs, 4000 student participated in noc and 1000 became entrepreneur
• singapore's industry (w/ political (gov-initiative) + economic incentive): manufacture->biotech->it/fintech
• noc: train entrep. (global entrep. leadership/marketing)
• working in startup (exposed to "every function" i.e. nail it stage (5-20ppl); scout for intern)
• alumni, professor, program adminstrator does the interview

sense, evaluate, synthesize, act of noc

sense: one professor did stanford's global entrep.leadership/marketing program TA

• gov. supported this for singapore's economic growth, launch noc (1yr oversea program for undergrad.)
• balance between student quality + wish them to return and found startup
• drastic change: one datapoint using NUS as stepping stone to have stanford as their undergrad, initiate startup after going into industry with enhance industry knowledge. how to capture "change"
• importance of ecosystem: 1.academic arm + (master vc, msvc) 2.ecosystem arm: hanger (nail), block71, nhouse (scale), grip (a), Philip Yeo Initiative, sciencepark1,2, fusionopolis (physics), biopolis, mediapolis, metropolis, block71
• not too old (higher opportunity cost and need to support family) but not too young (well-educated, student quality control)
• traits of entrepreneurial students (interviewee's standard): proactive (not spoon-fed), resilience and tenacity (satisafction and wealth balance: not too poor and not too rich), realistic perception of the world
• measure NUS E. uses to choose the oversea college to interact (Gain access to over 20 global entrepreneurial hotspots): specific for certain industry but always need both schools to agree. mix of benchmarking and regional (hanoi, bangkok) reasons.

student -> noc

• students have three choice of city, then choose among 10 companies once there
• sometimes students rehearsed the interview and tailored themselved to what program is looking for but, self-fulfilling prophecy effect existed as after networking they liked it much more (esp. as startup has less "seniority" culture)

Q1. could we get further data on student's background (biotech vs it) and their choice of cities and final match. Q.how the spirit of entrep. itself (excluding domain specific operations) is shared?

Q2. how to measure quality of layers of organization (entrep, innovation ecosystem, city, nation, world) : what agent level do we need to start from? (slowest clockspeed as it keeps the form of a module the longest?) to quantify policy's effect e.g. effect of the program? startup is too short, entrepreneur is too diverse and long? quality index exists, which average the quality

alumni:

[hyunjimoon]

TODO: organize below
to replicate #158,

1. is outcome data entrepreneur-wise or startup-wise?

1.1 startup

- industry
- time to first round
- number of rounds
- number of follow on rounds
- number of investors
- hardware, software, both

1.2 entrepreneur

- schools
- education, year of graduation
- exposure to entrepreneurship 

external:
1.market/comp: customer value proportion
2. desirability: marketing sales
7.organization viability: fin.econ analysis, outcomes
investors’ capital

internal
3. product desirability feasibility viability: concept research, product strategy
4. organization technological feasibility: process strategy
7. organization operations feasibility: team, founder

H1: operations (capacity management) experience can align and allocate well