Presentacion MIT COEPA CGCE

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  • 1. MIT, the ILP and R&D Pablo Delgado deTorres MIT Senior Industrial Liaison OfficerCOEPA21 de Julio 2009
  • 2. Why Industry Comes to Academia• Expose management to leading-edge thinking, technology• Gain insight from internationally-recognized experts• Strengthen strategic decision-making: – development of new products and processes – implementation of innovative management practices – achievement of effective growth strategies – New market and social ideas• Create research synergies• Recruit future company leaders• Maintain Technological awareness 2
  • 3. MIT Research Funding -- FY 2008• On-Campus R&D: $643 million Industry Sponsored R&D $100.3 million (16%) HHS 30% Source: MIT Data Warehouse -- FY08 Expenditures by Sponsor 3
  • 4. MIT Total Industry Support -- FY 2008• Total Industry Support -- $241.3 million Industry Sponsored R&D -- $100.3 million Licensing -- $89.1 million Gifts -- $42.3 million Source: OCR FY08 Industry Support Other -- 9.6 million 4
  • 5. Solving Real-World Problems• MIT Industry Alliances – Amgen, Merck, Ford Motor Company, Nippon Telephone and Telegraph, Merrill Lynch, DuPont, Microsoft, Hewlett-Packard• 708 companies provided R&D/gift support in FY 2008 – 30 companies funded $1M+ – 158 companies funded $100K - $1M Source: OCR FY08 Industry Support 5
  • 6. MIT - functional organization• 71 MIT-related Nobel Prize winners – Including 7 current faculty members• 5 schools, 34 departments/divisions/sections/other programs – 57 interdisciplinary research units Computer Chemical Science Electrical Engineering Engineering Biology Research Mathematics Center Economics Management Materials Science Source: MIT Facts 2008 6
  • 7. MIT Organization 7
  • 8. Research Sponsorship• Many mechanisms and models exist• Typically support ongoing investigations by individual faculty or groups of faculty • excellent leverage of corporate R&D funds• Examples of sponsorship options available at MIT  single company (higher cost but more exclusivity)  multi-company (leverage costs and share results)  Small group of companies with common interests band together with faculty to develop a focused collaboration on a narrow topic, outside a consortium model  Organized like single-sponsor projects, through participants’ or faculty members’ own networks  consortia and collegia (multi-sponsored shared arrangements) 8
  • 9. Consortia• Bring multiple companies together to sponsor research in a field of inquiry• Examples at MIT: – closed consortia  fixed number of members define and share all research and administrative expenses and share all pre-publication results and licensing opportunities  example: Consortium for Advancement of Manufacturing in Pharmaceuticals (8 companies) – open consortia  open membership  current members pay annual fee and share all pre-publication results and licensing opportunities, with right to sponsor additional projects  example: Media Laboratory (>100 companies) 9
  • 10. Confidentiality in University/Industry Relationships• NDA’s – Single Faculty or University – Normal Protocols – Caution on Both Sides – Short term – Specific and event driven.• Research Publication – Essential to Faculty/Mission of University – Review Period for Sponsor Prior to Publication 10
  • 11. Exchanging Personnel• Usually arranged as part of sponsored research• Company sponsors a senior scientist to participate in the research at the university as a “visiting fellow”• Allows company scientist: – to participate directly in the research to enhance transfer of learning back to the company – to participate in other university activities and develop a broad network at the university• Provides a prestigious benefit to top corporate researchers 11
  • 12. Consulting• Most faculty seek private consulting relationships with industry – at MIT: 20% of faculty time for consulting – helps faculty be aware of real-world challenges – helps keep research current, meeting needs – broadens faculty professional networks – helps develop placement opportunities for students and graduates 12
  • 13. Consulting• Benefits for companies: – brings in valuable outside expertise to solve current, short- and long-term problems – helps broaden corporate vision for planning – allows company to protect confidentiality and ownership of intellectual property – usually negotiated as personal services contracts with individual faculty 13
