commercial management has not been addressed,” she explains – and doing so may help to correct the gender imbalance. Indeed, this is one of the aims of the TT100 awards: identifying people who are able to work with scientists and innovators to make technology sustainable in South Africa.
“One of the stumbling blocks that Da Vinci has identified in this regard is the lack of thrust and impetus when it comes to commercialising technology,” Marcus says. It was with this specific purpose that TT100 joined forces with the University of Johannesburg and Technology Innovation Group, in Texas, USA, to establish The South African Centre for Technology Transfer and International Commercialisation (CTTIC).
The centre’s objective is to target the emerging companies that are most deeply affected by the lack of funding available in South Africa. “The problem here is that we have no entities like angel funders and no universities that focus on the commercialisation of technology,” says Marcus, adding that, in her experience, South African tertiary institutions view technology from an academic point of view rather than considering its implications for the business world. Nor is venture capital a realistic option in South Africa, because such funders tend to compromise the emerging companies by demanding too large a stake. This, in turn, has negative implications for sustainability. “Yet,” states Marcus, “in terms of job creation, it’s critical that we encourage the existence and sustainability of emerging companies and this means helping them to become commercialised.”
Marcus believes that women have a special role to play in this space, because they are excellent innovators. “However, they are impeded by the lack of technology,” she muses. Citing the example of Eye- Slices, Marcus observes what can happen if people are given the scope to succeed. Entrepreneur Kerryne Krause-Neufeld stopped at nothing to find the right technologies that would enable her to produce her groundbreaking product at the right price and quality. “Her tenacity in terms of finding funding made her a success,” Marcus enthuses, noting that one of the challenges facing the TT100 adjudicators, is finding people who have the same spirit of determination to turn their ideas into triumphs. “Yes, it’s important to acknowledge the industry leaders, but it is equally important to remember that even these people had to get their start somewhere – and people starting out need support.”
18 EDGE | November 2011
It’s a sad fact that many people with outstanding ideas are forced to shelve them just a few years later, simply because they could not access the support they needed to realise them.
Linked to this is the need to identify and support emerging black technology managers. “This market is capable of enormous innovation, but the problem is that they don’t know how to access the infrastructure they need. We’re not just talking about funding – it’s also about basics, like the support to develop business plans.” BEE is therefore a priority identified by the TT100 team.
Marcus relates the need to support up-and-coming entrepreneurs to the question of South Africa’s lack of women scientists and technology experts. “The truth is that we have over-promoted the role of women in these spheres,” she says. While this may seem a controversial opinion, Marcus has based her view on the fact that there are many women who have already made an impact on the industry – and it’s these women who have been brought to the public’s attention by the debate around women empowerment.
“I would like to see more attention given to the people who are fighting major obstacles and who continue to fight, even when they are tired of doing so.” Her wish is for TT100 to highlight the attributes of these people, bringing to the fore the attributes that make some people successful while others give up. “I think that speaks to what it is about the human being that makes them persevere.”
From this, it’s clear that people – their thought processes and motivations – are a major point of interest for Marcus; not surprising, given that people are a key component of the Da Vinci’s TIPS Model, which emphasises the Management of Technology, Innovation, People, and Sustainability. “This model encourages us to look at all aspects of the organisation and its implementation of technology: how do companies manage their systems, how do they manage their people.” If not managed correctly, any of these assets can backfire to have a negative effect. Once more using the example of people management, TIPS is about “making sure that there are no round pegs in square holes”.
“We can’t just put people in token positions,” Marcus explains. “Sustainability can only be assured if people are matched with jobs that suit their skills, abilities and passion. Without this, there can be no chance
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