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Policy Brief

Reference Guide for FosteringEntrepreneurship in Abu Dhabi

February 2016Issue 03-29012016

In association with

www.ihs.com


2/20

Reference Guide for Fostering Entrepreneurship in Abu Dhabi

February 20162

Policy Brief

ContentsContext and importance of the problem 3

Critique of policy options 9

Policy recommendations 10

Cover image: IHS


www.linkedin.com/company/abu-dhabi-chamber

About IHS: www.ihs.comIHS (NYSE: IHS) is the leading source of information,

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Ralf Wiegert

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Abu Dhabi Chamber of Commerce & Industry,

P.O. Box 662, Abu Dhabi, U.A.E.

Ohan S Balian, Ph.D.

Chief Economist – Abu Dhabi Chamber

of Commerce & Industry

[email protected]


+971 2 617 7470


3/20© 2016 Abu Dhabi Chamber of Commerce & Industry 3

Executive summaryEntrepreneurship and diversication of the

economy are two sides of the same coin. Thriving

entrepreneurs are essential for Abu Dhabi’s growth

outlook and welfare. Abu Dhabi leaders have

recognized this link and embarked on a broad range

of initiatives to develop and foster entrepreneurship.

Entrepreneurial culture is characterized by a

multitude of factors, although not all are developed

with similar quality and quantity. A survey by the

Global Entrepreneurship and Development Institute

(GEDI)—based on data from the United Arab

Emirates—reveals that the local entrepreneurial

culture is on par with most European nations, but it

is far from reaching world leaders such as the United

States, Canada, and Australia, and uneven results

for key characteristics signal room for improvement.

The most important bottlenecks that slow down

development for Abu Dhabi’s entrepreneurs are

relatively weak technology absorption, start-up skills,

and risk acceptance by the society. According to the

GEDI survey, policy measures to mend bottlenecks

are essential for the further improvement of Abu

Dhabi’s entrepreneurial culture.

Context and importance of theproblemEntrepreneurs are the heroes of the modern market

economy. Policymakers around the world court

them, prestigious prizes are awarded to successful

entrepreneurs, and policy strategies are devised to

lure them and facilitate their business.

Joseph Alois Schumpeter, the Austrian-born

Harvard economist, regarded “entrepreneurs

as individuals who exploit market opportunity

through technical and/or organizational innovation.”

Peter Drucker, the late American management

guru/economist, also Austrian-born, said

“entrepreneurship is about taking risks.” Successful

policies are about enabling entrepreneurs to grab

opportunities and take risks.

For Abu Dhabi, like any other country, a thriving

entrepreneurial culture is essential. Fortunately,

Abu Dhabi has already been a leader among Gulf

Cooperation Council (GCC) countries in this respect.

Entrepreneurial culture and values have become

recurring themes for the political process, business

institutions, academia, and other educational

institutes. Abu Dhabi University launched an

innovation and entrepreneurship center in 2010.

Fostering entrepreneurship is a key condition

for a vibrant, fast-growing, and high-income

economy. Diversication, shrinking dependence on

hydrocarbon resources, and sustained long-term

economic growth are hardly possible without a

2015was branded as the Year of Innovation in the UAE


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Policy Brief

thriving entrepreneurial culture.

The United Arab Emirates (UAE) government hasrecognized the importance of entrepreneurship

and has been actively promoting entrepreneurial

initiatives. The Khalifa Fund is a key source of

funding for start-ups, while institutions like the Abu

Dhabi Chamber of Commerce and Industry have

played a pivotal role from the private sector. The year

2015 was branded as the Year of Innovation in the

UAE, kicking off many related activities and events.

Administrative hurdles to set up a business are

low in the UAE. According to the World Bank’s

“Doing Business in the Arab World 2014,” the

UAE performed quite well on that count: average

registration time is just eight days for a business.

Costs for these procedures equal 6.4% of income

per capita, which is competitive compared with

European countries. Paid-in minimum capital

was abolished in 2010. This released liquidity

for growing a business, but also reduced safety

cushions for tougher times.

