In November of this year, I participated in a study tour to Manizales, Colombia as part of a CARIRI-led delegation examining the city’s innovation ecosystem and the institutional arrangements that support its development. The purpose of the tour was to analyse how a mid-sized economy designed and operationalised an effective Triple Helix structure linking government, academia and industry to deliver measurable gains in entrepreneurship competitiveness and job creation. This analysis is relevant to Trinidad and Tobago as the country continues to experience a persistent gap between its capacity for innovation and its actual innovation outputs.
Our national performance on the Global Innovation Index indicates strong human capital and infrastructure inputs but weak commercialisation and technology-based outcomes. The Manizales model, therefore, provides an opportunity to consider practical mechanisms for strengthening ecosystem coordination.
A group photo from the study tour to Manizales, Colombia
Context of Manizales’ transformation
Manizales confronted structural economic challenges resulting from declining coffee prices which affected employment, youth retention and entrepreneurship. Despite having several universities and a strong talent base, the city had limited mechanisms for translating knowledge assets into competitive ventures. Local institutions recognised that isolated interventions would not reverse these trends. The decision to adopt a Triple Helix model formed the basis for aligning institutional incentives and ensuring that each actor contributed to a coherent economic development agenda.
The city’s leadership acknowledged that innovation required system-level organisation rather than stand-alone programmes. The study tour confirmed that this early recognition was critical to the outcomes achieved over the past decade.
Architecture of the innovation ecosystem
Manizales Más was created in 2012 as an institutional platform designed to strengthen entrepreneurship and scale high-potential firms. Its governance structure is multi-stakeholder and jointly owned, which ensures broad-based commitment and reduces the risk of fragmentation. The Luker Foundation played a key catalytic role, while universities and the city government provided complementary leadership.
The SUMA alliance (Alianza SUMA) of universities facilitates shared infrastructure, curricula reforms, and coordinated research assets. This arrangement increases efficiency and fosters a unified approach to talent development. Industry engagement is continuous and structured, and the city government plays an enabling role rather than a dominant one.
The design reflects an understanding that ecosystems require stable governance, diverse funding, and mechanisms for transparent monitoring.
Programme components
Several integrated programmes comprise the Manizales Más ecosystem.
High potential ventures programme: This programme focuses on firms with scale up potential and provides structured training in areas such as revenue growth, customer development and capacity expansion. Firms participate in intensive modules that improve managerial capability and strategic clarity.
Mentorship network: The mentorship programme is based on international standards and includes more than 50 experienced leaders. It ensures that enterprises access practical guidance and real market insight. The approach is structured and rigorous, with clearly defined objectives. Though the mentors are volunteers, they are made aware of their obligations.
University curriculum reform. More than 60 university courses were redesigned to introduce entrepreneurship and innovation competencies. This strengthens alignment between labour market needs and educational outputs.
Ecosystem engagement: More than 8,000 people have participated in events intended to build networks and strengthen entrepreneurial culture. These activities support visibility of the ecosystem and reinforce shared responsibility. The programmes reinforce each other and operate within a coordinated architecture which contributes to the durability of the model.
Performance outcomes
The outcomes achieved through Manizales Más provide evidence of the effectiveness of coordinated ecosystem investment. Over an eight-year period:
• participating firms recorded an average of 38% revenue growth
• more than 2,456 jobs were created
• firms acquired more than 4,500 new clients
• sixteen firms entered export markets for the first time.
The scale of these results is significant for a mid-sized city and demonstrates that structured innovation governance can produce consistent and measurable economic improvements.
Comparative assessment with Trinidad and Tobago
A comparative analysis highlights several gaps in the Trinidad and Tobago ecosystem:
Fragmentation: National institutions operate independently, with limited mechanisms to integrate innovation programmes. This results in duplication and reduced impact.
Research commercialisation: University research output is not sufficiently linked to commercial opportunities. The absence of institutional bridges limits technology transfer.
SME scaling: Trinidad and Tobago has a constrained pipeline of scaling firms. Support programmes are intermittent and lack continuity.
Governance: There is no permanent national entity responsible for coordinating innovation policy, integrating programmes or monitoring performance.
These weaknesses underscore the need for a long-term national innovation architecture.
Strategic implications
for Trinidad and Tobago
Findings from the study tour indicate several actions that Trinidad and Tobago should prioritise.
1. Institutionalisation of a Triple Helix framework: A permanent national mechanism is required to coordinate innovation strategy across government, academia and industry. This collaborative alliance must operate with a clear mandate and defined governance structure.
2. Co-funded ecosystem development: Shared investment from the public sector, private sector and tertiary institutions increases sustainability and reduces institutional risk.
3. Focus on scaling firms: Prioritising scale up support will yield faster employment generation and productivity gains. This approach aligns with the outcomes observed in Manizales.
4. Mentorship and capability building: A structured national mentorship network can significantly improve SME competitiveness and leadership capacity. As observed in Manizales, the Chamber of Industry and Commerce was instrumental in its success.
Conclusion
The study tour demonstrated that the success of Manizales Más is rooted in a well-designed ecosystem architecture, collective governance, consistent funding and measurable outcomes. Trinidad and Tobago possesses strong institutional assets but requires a coordinated system to unlock their full economic value. The Manizales model offers actionable insights for enhancing national competitiveness, strengthening innovation performance and accelerating diversification. Direct exposure to the Manizales ecosystem reinforces its practical value and academia, entrepreneurs and policymakers would benefit from experiencing it first-hand. Nos vemos en Colombia!
Vashti G Guyadeen, CEO, Trinidad and Tobago Chamber of Industry and Commerce