Digital Transformation: How Companies Rethink, Retool and Reboot

Over time, those pockets of progress have the potential to develop into thriving, self-sustaining ecosystems, in the same way that Silicon Valley became a mecca for both talent and investment capital. Young, talented workers flock to clusters populated by promising companies able to offer them potential career stepping stones.

“In the 1990s there were so many firms [in Silicon Valley] that a person could progress in his or her career while staying within that area,” Ramonetti noted. “If you don’t have enough firms locally, it’s not only harder to bring someone to an area, it’s also harder to maintain a workforce and spread knowledge from one place to the next. No turnover is actually bad because you don’t have cross-utilization and growing through collision.”

As essential as an adequate pool of labor is, financial incentives, access to capital and other resources are also critical for many companies. Growing enterprises, especially early-stage ventures, often need financing to expand, noted Rick Nui, CEO of Star Strategic Partners. “Social financing is also key, especially for small and medium-size enterprises,” he added. “When you have less than $5 million in revenue, the struggle is cash flow, initially. [Locations that are] able to give them some help in that regard will benefit.”

Indiana is among a growing number of states looking for ways to support new ventures centered around high-growth sectors. The state recently unveiled a plan to invest $1 billion in innovation and entrepreneurship in Indiana over 10 years, an initiative that will focus in part on accelerating investment in early-stage, mid-market and high-growth companies. The state also offers a Venture Capital Tax Credit that aims to prompt investment by offering those who invest in qualified Indiana companies a state tax credit of up to 20% of that investment.

“We are now proposing making that transferable so that those who can’t claim the credit because they don’t have a tax liability in Indiana can sell that credit to someone who does,” explained Steff.

Indiana made headlines in December when then–President-elect Donald Trump stepped in to forge a deal to help prevent 1,000 jobs at air conditioning company Carrier’s Indianapolis facility from going to Mexico. While the incentives offered by the state in return, which involved significant tax credits, spurred some controversy, “at the end of the day, the package put together was very fair and very much performance-based,” noted Steff, whose state will conduct an audit to ensure Carrier keeps its end of the deal.

“All of our incentives are performance-based—you actually have to deliver to claim the incentives,” he added, noting that incentives doled out without careful consideration can backfire. “Sometimes you see 10-year tax holidays for new companies—what message does that send to the companies that have been part of that ecosystem for many years?”

Kathwari agreed, noting that the states in which Ethan Allen has manufacturing facilities tend to take the company’s presence there for granted. “We are manufacturing in North Carolina, Vermont, New Jersey, Connecticut, many places, and we see those states spend a lot of effort on attracting new folks,” he noted. “There’s no interest in those of us already there until we decide to leave or threaten to leave, which is not how it should be.”

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Acknowledgment of Kathwari’s point is reflected by a shift in how states like Indiana are approaching economic development and incentives, noted Steff. “Increasingly, we are looking to leverage state resources in ways that benefit not just one company, but many companies,” he said. “Public-private partnerships are a tool in our quiver as we look to accomplish that.”