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Maximising Commercial  Impact of UK R&D        Brian McCaul    Director of Commercialisation         University of Leeds
Maximising Commercial  Impact of UK R&D        Brian McCaul    Director of Commercialisation         University of Leeds
Maximising Commercial  Impact of UK R&D        Brian McCaul   Knowledge Transfer 2.0 Services
State of the Knowledge Transfer            Nation...?
State of the Knowledge Transfer            Nation...?            Not
State of the Knowledge Transfer            Nation...?            Not     No prescribed Programme
State of the Knowledge Transfer            Nation...?            Not     No prescribed Programme     No Best Practice Model
State of the Knowledge Transfer            Nation...?                Not     No prescribed Programme     No Best Practice ...
Some trends inInnovation practice...
Towards OpennessOpen InnovationOpen SourceCrowd sourcingCo-creation“most of the smart peopledon’t work for you”
“I’d like to take all of our geology, all the data we have that goesback to 1948, and put it into a file and share it with...
Over 80 percent of the new targets yielded substantial quantities ofgold. 8 million ounces of gold found. Shaved two to th...
Towards Collaboration..
Towards Collaboration..
Towards Collaboration.. KT was about individual research excellence - groups or individuals
Towards Collaboration..                           KT 2.0 understands                           that innovation is a       ...
Towards Collaboration..                           KT 2.0 understands                           that innovation is a       ...
Procter & Gamble
Procter & Gamble Harvard Business Review article authored by two P&G executives, the companyʼs innovation success rate has...
Towards Services...                                        Actual                                                    Forec...
Innovation Platform                                     or Burning Platform...Nokia’s CEO’s wake-up call to his firm’s “bu...
Innovation Platform                                     or Burning Platform...               "Our competitors arent taking...
Innovation Platform                                     or Burning Platform...Nokia’s CEO’s wake-up call to his firm’s “bu...
Innovation Platform                                     or Burning Platform...Nokia’s CEO’s wake-up call to his firm’s “bu...
So how does this allow us to increase‘Impact’ & improve IP transfer...
3 Pinch-points make KT inefficient
3 Pinch-points make KT inefficient                 n              tio             lec         Se         ct        je     ...
3 Pinch-points make KT inefficient                     2B                 n              tio                       us     ...
3 Pinch-points make KT inefficient                      2B                 n              tio                        us   ...
1Pinch-pointSelection
1                  Pinch-point                  SelectionIt’s not too many good ideas
1                  Pinch-point                  SelectionIt’s not too many good ideasIt’s not too little resource
1                  Pinch-point                  SelectionIt’s not too many good ideasIt’s not too little resourceIt’s Filt...
Filtering:
Filtering:Is time-consuming
Filtering:Is time-consumingRequires a lot of clever people
Filtering:Is time-consumingRequires a lot of clever peopleIs still not the market, but a guess
The digital age has ushered newways to filter information...Crowds, with cognitive diversity & multiple perspectives,in ag...
Project selection through the:Wisdom of the CrowdImproves decision making, removes aconstraint, increases transparency...
Scaling Development Capability
Scaling Development Capability                2B                  us                    ine                       ss      ...
Pinch-point    You can’t do it all alone...
Pinch-point    You can’t do it all alone... KT used to be about assembling and employing the most able team
Pinch-point    You can’t do it all alone... KT used to be about        KT 2.0  is all about assembling and employing   ass...
Proposition 1You can’t do it all alone...
Proposition 1You can’t do it all alone...              KT 2.0  is about                  assembling the right             ...
Proposition 1You can’t do it all alone...              KT 2.0  is about                  assembling the right             ...
Proposition 1You can’t do it all alone...              KT 2.0  is about                  assembling the right             ...
Proposition 1      You can’t do it all alone...                    KT 2.0  is about                         assembling the...
Overcoming Investment Constraints
Overcoming Investment Constraints     3 The Funding Valley of Death
We can’t wait for the lightning strike                                  Externals more credible                           ...
We can’t wait for the lightning strike                                  KT2.0 understands that                            ...
We can’t wait for the lightning strike                                  KT2.0 understands that                            ...
“the future isn’t biganymore, the futureis small”
“the future isn’t biganymore, the futureis small”we might revisitthe dismissivenotion of the‘walking dead’spinout.
Pinch-pointCascading ExploitationOpportunities
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc   Tech Transfer Office
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc   Tech Transfer Office     Virtual Community
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc   Tech Transfer Office     Virtual Community      ...