Facilitating the formation of high-growth start-

ups also calls for reliable contract enforcement

schemes and solid procedures for resolving

insolvency. The UAE could improve in those

categories. UAE ranks 96th for investor protection

in the World Bank survey listing (e.g. Saudi Arabia

ranks 22), 100th in enforcing contracts, and 101st in

resolving insolvency.

The actual performance of entrepreneurs in

contemporary Abu Dhabi is difcult to assess,

though. There is simply a lack of hard data. Data

from the Statistics Center-Abu Dhabi (SCAD)

for small and medium-sized enterprises (SME)provide only a crude proxy for start-ups and their

performance. (see charts 1 and 2)

SME apparently play a more modest role for the

economy of Abu Dhabi when compared with their

counterparts in Western market economies. Micro,

small, and medium-sized enterprises accounted

for slightly less than a quarter of all employees in

Abu Dhabi in 2013, according to SCAD. In terms

of production and gross value added, the share iseven lower, just above 10%.

For a typical Western market economy, the

employment share is around 50–60%. Part of the

discrepancy is down to different statistics, because

SCAD has a much narrower denition of SME than

the Organisation for Economic Co-operation and

Development (OECD). Excluding medium-sized

enterprises, OECD data are better comparable, but

this still leaves a gap of around 10% for the SME

share between Abu Dhabi and a typical Western

market economy. In the case of Germany, micro

and small enterprises alone account for around

40% of employment.

Still, Abu Dhabi’s track record of SME development

is impressive, especially when taking the legacy

of the hydrocarbon dependency into account. For

entrepreneurs, the playing eld has rough patches,

though. There is room for improvement in several

policy areas critical for entrepreneurial ideas. Howcan Abu Dhabi’s entrepreneurial playing eld and

related policies be measured and evaluated, though?

The Global Entrepreneurship Index, or GEI,

developed by the GEDI in Washington D.C., is

generally accepted as an analytical system for

the fertility of an economy toward entrepreneurial

activities. GEI denes so-called entrepreneurial

ecosystems, for which measurable, specic

characteristics are dened. The GEI does not have

data for Abu Dhabi alone, but published survey

results for the UAE may serve as a good proxy.

(see table 1)

8is the average number of days taken to

register a business in the UAE



Chart 1: Distribution of employees by firm size and sector 2013 in %

Source: SCAD

4%

Micro enterprises

10.5%

Small enterprises

9.5%

Medium enterprises

75%

Large enterprises

A 14.2%

B 5.9%

C 43.7%

F 17.1%

G 19.1%

A Manufacturing

B Construction

C Wholesale and retail trade

D Administrative service and support

E Accommodation and food service

F Other services

G Other activities

G 26.1%

C

F

G A

B

A 13.7%

B 15.5%

C 39.3%

G 31.5%

C

GA

B

A 13.0%

B 18.5%

C 44.1%

G 24.4%

C

G A

B

A 9.9%

B 47.5%

D 9.6%

E 6.9%

B

D

E

GA

Industry key


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Policy Brief

Chart 2: Distribution of GDP by firm size and sector 2013 in %

Source: SCAD

0.7%

Micro enterprises

2.6%

Small enterprises

6.9%

Medium enterprises

89.8%

Large enterprises

C 42.4%

E 10.9%

F 10.4%

G 7.9%

H 28.4% H 30.0%

A Mining & quarrying

B Construction

C Wholesale and retail trade

D Financial and insurance

E Real estate

F Professional, scientific and technical

G Other services

H Other activities

B 9.6%

C 38.5%

E 9.6%

F 12.3%

C

C

EF

H

B

EF

G

H

A 50.8%

C 18.6%

D 5.3%

H 25.3%

A 60.0%

B 10.0%

D 6.4%

H 23.6%

E

Industry key

A A

BC

D D

H H



The UAE currently ranks 19th in the overall world

GEI table. With that, the UAE leads the GCC and

in fact the entire Middle East region. The UAE is

still a good deal behind world leaders such as theUnited States, Canada, Australia, and Denmark, but

scores similar to most European countries. This is a

remarkable and commendable result.

