Episode Overview

Podcast: New Books Network
Host: Richard Lucas
Guest: David Cleevely
Title: David Cleevely on Engineering Serendipity and Entrepreneurial Success
Date: January 28, 2026

This episode delves into the core concepts of David Cleevely’s new book, “Serendipity. It Doesn't Happen by Accident,” focusing on the idea that "serendipity"—often dismissed as luck or chance—can in fact be designed and engineered, especially within entrepreneurial and innovation ecosystems. Richard and David unpack the practical, cultural, and structural mechanisms to catalyze serendipitous encounters and opportunities, with a particular emphasis on community building (such as in Cambridge), the value of networks, personal behaviors, and broader systemic implications.

Main Discussion Points and Insights

Introduction and David Cleevely’s Background

• [01:43] David Cleevely introduces himself as a serial entrepreneur—founder of companies like Abcam (sold for $6B), creator of Cambridge Network, Cambridge Angels, and the Centre for Science and Policy.
• His work centers on connecting people and organizations to convert chance interactions into structured opportunities, or what he calls “engineering serendipity.”

Why Write a Book on Serendipity?

• [03:31] David explains that many major breakthroughs in his life resulted from “chance” encounters that, upon reflection, followed discernible patterns.
• He cites the creation of Abcam as an example—a $6B company born from a dinner table conversation between a web-savvy businessperson and a researcher.
• As an engineer, he feels compelled to approach serendipity as a system that can be designed, not just left to chance.

David: "It’s always bothered me that the things that have led to breakthroughs in my life... occurred with remarkable frequency... They are actually fundamental to the way the economy and society works, and therefore it's worth trying to think deeply about them." [03:31]

Engineering Serendipity: Structures and Networks

• [05:10] The notion that serendipity isn’t purely random—its likelihood can be increased by the architecture of a system or network.
• Cambridge, UK, is cited as a case study: a small city but home to dozens of billion-dollar companies, thanks to tight, well-designed connections between individuals and organizations.
• Modern network theory reveals that "extraordinary coincidences" are statistically predictable in well-connected networks.

David: "If I construct something so the probability of a good thing happening... has been raised, then the probability of the good outcome is also raised." [05:39]

Network Structures: Connectors, Experts, and the ‘Rule of Three’

• [08:18 – 13:18] Cleevely illustrates two example village networks:
  • ‘Nodebury’ (poorly connected; avg. five steps between nodes),
  • ‘Edgerton’ (well-connected; three major connectors, only three steps needed).
• Adding just a few links drastically improves connectivity, showing the disproportionate impact of “connectors” in a network.
• The Rule of Three:
  • If someone is within three "hops" of you in a network, you're likely to get support or collaboration.
  • Beyond three degrees, connections and cooperation drop off sharply.
• Practical takeaway: Identify and purposefully connect the key "connectors," especially those bridging different groups.

David: "Anybody who is a distance of about three away from you will have an influence on you... Once you go further away than that three hops, you won't get any cooperation." [08:54]

Roles and Values in Networks

• Discussion on appointing people to specific connective roles (e.g., ‘ambassadors’ for chapters of a network) to foster introductions and facilitate serendipity among geographically dispersed groups.
• Cleevely underscores that both formal roles and shared values are critical; both system design and the culture of generosity matter.

Richard: "Each chapter should have an ambassador... so if someone's going to Tokyo or San Francisco, there's a person whose job it is to help connect people..." [13:18]

Strong vs. Weak Ties

• [15:00] Cleevely references Mark Granovetter’s seminal work on “the strength of weak ties.”
  • Strong ties (close contacts) are less likely to provide new information.
  • Weak ties (acquaintances) span social groups and lead to new opportunities.
  • This is directly relevant to engineered serendipity—spanning groups increases the likelihood of valuable, unexpected opportunities.

David: "The weak ties are the ones that span those groups... That is the way in which I’m going to get my job." [15:00]

Cultural Foundations: Generosity, Kindness, and Inclusion

• [19:23] Values like generosity, kindness, and helping others are crucial for healthy, serendipitous networks.
• Cleevely invokes a speech by Minnesota governor Tim Walz: “The smartest person in the room is usually the kindest person in the room…”
• Reciprocation flows naturally in such environments, and cooperative systems tend to generate more collective rewards than zero-sum mindsets.

David: "An absolutely essential part of [productive networks] is to be kind and generous and to do that ahead, well, ahead of any reward that you might think you might be getting." [19:23]

Spaces and Ecologies: Physical and Virtual Serendipity

• [22:42] Traditional meeting places (schools, churches, shops, coffee houses) historically fostered community. Today, people are more mobile and social media changes presence and community-building.
• Informal encounters (e.g., random meetings at dinners) can seed powerful new organizations.
• Virtual meetings (Zoom, breakout rooms) offer new affordances, but often lack the non-verbal cues and spontaneous encounters of physical spaces.

David: "We are learning how to [connect virtually], but it does change our sense of presence... We as human beings have evolved to be physically present... Which effect this has on our ability to maintain relationships and engage in those serendipitous conversations is an interesting question." [22:42]

• Attempts to engineer virtual serendipity are useful but still lag behind physical interactions. The balance between the two remains unsettled.

