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Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas
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Gert Vilhelmballing | OIS 2012 | Como construir ambientes de transferência de conhecimento entre universidades e empresas

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12/11/2012 - 12:00

12/11/2012 - 12:00

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  • 1. The challenge of building up university‐industry knowledge transfer environmentsCase: Building biotech spin‐outs based on  public research results
  • 2. Background‐ Annual Commercialisation Survey: ’10’ spin outs a year‐ OECD report 2009 reveals potential for more biotech spin‐outs in the Capital Region‐ Joint growth strategy between private and public  partners‐ Copenhagen Spin‐outs. A consortium of universities,  innovation incubators, investment funds and industry
  • 3. Goal, impact and ressources Overall goal:  To increase the exploitation of research results and thereby increase the  number of sustainable biotech companies through an intensified collaboration between key players Specific goal:  To deliver 21 sustainable biotech spin‐outs by end of 2014 Impact: – More biotech companies that will create more jobs in the region – More high quality inventions and patent applications – More licence and research agreements with existing companies – Support a entrepreneurship culture among the researchers Budget: 5,4 Mill EUR  [EU Regional fund (2,7 Mill EUR), Growth Forum (1,1 Mill EUR), Partners (1,6 Mill EUR)]
  • 4. Research institutions: The partner group: University of Research parks: Copenhagen Copenhagen Bio Science Capital Region’s Park (COBIS) hospitals Scion DTU Technical University of Symbion DenmarkBranch organisations: Seed Funds:Danish BiotechThe Danish Association NOVO SEEDsof the PharmaceuticalIndustry (LIF) SEED Capital Innovation incubators: Mentors: CAT Innovation Volunteer mentors with DTU Symbion Innovation spin-out competences from the Biotech industry
  • 5. Phase 1Are there data supporting the invention?Is there a market?Is the invention patentable?Evaluation phase 0-2 mdr Tech scout inventors 5
  • 6. Phase 2 Securement of IP rights Assembly of team Courses, clinics Establishment of Proof of concept Preparation of Business PlanEvaluation phase Commercialisation phase 0-2 mdr 2-30 mdr Project pilot Innovation  Tech scout incubator Investor Mentor 6
  • 7. Phase 3 Securement of fundingEvaluation phase Commercialisation phase Establishment of company 0-2 mdr 2-30 mdr 30- mdr Project pilot Innovation  Tech scout Spin‐out incubator Investor Mentor 7
  • 8. Momentum• Screening research environments• Find innovative research groups• Describe potential ideas• Develop potential spin‐outs within team structure• 21 successes and hopefully a lot of good failures by  the end of 2014• Result month 10: 21 potential spin‐outs under  development, 2 license agreements, 4 patent  applications and 22 invention disclosures.
  • 9. 4 Key Elements• Focus on specific areas within biotech• Creation of structured, coherent commercialisation processes• Internationalise the spin‐out creation• Implement culture changing activities
  • 10. Focus AreasIndustrial biotech Food CU, DTU ‐Strong research bases at one or several institution(s) Pharmaceuticals ‐ Strong Danish companies CU, CRH ensuring the presence of the right  business competences MedTech Diagnostics ‐ experience with spin‐out DTU, CRH creation and financing
  • 11. Tools for implementation• Scouting models• Stage gate models• Patent strategy models• Proof of Concept
  • 12. International profile• International collaborations (organisations,  venture etc.)• Site visits – best practice (universities, regions,  countries)• Network (conferences, seminars etc.)• Invite international successes• TT‐officer in residence (license for spin‐out specialists)• All information available in English
  • 13. Creating the right culture• Send highly competent people with 1)research, 2)industry and 3)patent  background into the research environments• TechID – Involve local leaders in evaluating projects• Involve industry in advisory role at a very early stage• Set up awareness campaigns and testemonials• Put up cash awards for best spin‐outs
  • 14. Some challenges • Project: To collaborate across principal  differences and agendas • University: The get full support for third leg  activities  • TechTrans: To find human resources to go  through with spin‐out • Department: To make local leaders to support  brain drain backing up top scientists to spin‐out • Researcher: To minimize the risk for the  scientist doing spin‐outs
  • 15. Thank you for listening www.copenhagenspin‐outs.dkProject managerGert Vilhelm Ballinggert.balling@adm.ku.dk

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