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Innovation services 2011
Innovation services 2011
Innovation services 2011
Innovation services 2011
Innovation services 2011
Innovation services 2011
Innovation services 2011
Innovation services 2011
Innovation services 2011
Innovation services 2011
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Innovation services 2011

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  1. ACE Innovation Services<br />26.8.2011<br />
  2. Innovationservices as Aalto´s TLO<br />
  3. Key accountmodel for service and innovationmining<br />
  4. ACE impact in Aalto competence commercialization<br />2011<br />4<br />Aalto competence commercialization process<br />ACCELERATING VENTURES<br />DRIVING INNOVATIONS<br />TAKING RISK<br />ENCOURAGING AND SUPPORTING<br />Aalto community /<br />research<br />INCREASING AWARENESS<br />Markets<br />ACE Innovation Management Process<br />
  5. Participation of key internal stakeholders in Aalto competence commercialization<br />2011<br />5<br />Participation<br />Inventor / team<br />Department<br />Aalto community /<br />research<br />ACE team<br />Proposal<br />Evaluation<br />Concept development<br />Validation<br />Process phase<br />Start-ups<br />IP<br />Licenses<br />ACE Innovation Management Process<br />
  6. Number of new cases according to 2011 targets <br />2011<br />7<br />Stage<br />Gate<br />Directed to other supporting organizations<br />Back to community with feedback<br />200<br />10<br />Proposal<br />Start-ups<br />15<br />Evaluation<br />300<br />250<br />Concept development<br />30<br />Validation<br />Intellectual Property Rights<br />>20prior. apps<br />10<br />50<br />10<br />Licenses<br />5<br />Innovation ‘fast track’<br />ACE Innovation Management Process<br />
  7. Case investment limits in stages<br />2011<br />8<br />ACE Innovation Management Process<br />
  8. ACE applies fast, systematic and transparent Decision-making principles<br />Based on available information<br />Case documentation received (Improlity)<br />manager’s presentation<br />reviewer’s comments<br />According to triggers (clear high end / low end case identification)<br />Trigger-based rating<br />Debate if manager’s rating is not in line with stream information<br />If not a clear case, reflect to overall case status & situation (resources invested, workload of responsible people, deadlines (IP))<br />Focus only to commercially viable package for minimum time period<br />Avoid the fragmentation of ownership and keep clean track of material relevant to commercialization<br />Scope only of commercially potential material<br />Efficient project work with milestones to avoid delays. <br />2011<br />9<br />ACE Innovation Management Process<br />
  9. Realizing the project value<br />2011<br />10<br />Start-up<br />40%-80% netincome<br />License*<br />0%-40% netincome<br />Background<br />Concept development<br />Project results<br />IPR protection<br />Project value*<br />Business <br />potential<br />20% netincome<br />Feasibility<br />License<br />Intellectual<br />property <br />Company X<br />*payment in form of cash or ownership<br />ACE Innovation Management Process<br />

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