Personal Tactics: Creating Your Own Luck

• [32:21] Cleevely shares the story of Alex van Someren, who created his own “luck” at a conference by intentionally positioning himself for serendipitous connections:
  • “Yes, I was lucky, but I wasn’t hanging around in that lobby by accident.”
• Take risks, make the effort—serendipity often emerges from deliberate action and sacrificing certainty for possibility.

David: "Another part of all of this is just make the effort, do something... sacrificing something that was certain later on in the day for something which was uncertain now." [32:21]

Focus vs. Serendipity: How Much to Budget for the Unexpected?

• [35:03] Drawing an analogy with bees (20% ignore instructions and forage randomly), Cleevely suggests 5-25% of time might be a healthy “serendipity budget.”
• Too little randomness means missed opportunities; too much means lack of progress or focus. Spontaneity is essential, but so is structure.

Upbringing, Values, and the Entrepreneurial Mindset

• Personal stories about how restrictions and unconventional upbringings can foster entrepreneurial qualities, such as problem-solving and initiative.
• The importance of environments where risk-taking is permitted and encouraged.

Practical Actions for Engineering Serendipity

[45:31 – 49:46]
Cleevely offers concrete practices, summarizing both discussion and his book’s appendix:

1. Deliberately create opportunities: Go to events, put yourself in new environments, meet new people.
2. Generosity & Kindness: Offer value to others with no immediate expectation of return.
3. Maintain Connections: Keep records (contacts, notes) of people you meet—serendipitous re-encounters can have long gaps.
4. Curiosity: Be open to surprises and follow up on things that puzzle or intrigue you; pay attention to strong emotional reactions as “clues.”
5. Listen to Your Inner Voice: Sometimes your unconscious picks up on things your conscious mind misses. Be alert to those intuitive nudges.

David: "There's a deep psychological discussion... presenting yourself with something, you better take notice of that. It's a real clue something has just happened." [50:20]

AI and the Nature of Human Adaptation

• [53:21 – 58:12] Discusses the emerging role of AI, LLMs, and the remarkable efficiency of biological intelligence and natural evolution compared to current artificial systems.
• Stresses the importance of adaptability (citing Darwin): “It’s not the species that are the strongest... it’s the ones who are most able to adapt.”

Funding and Systemic Support for Entrepreneurial Ecosystems

• [62:11] Money is a double-edged sword—too much can discourage creativity; too little makes initiatives unsustainable.
• Conventional government support structures are often simplistic and don’t recognize the complex, non-linear nature of entrepreneurial ecosystems.
• Cleevely advocates for more nuanced, network-aware public infrastructure and policy approaches to foster innovation and scale-ups.

David: "Civil servants... have a very Janet and John coloring book view of how this stuff actually operates... We need to break away from it." [62:43]

The Urgency of Infrastructure and Planning

• [64:17] Using Cambridge’s rapid growth as an example, Cleevely warns that exponential change can outstrip infrastructure if not anticipated and addressed early.

Notable Quotes with Timestamps

• On designing serendipity:

  "If I construct something so the probability of a good thing happening... has been raised, then the probability of the good outcome is also raised." (David, [05:39])

• On the ‘Rule of Three’:

  "If you're three or fewer away from somebody, you can get in contact with them and they will help you. Once you go further away than that three hops, you won't get anything." (David, [08:54])

• On kindness in networks:

  "An absolutely essential part... is to be kind and generous and to do that ahead, well, ahead of any reward that you might think you might be getting." (David, [19:23])

• On making your own luck:

  "He said, 'Yes, I was lucky, but I wasn’t hanging around in that lobby by accident.'" (David, quoting Alex von Someren, [32:21])

• On curiosity and inner voice:

  "There's a deep psychological discussion... presenting yourself with something, you better take notice of that. It's a real clue something has just happened." (David, [50:20])

• On adaptability:

  "It's not the species that are the strongest or actually the fittest that survive. It's the ones who are most able to adapt." (David, quoting Darwin, [53:59])

Key Takeaways for Listeners

• Serendipity is not random; it can be engineered—by designing networks, creating opportunities, and fostering generous cultures.
• Structure your network intentionally; prioritize connectors, span groups, and maintain a reasonable “serendipity budget.”
• Kindness, generosity, and curiosity aren't just “nice-to-haves”—they are structural drivers of innovation and opportunity.
• Balance focus with exploration; some randomness is essential to breakthrough thinking.
• AI, while powerful, is not (yet) a substitute for the deeply adaptive complexity of human social and biological systems.
• Government and institutional support for entrepreneurship should reflect the complex, networked reality of how serendipity and innovation actually work.

For further insights and actionable steps, David Cleevely’s book “Serendipity. It Doesn’t Happen by Accident” is recommended.

This summary captures the episode's core discussions, rich with practical advice and engaging anecdotes, preserving the voices and spirit of the speakers for audiences who haven't tuned in.