The breakdown into key entrepreneurial

characteristics reveals an uneven picture, though.

The GEI is based on 14 individual characteristics,

which are tied to the entrepreneurial aspirations,

entrepreneurial attitude, and entrepreneurial ability

of a society. (see chart 3)

Chart 4 shows these 14 characteristics and their

values for the UAE. The chart displays how close

a country scores relative to the international

benchmark. The closer a value is to the center, the

further away it is from the benchmark.

The GEI results signal that the UAE has a high

level of entrepreneurial aspirations in the economy,

such as early-stage innovation by entrepreneurs,

penetration of foreign markets, rapid accumulation

of staff, and availability of venture capital. The

results signal that both hiring of new personnel and

the availability of risk capital for entrepreneurs is at

or close to the international benchmark.

However, the UAE is lagging behind the international

benchmark with regard to most categories for

entrepreneurial attitude and ability. Technology

absorption, recognizing start-up opportunities, and

competition issues have a comparably low score

Table 1

Country GEI GEI rank

United States 86.2 1

Canada 79.5 2

Australia 78.0 3

Denmark 76.0 4

Sweden 75.9 5

Taiwan 69.7 6

Iceland 68.9 7

Switzerland 67.8 8

United Kingdom 67.7 9France 66.4 10

Singapore 66.0 11

Ireland 65.6 12

Netherlands 65.4 13

Germany 64.6 14

Austria 62.9 15

Chile 62.1 16

Belgium 62.1 17

Finland 61.8 18

United Arab Emirates 61.4 19

Norway 61.1 20

Israel 57.4 21

Estonia 57.3 22

Luxembourg 57.2 23

Qatar 56.7 24

Lithuania 54.8 25

Source: GEDI 2016 © 2016 IHS

19this where the UAE currently rank in the Global

Entrepreneurship Index

AspirationsProduct innovation, process

innovation, high growth,internationalization, risk capital

AbilitiesOpportunity start-up, technologyabsorption, human capital, competition

Attitudes

Opportunity perception, start-up skills,risk acceptance, networking, cultural

support

Source: GEDI 2016

Chart 3: Categorizing characteristicsof entrepreneurial systems


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February 20168

Policy Brief

to the international benchmark regarding abilities,

whereas the availability of human capital is a strong

positive for the UAE.

Attitudes are slow to develop with respect

to spotting and, in particular, thriving on

entrepreneurial opportunities; risk acceptance, often

correlated with the acceptance of a society toward

failure as well as legal and contractual procedures

for bankruptcies, is also perceived as subpar to

the benchmark. Networking and cultural support,

reecting the emergence of networking events in the

recent past, are comparably strong. (see chart 4)

Chart 4: Pillar-level comparison of UAE's entrepreneurial ecosystem

0.2

0.4

0.6

0.8

1.0

A

B

C

D

E

F

G

H

I

J

K

L

M

N

Chart key

▬ United Arab Emirates

▬ United States

▬ Denmark

▬ Singapore

A Opportunity perception

B Startup skills

C Risk acceptance

D Networking

E Cultural support

F Opportunity startup

G Technology absorption

H Human capital

I Competition

J Product innovation

K Process innovation

L High growth

M Internationalization

N Risk capital

Source: GEDI 2016



The philosophy behind the GEI concept and relatedresearch by the GEDI team suggest that the best

ecosystem for entrepreneurs is one with even

pillars, a well-balanced system of components.

Therefore, an ecosystem with some highly developed

characteristics but low scores on others might be

inferior to a system that is more evenly balanced,

albeit without high marks for selected characteristics.

This matters for choosing the right policy strategy.

Critique of policy optionsThe overall objective for policymakers is to optimizethe entrepreneurial ecosystem. Based on the GEI

philosophy, this basically means picking measures

to better balance the pillars of the entrepreneurial

ecosystem and eliminate critical bottlenecks.