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc   Tech Transfer Office     Virtual Community      ...
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc   Tech Transfer Office     Virtual Community      ...
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc   Tech Transfer Office     Virtual Community      ...
Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc  Tech Transfer Office     Virtual Community       ...
Green Chemical Dyeing Technology
Green Chemical Dyeing Technology
Green Chemical Dyeing Technology    ...by VC because took a year to review
Green Chemical Dyeing Technology    ...by VC because took a year to review               FILTER FAILURE
Green Chemical Dyeing Technology     ...by VC because took a year to review                FILTER FAILURE & University did...
Green Chemical Dyeing Technology     ...by VC because took a year to review                FILTER FAILURE & University did...
Green Chemical Dyeing Technology     ...by VC because took a year to review                FILTER FAILURE & University did...
Green Chemical Dyeing Technology
Green Chemical Dyeing Technology ...Now largest Licence option for University
Internal Committee Rejected as “not compelling”              FILTER FAILURE  Full value lies in platform for other services
Internal Committee Rejected as “not compelling”              FILTER FAILURE  Full value lies in platform for other services
First Angel Investment seven yearsFirst Sales, broad range of marketsLot of press attention...
Filling without Drilling
Filling without Drilling
Filling without Drilling Because VC sat on it since 2003
Filling without Drilling Because VC sat on it since 2003       FILTER FAILURE
Filling without Drilling Because VC sat on it since 2003       FILTER FAILURE  University failed to progress
Filling without Drilling     Because VC sat on it since 2003           FILTER FAILURE     University failed to progressLAC...
Filling without Drilling     Because VC sat on it since 2003           FILTER FAILURE     University failed to progressLAC...
Filling without Drilling     Because VC sat on it since 2003           FILTER FAILURE     University failed to progressLAC...
Ten-fold Income Increase...1000000                                            ere! 750000                                 ...
Ten-fold Income Increase...1000000                                            ere! 750000                                 ...
A New Game - New Rules...     Knowledge     Transfer 2.0     Getting more from less
Openness Accelerates Innovation     & improves selection
Openness Accelerates Innovation     & improves selectionCollaboration Provides Scalability         & Reduces risk
Openness Accelerates Innovation     & improves selectionCollaboration Provides Scalability         & Reduces risk
Openness Accelerates Innovation     & improves selectionCollaboration Provides Scalability         & Reduces risk Building...
... and to speed and scale ‘Impact’             and IP flow!
ThanksBrian.mccaul@mac.com Twitter: @brianamc
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
Ukbi 2011 presentation - Maximising Commercial Impact from public R&D
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Ukbi 2011 presentation - Maximising Commercial Impact from public R&D

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This was the deck that I used to present at the UKBI 2011 conference @ the Hilton in Manchester UK.

As the slides seemed popular I thought that I'd better load them!

They are very graphic intensive and low in narrative/text - as is my style - so if you really are interested in understanding the content you could tweet me @brianamc

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  • \nNot only corporates that can benefit from the Innovation Division of Labour\nUniversities (and KTs not fully exploiting this yet!! LINK to project focus!!\n
  • He wound up at an MIT conference for young pres- idents when coincidentally the subject of Linux came up. Perched in the lec- ture hall, McEwen listened intently to the remarkable story of how Linus Torvalds and a loose volunteer brigade of software developers had assembled the world-class computer operating system over the Internet. The lecturer explained how Torvalds revealed his code to the world, allowing thousands of anonymous programmers to vet it and make contributions of their own.\nMcEwen had an epiphany and sat back in his chair to contemplate. If Goldcorp employees couldn’t find the Red Lake gold, maybe someone else could. And maybe the key to finding those people was to open up the ex- ploration process in the same way Torvalds “open sourced” Linux.\nMcEwen raced back to Toronto to present the idea to his head geolo- gist. “I’d like to take all of our geology, all the data we have that goes back to 1948, and put it into a file and share it with the world,” he said. “Then we’ll ask the world to tell us where we’re going to find the next six million ounces of gold.” McEwen saw this as an opportunity to harness some of the best minds in the industry. Perhaps understandably, the in-house geol- ogists were just a little skeptical.