In the late 1990s, we started exploring ways to bring the scientific research from our laboratory into the industries of the Pearl River Delta. Our first initiative was to apply a robot controller to the manufacturing sector, which was still in its early stages at the time. Previously, we relied on standard equipment from external suppliers. However, as the local manufacturing industry grew, many processes became localized, and there was a clear need for more tailored equipment solutions.
At that time, using standard motion control components—like controllers, motors, and guide rails—to develop custom equipment was a relatively new concept. We spent nearly five years educating companies about this idea and training them in motion control technology. During this time, our own products also evolved. By around 2005, our motion control products began to take off, starting with PCB drilling machines, irrigation systems, and later expanding into semiconductors, LED devices, robots, and CNC machines. This journey coincided with the rapid growth of the equipment industry in Shenzhen and the broader Pearl River Delta region.
Today, I travel across many cities in mainland China. Companies in emerging sectors like new energy, such as those I visited in Ningde recently, often trace their roots back to Shenzhen or Dongguan. Gugu has played a key role in supporting these developments from behind the scenes.
One of the biggest challenges during this process was the shortage of skilled talent. Although Hong Kong University of Science and Technology produced strong graduates, many chose to go abroad, especially to Silicon Valley. Fewer students stayed in Shenzhen. To address this, I established a department at the Shenzhen Graduate School of Harbin Institute of Technology, modeled after HKUST. From 2004 to 2010, seven sessions were held, with about 50 students each, totaling 400. These students have since become key players in Shenzhen’s equipment industry and have founded numerous companies.
Some of my students from HKUST got involved with Shenzhen’s industrial chain through robot competitions and hands-on projects. They learned how to integrate with local manufacturers. Companies like DJI, Yidong, and Yunzhou Intelligence were all founded by these students, representing a group of "academic startups" that successfully bridged research and industry.
Developing an Ecosystem
As companies like DJI emerged, the rising costs of land and rent in Shenzhen pushed us to look for new spaces. We explored areas like Guangming, Pingshan, and even Zhuhai. Eventually, we found a home at Songshan Lake, which was one of the first 12 projects under the Guangdong Provincial Motion Control and Equipment Innovation Team.
It took about four to five years for Songshan Lake to fully develop. During this time, Li Quan Automation and other companies emerged from the innovation team system. As the robotics field matured and market demand increased, we realized we needed a more structured approach. We worked with Songshan Lake and the Dongguan City Government to transform the incubation model into a systematic platform, incorporating lessons learned, industry connections, and investment partners like Sequoia and Takahata.
To build a stronger ecosystem, we reached out to universities across China, promoting the idea that undergraduates could start businesses without needing years of corporate experience. The best time to launch a startup is in your 20s, when mistakes are easier to recover from.
Guangdong-Hong Kong Robotics Institute Internship
We also collaborated with universities on educational reforms, such as establishing a joint robotics college with Guangdong University of Technology and Dongguan University of Technology. The program emphasized interdisciplinary learning, bringing together students from design, mechanics, electronics, computer science, and even mathematics.
Students entered the program with two rounds of enrollment. In their first year, they took courses at their respective schools, but we were deeply involved in curriculum design, reducing credit requirements by a third while focusing on core subjects like math and hands-on, project-based learning.
During summer and winter breaks, students visited companies, exhibitions, and even foreign firms to broaden their perspectives. By the third year, they spent a semester at our base, where they gained more practical experience than they would have in four years under the old system. Our goal is for them to become entrepreneurs by their final year.
Discussion Session
We continuously explore global talent, attending international robot conferences and visiting tech parks worldwide. Entrepreneurs range from 22 to 70 years old, showing the diversity of our community.
Over the past two years, we've seen both successes and setbacks. Some teams faced unexpected market challenges, but these experiences helped them grow. We hold biannual entrepreneur conferences to share progress and discuss problems, fostering a culture of learning and resilience.
What impresses me most is how quickly young people have advanced. Many have outpaced teams from other regions, including those in Silicon Valley. We’ve even had visits from top executives at companies like TI and ADI, who were amazed by the speed of Chinese startups.
Our ecosystem now includes industrial components, equipment like Lie Automation, robots, security systems, and consumer products. These teams support each other, creating a dynamic network. Looking ahead, we aim to expand into high-end equipment. That’s all I have to say. Thank you.
Outdoor Digital Signage,Outdoor Digital Advertising Boards,Outdoor Digital Signs,Digital Sign Board Outdoor
Shanghai Really Technology Co.,Ltd , https://www.really-led.com