The GEI system is able to signal how critical a

bottleneck currently is. Chart 5 quanties that

bottleneck, the lag between the UAE and the

desired index level of a component, and how

quickly an improvement of the overall GEI score

can be achieved. In technical terms, the chart

describes how much more effort policymakers must

direct toward specic components of the start-up

ecosystem to trigger an increase of the overall GEI

score by 10 points.

For example, the chart signals that an increase of

27% of resources on the technology absorption pillar

will lead to an increase of the overall GEI score by

10 points. Of course, this system simplies matters,

and reality is much more complex. However, it

gives a good indication of where to look for critical

bottlenecks and how to target entrepreneurial policystrategies.

Chart 5 shows that, for the case of the UAE, the

most important bottlenecks to tackle are technology

absorption, start-up skills, and risk acceptance.

Process innovation and competition follow with less

critical catch-up potential. All other pillars are already

well-developed and deserve less policy attention.

Technology absorption tries to capture the extent to

which an economy’s businesses keep up with the

modern knowledge economy and information and

communication technologies, reected by the number

of businesses in technology sectors, and a country’s

capacity for rm-level technology absorption.

Chart 5: Critical bottlenecks and policy impact

Source: GEDI 2016

Technology absorption►

Start-up skills►

Risk acceptance►

Process innovation►

Competition►

Opportunity start-up►

Opportunity perception►

Internationalization ►

Networking►

Cultural support►

Product innovation►

Risk capital►

Human capital►

High growth►

0.36

0.36

0.40

0.46

0.53

0.63

0.66

0.74

0.76

0.79

0.87

0.991.00

1.00

27%

27%

23%

16%

6%

0%

0%

0%

0%

0%

0%

0%0%

0%

Pillar scores from worst to best Percentage of total new effort for a 10 point improvement in GEI score

Evenly balanced is better than high marks for some


10/2010 February 2016


Start-up skills of an entrepreneur are crucial for

creating sustainable, potentially fast-growing, and

technology-driven rms.

Risk acceptance is not only represented by the

individual’s aversion to set up high-risk start-ups,but also by the institutional settings of availability

and reliability of corporate nancial information,

legal protection of creditors, and institutional support

of intercompany transactions.

A less urgent but by no means less important

bottleneck are process innovations, i.e. applying

and/or creating new technologies. Future elds for

start-up policy measures may be opportunity start-

ups whose entrepreneurs are believed to be better

prepared, to have superior skills, and to earn more;

and opportunity perception alluding to the share of

a population that can identify good opportunities to

start a business, the size of a country’s domestic

market, and the level of urbanization.

Policy recommendations According to the GEI, the following policy

recommendations can be distilled:

Policy measures should involve education. Tertiaryeducation is particularly important as it determines

a person’s specialization and professional

orientation. It affects the individual dimensions

of technology absorption, start-up skills, process

innovation, and start-up and opportunity

perceptions. In a way, this actually conrms that

Abu Dhabi is already on the right track.

Further policy actions may focus on legal rules and

regulations, and if necessary, amend them in a way

to foster well-functioning inter-rm and investor-

rm relations and thereby favor a dynamic start-up

ecosystem.

Procedures for resolving insolvency are importantfor the personal risk of the entrepreneur when

the venture turns out to be less successful. They

are equally crucial for investors. However, in the

UAE, the efciency is relatively low as insolvency

proceedings take on average 3.2 years, which

is almost double the average of the OECD high-

income countries. That can still be improved.

Improving these regulations will strengthen

the position of an entrepreneur, balance thecomponents of the entrepreneurial ecosystem, and

thereby boost entrepreneurial activities. Flanking

major efforts in tertiary education could create a

start-up climate in the UAE that has the potential to

shift entrepreneurial activities to innovative high-

growth elds.

Sources consulted orrecommended• Ács, Z.J., Szerb, L., Autio, E., 2015, The Global

Entrepreneurship Index 2016, The Global

Entrepreneurship and Development Institute,

Washington D.C.

• Doing Business 2016, “Measuring Regulatory

Quality and Efciency,” World Bank.