\nMining is an intensely secretive industry, and apart from the minerals themselves, geological data is the most precious and carefully guarded re- source. It’s like the Cadbury secret—it’s just not something companies go around sharing. Goldcorp employees wondered whether the global com- munity of geologists would respond to Goldcorp’s call in the same way that software developers rallied around Linus Torvalds. Moreover, they worried about how the contest would reflect on them and their inability to find the illusive gold deposits.\nMcEwen acknowledges in retrospect that the strategy was controversial and risky.\n\nThe contestants had identified 110 targets on the Red Lake property, 50 percent of which had not been previously identified by the company. Over 80 percent of the new targets yielded substantial quantities of gold. In fact, since the challenge was initiated an astounding eight million ounces of gold have been found. McEwen estimates the collaborative process shaved two to three years off their exploration time.\n\nBut with 55,000 acres, nobody at Goldcorp could figure out where to look for the buried treasure. To avert a wild goose chase, McEwan shared on the Web Goldcorp's geological data going back to 1948 and offered $575,000 in prizes to those who could come up with the best way to find and extract the gold.\nParticipants in the contest found 55 drilling targets Goldcorp had not identified. Eighty percent hit pay dirt. "In fact, since the challenge was initiated, an astounding eight million ounces of gold have been found" and in four years Goldcorp's cost of production dropped 600%.\n\n
  • He wound up at an MIT conference for young pres- idents when coincidentally the subject of Linux came up. Perched in the lec- ture hall, McEwen listened intently to the remarkable story of how Linus Torvalds and a loose volunteer brigade of software developers had assembled the world-class computer operating system over the Internet. The lecturer explained how Torvalds revealed his code to the world, allowing thousands of anonymous programmers to vet it and make contributions of their own.\nMcEwen had an epiphany and sat back in his chair to contemplate. If Goldcorp employees couldn’t find the Red Lake gold, maybe someone else could. And maybe the key to finding those people was to open up the ex- ploration process in the same way Torvalds “open sourced” Linux.\nMcEwen raced back to Toronto to present the idea to his head geolo- gist. “I’d like to take all of our geology, all the data we have that goes back to 1948, and put it into a file and share it with the world,” he said. “Then we’ll ask the world to tell us where we’re going to find the next six million ounces of gold.” McEwen saw this as an opportunity to harness some of the best minds in the industry. Perhaps understandably, the in-house geol- ogists were just a little skeptical.\nMining is an intensely secretive industry, and apart from the minerals themselves, geological data is the most precious and carefully guarded re- source. It’s like the Cadbury secret—it’s just not something companies go around sharing. Goldcorp employees wondered whether the global com- munity of geologists would respond to Goldcorp’s call in the same way that software developers rallied around Linus Torvalds. Moreover, they worried about how the contest would reflect on them and their inability to find the illusive gold deposits.\nMcEwen acknowledges in retrospect that the strategy was controversial and risky.\n\nThe contestants had identified 110 targets on the Red Lake property, 50 percent of which had not been previously identified by the company. Over 80 percent of the new targets yielded substantial quantities of gold. In fact, since the challenge was initiated an astounding eight million ounces of gold have been found. McEwen estimates the collaborative process shaved two to three years off their exploration time.\n\nBut with 55,000 acres, nobody at Goldcorp could figure out where to look for the buried treasure. To avert a wild goose chase, McEwan shared on the Web Goldcorp's geological data going back to 1948 and offered $575,000 in prizes to those who could come up with the best way to find and extract the gold.\nParticipants in the contest found 55 drilling targets Goldcorp had not identified. Eighty percent hit pay dirt. "In fact, since the challenge was initiated, an astounding eight million ounces of gold have been found" and in four years Goldcorp's cost of production dropped 600%.\n\n
  • He wound up at an MIT conference for young pres- idents when coincidentally the subject of Linux came up. Perched in the lec- ture hall, McEwen listened intently to the remarkable story of how Linus Torvalds and a loose volunteer brigade of software developers had assembled the world-class computer operating system over the Internet. The lecturer explained how Torvalds revealed his code to the world, allowing thousands of anonymous programmers to vet it and make contributions of their own.\nMcEwen had an epiphany and sat back in his chair to contemplate. If Goldcorp employees couldn’t find the Red Lake gold, maybe someone else could. And maybe the key to finding those people was to open up the ex- ploration process in the same way Torvalds “open sourced” Linux.\nMcEwen raced back to Toronto to present the idea to his head geolo- gist. “I’d like to take all of our geology, all the data we have that goes back to 1948, and put it into a file and share it with the world,” he said. “Then we’ll ask the world to tell us where we’re going to find the next six million ounces of gold.” McEwen saw this as an opportunity to harness some of the best minds in the industry. Perhaps understandably, the in-house geol- ogists were just a little skeptical.