  • 14. The Environment• Venture capital firms, investment bankers, law firms and others.• Collaborative Science-  Across disciplines  Across institutions  Across borders• Most research intensive area in the country (6% of state product)  “Academic research is especially effective as an engine of economic growth  in the Boston area precisely because it takes place not in an ivory tower, but in a complex network of relationships among universities, hospitals, other affiliated institutions, corporations and Entrepreneurs”  Appleseed Report 14
  • 15. Culture• MIT culture supports innovation • Organizational boundaries are very permeable • Intra/inter linkages easy to form and numerous • Environment forces random interactions • Cost of failure is low • Entrepreneurship is holographic at M.I.T. 15
  • 16. MIT ECOSYSTEM Supporting environment with complimentary assets ECOSYSTEM EL TECHLINK ENTREPRENEURSHIP Supporting environment with complimentary assets OD VCPE CENTER SM N ESINNOVATION X-Prize SEBC MIT VMS SI CLUB BU MIT SLOAN D-Lab Lab $100K BP ED SCHOOL COMPETITION AT MIT I-Teams ID V AL ENTERPRISE MIT TLO FORUM DESHPANDE Legatum Center CENTER Industrial Liaison Program Idea for Business Customers Innovation Growth a company Plan FundingCopyright 2002-2005 Deshpande Center for Technological Innovation, Massachusetts Institute of Technology Slide courtesy of Prof. Charles Cooney 16
  • 17. Many forms of “Technology Transfer” from Academia to Industry• The graduating student• Publication• The consulting professor• Collaborative/sponsored research with industry• University seminars/courses for industry• Intellectual Property licensing to – Existing companies – Spin-Outs 17
  • 18. What is the Industrial Liaison Program?• The ILP is industry’s chief gateway and guide to MIT. COMPANY Company ILP ILP• Provides expert counsel on building productive partnerships• Develops customized, cost effective programs – assess, address strategic research needs – facilitate faculty, researcher interactions – monitor emerging technologies and innovative management practices 18
  • 19. ILP Facts• Founded in 1948• Largest program of its kind in the world• Worldwide industry membership – 33% N. America, 33% Asia, 30% Europe, 4% Other – broad range of industrial sectors, both traditional and high-tech• 20 Industrial Liaison Officers* – average 15 years of industry experience – most with advanced degrees *as of January 23, 2008 19
  • 20. Typical ILP Services and Deliverables• On-campus sessions with faculty and research staff• Faculty visits to company sites• Executive research briefings• Video/Web sessions with faculty and research staff• Customized research reports• Symposia and conferences• Publications – ILP edition of Technology Insider – Web reports and digital presentation archive – Technology Review• Facilitated access to MIT people, resources• News and details of relevant MIT activities and programs 20
  • 21. Typical Benefits Companies Receive• Monitor emerging/disruptive technologies• Discover new technologies to strengthen existing businesses• Validate or invalidate key investment decisions/ new product development• Solve short term technical problems• Identify new industry partners• Use faculty for consulting/ advice• Participate in new industry standards setting• Train employees• Recruit new employees 21
  • 22. Deshpande Center for Technical InnovationLaunched with a initial $20 million gift• Nurtures marketable inventions by: – Engaging established industry to spark inventions that solve existing needs – Funding proof-of-concept explorations with Ignition Grants• Fuels market-driven innovation by: – Funding research with Innovation Program Grants – Getting the business community involved at an early – stage to help shape the direction of research – Educating the research community about – commercialization to focus efforts in the right areas• Implements innovation in the marketplace by: – Catalyzing collaborations with partner companies and entrepreneurs – Directing researchers to appropriate business and entrepreneurial resources – Serving as a liaison between MIT and the local business community – Showcasing MIT technologies via symposia and workshops• Expanding to Singapore and Portugal 22
  • 23. MIT Deshpande Center BRIDGING THE GAP: WHAT CAUSES IT? The University is about Knowledge Creation and EducationAcademicResearch Marketplace The Market is about Products Sponsored VC Funding Corporate Research Corporate Investing LicensingFederal and Servicesgrants Angel SBIR Slide courtesy of Prof. Charles Cooney 23
  • 24. MIT Deshpande Center BRIDGING THE GAP: HOW WE 24HOW? ADDRESS ITAcademicResearch Catalyst Marketplace Program Sponsored VC Funding Corporate Research Corporate Investing LicensingFederalgrants Grant Angel SBIR Innovation- Program Teams Events Copyright 2002-2005 Deshpande Center for Technological Innovation, Massachusetts Institute of Technology Slide courtesy of Prof. Charles Cooney 24