• Doing Business, “Doing Business in the Arab

World 2014,” World Bank.

• Eroğlu, O., M. Piçak, “Entrepreneurship, National

Culture and Turkey,” International Journal of

Business and Social Science Vol. 2 No. 16;

September 2011.• Singer, S., J.E. Amoros, D. Moska, “Global

Entrepreneurship Monitor: 2014 Global Report,”

Global Entrepreneurship Research Association

(GERA).

Process innovations capabilities are an importantbottleneck too

Policy Brief


11/20

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2016 (GEDI) المصدر: المعھد العالمي لریادة األعمال والتنمیة

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13/20

في بوظبي

رادة عمال

تزز

مرجي

دل

مخص لسي سة

رار 2016 8

او اشروت إدراك رص د و جووا ب

ادو خص يرا س ر ضخ تجرد

ات. ر جإ ةو يرشا لا سأر را و د ادرات

رص

اف

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ُر ول اطر و ل ص ردة ال

وا تاءاراو ق ا لو طر يذا

ُد اوال .يرا سا ن لأ واد س

اس

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ا

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لمخطط :4مقارنة لنظام إلیكولوجي لریادة ألعمال في دولة إلمار ت لعربیة لمتحدة حسب مستوى ركا ز لنظام

0.2

0.4

0.6

0.8

1.0

A

B

C

D

E

F

G

H

I

J

K

L

M

N

مفتاح رموز لجدول

▬ اإلمارات العربیة المتحدة

▬ الوالیات المتحدة

▬ الدانمارك

▬ سنغافورة

تصور الفرصة

المشروعات مھارات بد

قبول المخاطر

A

B

C

Dالعمل الشبك

الدعم الثقافي

الفرصة بد

استیعاب التكنولوجیا

E

F

G

Hر س المال البشر

المنافسة

ابتكار المنتجات

ابتكار العملیة

I

J

K

Lالنمو المرتف

العمل على المستوى

الدولي

M

Nر س مال المخاط

2016 (GEDI)والتنمیة

األعمال

لریادة

العالمي

المعھد

:المصدر


14/207

ادول

19 را

ادة

را

ارات

ل

ا ال ؤر ردة ال ا .و ذا

ا نوا س لود ةدا را تارا دو

زال

و

.

اوط

ارق

ط

ود

اوا

و

اوت

ل

ام

دة

ن

رة

رد

ارات

إ أن در دل وادارك ارأو ودا ادة

.رو ار و .وروا لودا مظ

ف ل ات ار ردة ال و ذك

ا

ال

ردة

ؤر

وم

.

ر

ورة

ن

ورط ك ات طوت در 14

واو اذ ه ردة ال ل ردة ال

.ال

ردة

م

ادول

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ودرة

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و 14 دد ا تا هذ 4 لودا و

رب

دى

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رات

.ودا

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ر

ود

زر

ا

ادرت

ادت ن اس اري. ارت ا ن ارز

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ال

ردة

ل

رة

طوت

د

ادة

را

ل ار ار ارة ن ب واد

را سداو ا قاوا قاراو اد ال ر

ووار رأس ل اطر. ور ا إ أن وظن

اد ر

دى

اطر

ل

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دد

وظن

ن

ن

. ر وأ ودا يرا س ط لا

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اخذ جه جو طرا تئا مظ ق ودا يرا