\nMining is an intensely secretive industry, and apart from the minerals themselves, geological data is the most precious and carefully guarded re- source. It’s like the Cadbury secret—it’s just not something companies go around sharing. Goldcorp employees wondered whether the global com- munity of geologists would respond to Goldcorp’s call in the same way that software developers rallied around Linus Torvalds. Moreover, they worried about how the contest would reflect on them and their inability to find the illusive gold deposits.\nMcEwen acknowledges in retrospect that the strategy was controversial and risky.\n\nThe contestants had identified 110 targets on the Red Lake property, 50 percent of which had not been previously identified by the company. Over 80 percent of the new targets yielded substantial quantities of gold. In fact, since the challenge was initiated an astounding eight million ounces of gold have been found. McEwen estimates the collaborative process shaved two to three years off their exploration time.\n\nBut with 55,000 acres, nobody at Goldcorp could figure out where to look for the buried treasure. To avert a wild goose chase, McEwan shared on the Web Goldcorp's geological data going back to 1948 and offered $575,000 in prizes to those who could come up with the best way to find and extract the gold.\nParticipants in the contest found 55 drilling targets Goldcorp had not identified. Eighty percent hit pay dirt. "In fact, since the challenge was initiated, an astounding eight million ounces of gold have been found" and in four years Goldcorp's cost of production dropped 600%.\n\n
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  • SEE http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=413162\n\nAND\n\nhttp://www.guardian.co.uk/science/video/2010/aug/04/gameculture-crowdsourcing\n
  • SEE http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=413162\n\nAND\n\nhttp://www.guardian.co.uk/science/video/2010/aug/04/gameculture-crowdsourcing\n
  • SEE http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=413162\n\nAND\n\nhttp://www.guardian.co.uk/science/video/2010/aug/04/gameculture-crowdsourcing\n
  • SEE http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=413162\n\nAND\n\nhttp://www.guardian.co.uk/science/video/2010/aug/04/gameculture-crowdsourcing\n
  • SEE http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=413162\n\nAND\n\nhttp://www.guardian.co.uk/science/video/2010/aug/04/gameculture-crowdsourcing\n
  • SEE http://www.timeshighereducation.co.uk/story.asp?sectioncode=26&storycode=413162\n\nAND\n\nhttp://www.guardian.co.uk/science/video/2010/aug/04/gameculture-crowdsourcing\n
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  • \nAt least for first filter for ideas. Distribute the workload!\nWith a small team evaluating all ideas, the workload can be large. Change that equation. With a large number of participants evaluating a small number of ideas, the work of identifying the most promising ideas is significantly easier, and better.\nThe great thing here is that people will self-select to provide feedback. They naturally weigh in on what interests them.\n
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  • Can EMPLOY them all:\n\nnot matter how big you are you will not have the skill set to cover 4-6K researchers...\n\nNo matter how big you are you will not have the industrial or sector links you need\n\nNo matter how big you are you will not have \n\nWANT to employ them ...\ncoming reduction in public funding ... \nimpact \n\nLinks to the abilityt to give some skin in the game...\n\nInstitutions need people to organise peopel \nthey take on goals other thatn orgingal goals\n\n
  • Can EMPLOY them all:\n\nnot matter how big you are you will not have the skill set to cover 4-6K researchers...\n\nNo matter how big you are you will not have the industrial or sector links you need\n\nNo matter how big you are you will not have \n\nWANT to employ them ...\ncoming reduction in public funding ... \nimpact \n\nLinks to the abilityt to give some skin in the game...\n\nInstitutions need people to organise peopel \nthey take on goals other thatn orgingal goals\n\n
  • Can EMPLOY them all:\n\nnot matter how big you are you will not have the skill set to cover 4-6K researchers...\n\nNo matter how big you are you will not have the industrial or sector links you need\n\nNo matter how big you are you will not have \n\nWANT to employ them ...\ncoming reduction in public funding ... \nimpact \n\nLinks to the abilityt to give some skin in the game...\n\nInstitutions need people to organise peopel \nthey take on goals other thatn orgingal goals\n\n
  • Can EMPLOY them all:\n\nnot matter how big you are you will not have the skill set to cover 4-6K researchers...\n\nNo matter how big you are you will not have the industrial or sector links you need\n\nNo matter how big you are you will not have \n\nWANT to employ them ...\ncoming reduction in public funding ... \nimpact \n\nLinks to the abilityt to give some skin in the game...\n\nInstitutions need people to organise peopel \nthey take on goals other thatn orgingal goals\n\n