  • 25. TLO’s Mission Bring about commercial investment todevelop inventions from MIT research –To bring therapies and other products into public use –To show the public, Congress, and funding agencies tangible results of basic research –To allow faculty and students to see real- world results of their research –For economic development—in Massachusetts and nationally Content courtesy of Lita Nelsen director of the TLO 25
  • 26. Technology Licensing Office Statistics• 500 new invention disclosures/year• 100 new technology licenses/year• 15-30 new companies/year• Over 650 active licenses• About 300 spinout companies total Spinouts particularly important for “Break-through” technologies – Investments are large – Time-to-market long – Risk of success very high – Large, existing companies reluctant (or unable) to invest at such an early stage  Effect on earnings  Disruptive to their own R&D agendas – But ready to buy products/company at substantial price when spin-out reduces risk and time-to-market Content courtesy of Lita Nelsen director of the TLO 26
  • 27. MIT’s Patent and Licensing Goals• See that ideas are practiced broadly• Maximize benefits to general society• Enhance the educational process• Create companies and jobs• Provide funds to patent future ideas• Provide modest income to MIT Content courtesy of Lita Nelsen director of the TLO 27
  • 28. The Tech Transfer Bargain• University research leads to patent—but technology is unproven and high risk• University is willing to grant exclusive patent license to Company who will commit to the risk of developing the technology• If development succeeds, the patent protects the Company from competitors• University benefits from product being developed and from royalties (shared with inventor) Content courtesy of Lita Nelsen director of the TLO 28
  • 29. Strategy: do a lot!The Volume Strategy• Aim to maximize the number of technologies being developed – Rather than try to pick a few “winners” and concentrate on them• 100 license/year—20-30 startupsWhy are we able to do so much?• LOTS of world-class technology—dependent on government support of basic research• Good IP protection• Consistent Tech Transfer policies throughout the university – It’s about Impact, not (primarily) Income• An experienced Technology Licensing Office Content courtesy of Lita Nelsen director of the TLO 29
  • 30. Advantages of the “Volume Strategy”• Maximizes participation of faculty and students in the technology transfer process• Maximizes number of technologies invested in by companies and VC’s• Maximizes probability of hitting a home run• Technology is probably too early to be able to pick the winners! Content courtesy of Lita Nelsen director of the TLO 30
  • 31. Helping Inventors From the TLO Inventors guide 31
  • 32. Biotechnology Cluster, Cambridge Mass. 32
  • 33. Emerging Energy Cluster in Greater Boston 33
  • 34. 100K Student Business Plan Contest• Over 100 entries/year• Volunteers from business community serve as mentors and judges• Over 500 people (mostly from business community) attend the final awards ceremony 34
  • 35. Venture Mentoring Service• Over 100 volunteers from the entrepreneurial, angel investing, venture capital and other businesses provide mentoring to entrepreneurs (including alums) associated with MIT. 35
  • 36. MIT Enterprise Forum• Founded and run by volunteers from the business community• Run separate monthly clinics for – “concept companies” – Startup companies – Early growth-stage companies• Annual instructional and networking conference• Several hundred audience attendees per month 36
  • 37. And Many Others• Entrepreneurship Center: Matches MBA students with internships with entrepreneurial Company CEO’s• Student Venture Clubs at undergraduate, graduate levels in b-School, School of Engineering, etc.• ……. 37
  • 38. Economic Engine 38
  • 39. First Time firms 39
  • 40. Age of Founders 40
  • 41. Alumni Companies by Industry 41
  • 42. Startup Funding 42
  • 43. Sales 43
  • 44. Where 44
  • 45. Out of State Sales 45
  • 46. MIT: ReferencesBank Boston Study (1997)http://web.mit.edu/newsoffice/founders/Multi-University Study (2003)http://www.masscolleges.org/Economic/default.aspTechnology Licensing Officehttp://web.mit.edu/tlo/www/Industrial Liaison Programhttp://ilp-www.mit.edu$50 K Competition http://50k.mit.edu 46
  • 47. Remember
–
When
you
reach
the
summit Copyryou
are
only
half
way
thru
your
journey ight 2002- 2005 Desh pand e Cente r for Techn ologic al Innov ation, Mass achus etts Instit ute of Techn ology 47 47 Slide courtesy of Prof. Charles Cooney