THOUGHT LEADERS
John Gourd, CEO of Cambridge Network, looks at how Cambridge has proved its adaptability in the face of unprecedented challenges KEYS TO THE CLUSTER’S SUCCESS RESILIENCE & ADAPTABILITY:
A few examples include: z z AstraZeneca’s work with the University of Oxford to develop a Covid-19 vaccine. z z TTP and other local technology consultancies participating in the nationwide Ventilator Challenge. z z Marshall’s work on reinventing the iron lung. z z EG Technology, which offered medical device developers support from its team of engineers. z z Countless cases of altruism, with donations of equipment and funds to the NHS and other organisations. As a Network, we also had to drastically adapt our business model. Because lockdown meant we were no longer able to host face-to-face events, training sessions or jobs fairs, we quickly learnt how to move all this content online. This was achieved in a matter of days. But it wasn’t just the delivery method that changed – our audience’s needs changed, too. A fundamental shift took place and our members’ focus turned to the new challenges. Members needed to know how to run teams and look after their mental health when everyone was working remotely.
hether it is the incorporation of AI into drug discovery or the use of enhanced video imaging
in agritech, Cambridge companies have been at the forefront of melding technologies to meet the demands of a global market since the earliest days of software and hardware development. In fact, the Cambridge Phenomenon and the success of the local ecosystem has been built upon the foundations of resilience and adaptability. And it is no surprise that Cambridge Network members have risen to the challenges the pandemic placed upon us, and not necessarily just for their own financial gain.
The Cambridge Phenomenon and the success of the local ecosystem has been built upon the foundations of resilience and adaptability"
ISSUE 07 14
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