  • Can EMPLOY them all:\n\nnot matter how big you are you will not have the skill set to cover 4-6K researchers...\n\nNo matter how big you are you will not have the industrial or sector links you need\n\nNo matter how big you are you will not have \n\nWANT to employ them ...\ncoming reduction in public funding ... \nimpact \n\nLinks to the abilityt to give some skin in the game...\n\nInstitutions need people to organise peopel \nthey take on goals other thatn orgingal goals\n\n
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  • At very least, other forms of financing - angel investing, bootstrapping, or using public grants - will become all the more crucial to the financing of early ventures. Or some more complex mix of all. Studies show that Angel funds in the US are not far below traditional venture capital.\n\n
  • At very least, other forms of financing - angel investing, bootstrapping, or using public grants - will become all the more crucial to the financing of early ventures. Or some more complex mix of all. Studies show that Angel funds in the US are not far below traditional venture capital.\n\n
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  • External had:\nproduct dev and regulatory expertise\nNew the dental market\nHad access to investor networks\n
  • External had:\nproduct dev and regulatory expertise\nNew the dental market\nHad access to investor networks\n
  • External had:\nproduct dev and regulatory expertise\nNew the dental market\nHad access to investor networks\n
  • External had:\nproduct dev and regulatory expertise\nNew the dental market\nHad access to investor networks\n
  • External had:\nproduct dev and regulatory expertise\nNew the dental market\nHad access to investor networks\n
  • External had:\nproduct dev and regulatory expertise\nNew the dental market\nHad access to investor networks\n
  • External had:\nproduct dev and regulatory expertise\nNew the dental market\nHad access to investor networks\n
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  • Transcript of "Ukbi 2011 presentation - Maximising Commercial Impact from public R&D"

    1. 1. Maximising Commercial Impact of UK R&D Brian McCaul Director of Commercialisation University of Leeds
    2. 2. Maximising Commercial Impact of UK R&D Brian McCaul Director of Commercialisation University of Leeds
    3. 3. Maximising Commercial Impact of UK R&D Brian McCaul Knowledge Transfer 2.0 Services
    4. 4. State of the Knowledge Transfer Nation...?
    5. 5. State of the Knowledge Transfer Nation...? Not
    6. 6. State of the Knowledge Transfer Nation...? Not No prescribed Programme
    7. 7. State of the Knowledge Transfer Nation...? Not No prescribed Programme No Best Practice Model
    8. 8. State of the Knowledge Transfer Nation...? Not No prescribed Programme No Best Practice Model Just some examples that have worked
    9. 9. Some trends inInnovation practice...
    10. 10. Towards OpennessOpen InnovationOpen SourceCrowd sourcingCo-creation“most of the smart peopledon’t work for you”
    11. 11. “I’d like to take all of our geology, all the data we have that goesback to 1948, and put it into a file and share it with the world,”
    12. 12. Over 80 percent of the new targets yielded substantial quantities ofgold. 8 million ounces of gold found. Shaved two to three years offexploration time.
    13. 13. Towards Collaboration..
    14. 14. Towards Collaboration..
    15. 15. Towards Collaboration.. KT was about individual research excellence - groups or individuals
    16. 16. Towards Collaboration.. KT 2.0 understands that innovation is a social process KT was about individual research excellence - groups or individuals
    17. 17. Towards Collaboration.. KT 2.0 understands that innovation is a social process KT was about individual research excellence - groups or individuals
    18. 18. Procter & Gamble
    19. 19. Procter & Gamble Harvard Business Review article authored by two P&G executives, the companyʼs innovation success rate has more than doubled while the cost of innovation has fallen
    20. 20. Towards Services... Actual Forecast100 Shift towards Services in the US since 1800 75 Agriculture Per cent-age Goods 50 Services 25 Year Source: J Spoher, Haas School of Business (via H Chesbrough) 0 1800 1850 1900 1950 2000 2010 2050 services goods agriculture
    21. 21. Innovation Platform or Burning Platform...Nokia’s CEO’s wake-up call to his firm’s “burning platform” - resulting from a failure to keep-up with innovation in the mobile space – is a timely reminder of how ‘platforms’ themselves are thekey to staying ahead of the game.Maybe the new Microsoft tie-up will turn things round – maybe it won’t. But this short video of Henry Chesbrough is a neat summary of how innovation changed while Nokia wasnt looking.It seems increasingly that key to building such innovation platforms - as with Google Android, now the largest mobile platform, and the Apple iPhone operating system - has been openness toco-creation, and user-innovation. This not only applies to innovation strategy in the software space but, increasingly, in the product space, as articles in the New York Times and TheEconomist have recently addressed. Summary: there appears to be a real price to be paid for a lack of openness in both product and software innovation.