ا با وجا قح .لا ةدر ةردا و لا ةدر

اجدول 1

ودا

ؤر ردة ال

(GEI( ار ؤر ردة

(GEI( ا لا

86.21اوت ادة

79.52دا

ارأ78.03

76.04ادارك

75.95اود

69.76وان

68.97آدا

67.88ورا

ادة

ا67.79

ر66.410

66.011ورة

65.612أردا

65.413ودا

أ64.614

ا62.915

62.116

62.117

61.818دا

61.419ارات ار ادة

ورا61.12057.421إرال

وإ57.322

57.223ورغ

56.724طر

او54.825

© 2016 IHS 2016 (GEDI( او لا ةدر ا دا :ردا

19th ف ؤشر

ح ةدحا برا تارا بر وه

ا لا ةدر

لطموح ت

المرتفع

النمو

العملیة

ابتكار

المنتج

ابتكار

رأس مال المخاطر العمل على المستوى الدولي

لقدر ت

رأس المال استیعاب التكنولوجیا الفرص بد

المنافسة البشري

لطموح ت

المرتفع

النمو

العملیة

ابتكار

المنتج

ابتكار

رأس مال المخاطر العمل على المستوى الدولي

2016 (GEDI) المصدر: المعھد العالمي لریادة األعمال والتنمیة

األعمال

ریادة

نظم

خصائص

تصنیف

:3 المخطط

ظوأ و ةر ر ظو 2016 م راو طا قو ©


15/20

في بوظبي

رادة عمال

تزز

مرجي

دل

مخص لسي سة

6

(%) یة و مل ا ةب سن ل ا ب 2013 ما عل اھ اص ب خ ل ا عاطق ل ا و ةك ر شل ا مج سب ح ح ب (GDP) لي ح م ل ا جتا ن ل ا يل ا م ج ع ی ز و ت :2 ططخ م ل ا

(SCAD) - أبوظبي المصدر: مركز اإلحصا

الشركات الكبرالشركات المتوسطالشركات الصغیرالشركات الصغیرة للغایة

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رار 2016


16/205

(%) المخطط :1توزیع الموظفین حسب حجم الشركة والقطاع الخاص بھا لعام 2013بالنسبة المئویة

(SCAD) بوظبي - المصدر: مركز اإلحصا

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الشركات المتوسطة

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A%14.2

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Cبیع الجملة وتجارة التجزئ

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GA

رموز لصن عة



17/20

في بوظبي

رادة عمال

تزز

مرجي

دل

مخص لسي سة

4

ود أدرت و ارات ار ادة أ ردة

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ا

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ووا

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ال

ر ا م دد وات و س

ون دو ظو ت رؤا ك و .أ ن

ر ون ات اورة رات ار ادة

نظر دول 1 ) ) .ةد ةادأ

8 رجا لا دح لجس قرغسا ما دد طسو وه

ف ارات ارب احدة

رار 2016


18/203

خص ذي

ردة ال وو اد ون وادة. ذا

رؤ او اد ال ل را و ن ازدر ر

وازدر أوظ .ود أدرك دة أوظ ذا اراط

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جل. ا لوط ما د ا يد ا وا و ورورد ا رد ا

2015أطق م ار ارات ار ادة



19/20

في بوظبي

رادة عمال

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احوت

3 ا أو قا

9 ا تار م

10 ا

وت

رار 2016

IHS ؤ

:اف

ورة


www.linkedin.com/company/abu-dhabi-chamber

www.ihs.com :IHS سس م نع ةذب

)ور وورك: )IHSاؤ ارادة ور اوت IHS

را لا ل ا ةرؤا تا تاو وارؤى

اوت ا .د اؤت ار واوت أر ن 165

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.او

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اسؤوية خإو رشنا عبطا قوح رطخإ

ظ أ و ةر ر 2016 © وق ار

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:إ

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ظ أ و ةر ر را ا

ص.ب: 662 رع اورش ف: 6214000 2 971+ +971 2 6215867 :

س

[email protected] :ورا درا )اد- اس( - 3:00م 8:00ص

ادة

را

ارات

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ContactsIHS Global GmbH,

Bleichstrasse 1, 60313 Frankfurt, Germany

Ralf Wiegert


[email protected]

+49 (0)69 20973 320

+49 (0)151 42628 143

Matthias Herles


[email protected]+49 (0)69 20973 218

+49 (0)174 1946560

Abu Dhabi Chamber of Commerce & Industry,

P.O. Box 662, Abu Dhabi, U.A.E.

Ohan S Balian, Ph.D.

Chief Economist – Abu Dhabi Chamber

of Commerce & Industry

[email protected]


+971 2 617 7470


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www.ihs.com بون ع

2016

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