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Tech industry adjusts to challenge from Asia
Seeks to avoid shift to China, India
Less famous is the challenge facing Israel: With the Jewish state having quietly prospered as a global haven of innovation, key players here are asking whether the Asian giants might steal their high-tech thunder.
The laundry list of Israeli achievements is surprising for a country of just 7.6 million. The country helped give the world instant messaging, voice mail and Internet telephone. Its nanotechnology has enabled great advances in medicine.
It boasts more companies on the technology-focused Nasdaq exchange than any other place outside North America, and houses research and development centers for multinational giants like Microsoft and Intel.
All this has fueled economic growth and given the Jewish state, for all its troubles with the Arab world around it, a first-world standard of living. Technology now accounts for an eighth of Israel’s economy and has pushed the per capita output up to a respectable $30,000 — more than many countries in Europe, and just under Japan, at about $32,000.
But there is increasing concern that just as Asia was able to seize a dominant slice of manufacturing — as well as outsourcing basic programming and call centers — with cheap labor, so it might do with higher-level technology.
Entrepreneurs here generally seem confident that they will maintain, at least for a while, an edge in the ability to innovate — a quality Israelis ascribe to a combination of circumstances, including the need to develop military technology and a societal bent to break the rules and challenge the established order.
Chinese technology companies employed 9.6 million people in 2009 — 2 million more than Israel’s entire population. And India graduated more than 350,000 engineers in 2009 — more than three times the number of all of Israel’s registered engineers.
As they weigh their options, there is a distinct sense among key players in the industry that to maintain its position in the long term, Israel must do something differently.
Generally speaking, “many of the [Israeli] funds and many of the startups and many of the entrepreneurs need to reinvent themselves,” said Erel Margalit, managing partner of Jerusalem Venture Partners and an early champion of melding tech and other disciplines. “What you did five or 10 years ago is not novel anymore.”
One emerging idea is to target the consumer: Rather than focus on hard-core technology that only other engineers could possibly understand, why not innovate for the end user? Essentially, why should Israel not have a Nokia?
“When a country or companies are focused on technology as the choice of innovation, there is a ceiling that company can reach unless it becomes a customer-focused innovator,” said Adam Fisher, an Israel-based partner for Bessemer Venture Partners of the U.S.
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