    22. 22. Innovation Platform or Burning Platform... "Our competitors arent taking our market share with devices; they are taking our market share with an entire ecosystem...Nokia’s CEO’s wake-up call to his firm’s “burning platform” - resulting from a failure to keep-up with innovation in the mobile space – is a timely reminder of how ‘platforms’ themselves are thekey to staying ahead of the game.Maybe the new Microsoft tie-up will turn things round – maybe it won’t. But this short video of Henry Chesbrough is a neat summary of how innovation changed while Nokia wasnt looking. Were not collaborating internally... Nokia,It seems increasingly that key to building such innovation platforms - as with Google Android, now the largest mobile platform, and the Apple iPhone operating system - has been openness toco-creation, and user-innovation. This not only applies to innovation strategy in the software space but, increasingly, in the product space, as articles in the New York Times and TheEconomist have recently addressed. Summary: there appears to be a real price to be paid for a lack of openness in both product and software innovation. our platform is burning." Nokia CEO Stephen Elop
    23. 23. Innovation Platform or Burning Platform...Nokia’s CEO’s wake-up call to his firm’s “burning platform” - resulting from a failure to keep-up with innovation in the mobile space – is a timely reminder of how ‘platforms’ themselves are thekey to staying ahead of the game.Maybe the new Microsoft tie-up will turn things round – maybe it won’t. But this short video of Henry Chesbrough is a neat summary of how innovation changed while Nokia wasnt looking.It seems increasingly that key to building such innovation platforms - as with Google Android, now the largest mobile platform, and the Apple iPhone operating system - has been openness toco-creation, and user-innovation. This not only applies to innovation strategy in the software space but, increasingly, in the product space, as articles in the New York Times and TheEconomist have recently addressed. Summary: there appears to be a real price to be paid for a lack of openness in both product and software innovation.
    24. 24. Innovation Platform or Burning Platform...Nokia’s CEO’s wake-up call to his firm’s “burning platform” - resulting from a failure to keep-up with innovation in the mobile space – is a timely reminder of how ‘platforms’ themselves are thekey to staying ahead of the game.Maybe the new Microsoft tie-up will turn things round – maybe it won’t. But this short video of Henry Chesbrough is a neat summary of how innovation changed while Nokia wasnt looking.It seems increasingly that key to building such innovation platforms - as with Google Android, now the largest mobile platform, and the Apple iPhone operating system - has been openness toco-creation, and user-innovation. This not only applies to innovation strategy in the software space but, increasingly, in the product space, as articles in the New York Times and TheEconomist have recently addressed. Summary: there appears to be a real price to be paid for a lack of openness in both product and software innovation. “Whenever we see a business plan for a new device, we immediately ask. OK, where’s the services associated with that device”
    25. 25. So how does this allow us to increase‘Impact’ & improve IP transfer...
    26. 26. 3 Pinch-points make KT inefficient
    27. 27. 3 Pinch-points make KT inefficient n tio lec Se ct je ro 1P
    28. 28. 3 Pinch-points make KT inefficient 2B n tio us lec ine Se ss De ct je ve ro lop 1P me nt
    29. 29. 3 Pinch-points make KT inefficient 2B n tio us lec ine Se ss De ct je ve ro lop 1P me nt 3 The Funding Valley of Death
    30. 30. 1Pinch-pointSelection
    31. 31. 1 Pinch-point SelectionIt’s not too many good ideas
    32. 32. 1 Pinch-point SelectionIt’s not too many good ideasIt’s not too little resource
    33. 33. 1 Pinch-point SelectionIt’s not too many good ideasIt’s not too little resourceIt’s Filter Failure
    34. 34. Filtering:
    35. 35. Filtering:Is time-consuming
    36. 36. Filtering:Is time-consumingRequires a lot of clever people
    37. 37. Filtering:Is time-consumingRequires a lot of clever peopleIs still not the market, but a guess
    38. 38. The digital age has ushered newways to filter information...Crowds, with cognitive diversity & multiple perspectives,in aggregate provide stronger raw intelligence of any single person
    39. 39. Project selection through the:Wisdom of the CrowdImproves decision making, removes aconstraint, increases transparency...
