A purely technology-driven approach is not a realistic proposition for a small region such as Flanders. Our added value is rather to be found in content. We must therefore capitalise on our strong points such as the creative industry, media and content. Focussing all-out on two sectors, after all, makes much more sense than giving limited support to five. Government subsidies should obviously not be the only mechanism in doing this. One must also create the right climate for launching initiatives, helping business cross the first thresholds and getting follow-up finance.

 

Companies such as TeleAtlas or Netlog show that we do have the required brains and creativity in Flanders. But without a structural solution for accumulating the necessary seed capital, it remains very difficult for entrepreneurs in the ICT sector to access that first investment. Venture capital funds seldom risk putting up pre-seed money. In the US this gap is filled by business angels who are much closer to the entrepreneurs and can therefore better assess market potential, but this is a rarity in our part of the world. And to develop real critical mass, for example by creating 10 businesses with a turnover of 100 million Euro, one needs to get at least 100 start-ups off the ground. That calls for money, in the pre-seed phase as well as later for the continued growth of these businesses. In itself it’s not even that much to create 10 successful businesses compared to the budgets that go to other sectors of our society, but in practice investments on this scale are unfortunately not made.

 

Apart from structural financing, however, we have a second big problem in Flanders: we do not have enough entrepreneurial spirit in our blood. And yet the key to success lies in conquering an international market. A strong sales and marketing mechanism is of vital importance in achieving this. Many market entrants therefore need the necessary guidance to enable them also to build up international contacts, approach funders, work out a thorough business plan and put together an interdisciplinary management team...

 

If we in Flanders do not want to lose touch with the ICT sector in the coming years we urgently need a consistent ICT innovation policy. Continuity and a long-term vision are definitely an important part of this. But let us not be too slow in looking over our borders either, and learning from best practices in other regions. In Portugal, for example, collaboration agreements have been entered into with a number of top American universities, and some of their typical entrepreneurial spirit has been channelled back to the home region, resulting in a complete change of attitude among the academics involved. But, above all, making well-considered, economically-oriented choices and achieving focus is what will make the difference. Creating new businesses and jobs should be at the centre of this.