"Don't continue to do the knowledge transfer, just let us know what we have to do to achieve our mission." That was the impatient remarks I heard from a conference moderator who was a Hainan official charged with the responsibility to deliver public value timely. "Without considering an appropriate contextual business model and strategy, input would surely derive output, but not necessarily outcome." I thought.
Having recognized the urgency of its mission on the intellectual property front and formed a coalition via a June conference, the officials were anxious to execute. The "Hainan Consensus", if better structured, had fewer cliches but more specifics could be the strategy to communicate. It is really up to the administration to take the lead as entrepreneurs have different agendas and would not suggest anything against their interests.
Getting everything right about the future demand at the outset is an unreal proposition too, as the context is changing and obstacles along the path of success might not have been foreseen. There is therefore the need to start up something to prove the business concept, but the public sector should not compete with the private sector. Public/private partnership, enhancing capacity and support through facilitation and risk avoidance can be a solution.
Such a special-purpose partnership, I believe. should have a dynamic business model. It identifies and recognizes the unidentified variables, built into it the need of constant refinement, allowing it to evolve and sustain strategic advantage. Its processes or services in creating value should also be conducted dynamically or it may not attract intellectual and financial investment from near and far!