    40. 40. Scaling Development Capability
    41. 41. Scaling Development Capability 2B us ine ss De ve lop me nt
    42. 42. Pinch-point You can’t do it all alone...
    43. 43. Pinch-point You can’t do it all alone... KT used to be about assembling and employing the most able team
    44. 44. Pinch-point You can’t do it all alone... KT used to be about KT 2.0  is all about assembling and employing assembling & connecting the most able team the right network
    45. 45. Proposition 1You can’t do it all alone...
    46. 46. Proposition 1You can’t do it all alone... KT 2.0  is about assembling the right network…
    47. 47. Proposition 1You can’t do it all alone... KT 2.0  is about assembling the right network… Can’t employ all the smart people...
    48. 48. Proposition 1You can’t do it all alone... KT 2.0  is about assembling the right network… Can’t employ all the smart people... Don’t want to employ them...
    49. 49. Proposition 1 You can’t do it all alone... KT 2.0  is about assembling the right network… Can’t employ all the smart people... Don’t want to employ them... Can give ‘skin’ toParticularly to plan non-emloyees...and develop acomplex businessproposition
    50. 50. Overcoming Investment Constraints
    51. 51. Overcoming Investment Constraints 3 The Funding Valley of Death
    52. 52. We can’t wait for the lightning strike Externals more credible Project selection via externals better KT was solely focused on the large VC deal and avoidance of the ‘low-value’ deal
    53. 53. We can’t wait for the lightning strike KT2.0 understands that alternative funding/exit strategies will become an important part of the mix Externals more credible Project selection via externals better KT was solely focused on the large VC deal and avoidance of the ‘low-value’ deal
    54. 54. We can’t wait for the lightning strike KT2.0 understands that alternative funding/exit strategies will become an important part of the mix Externals more credible Project selection via externals better KT was solely focused on the large VC deal and avoidance of the ‘low-value’ deal
    55. 55. “the future isn’t biganymore, the futureis small”
    56. 56. “the future isn’t biganymore, the futureis small”we might revisitthe dismissivenotion of the‘walking dead’spinout.
    57. 57. Pinch-pointCascading ExploitationOpportunities
    58. 58. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc
    59. 59. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc Tech Transfer Office
    60. 60. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc Tech Transfer Office Virtual Community
    61. 61. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc Tech Transfer Office Virtual Community IP-net
    62. 62. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc Tech Transfer Office Virtual Community IP-net ‘Glasgow model’
    63. 63. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc Tech Transfer Office Virtual Community IP-net ‘Glasgow model’ The academic
    64. 64. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc Tech Transfer Office Virtual Community IP-net ‘Glasgow model’ The academic
    65. 65. Pinch-pointCascading ExploitationOpportunitiesIP Group or Fusion IP etc Tech Transfer Office Virtual Community IP-net ‘Glasgow model’ The academic
    66. 66. Green Chemical Dyeing Technology
    67. 67. Green Chemical Dyeing Technology
    68. 68. Green Chemical Dyeing Technology ...by VC because took a year to review
    69. 69. Green Chemical Dyeing Technology ...by VC because took a year to review FILTER FAILURE
    70. 70. Green Chemical Dyeing Technology ...by VC because took a year to review FILTER FAILURE & University didn’t have connections to market
    71. 71. Green Chemical Dyeing Technology ...by VC because took a year to review FILTER FAILURE & University didn’t have connections to market FAILURE TO COLLABORATE
    72. 72. Green Chemical Dyeing Technology ...by VC because took a year to review FILTER FAILURE & University didn’t have connections to market FAILURE TO COLLABORATE
    73. 73. Green Chemical Dyeing Technology
    74. 74. Green Chemical Dyeing Technology ...Now largest Licence option for University
    75. 75. Internal Committee Rejected as “not compelling” FILTER FAILURE Full value lies in platform for other services
    76. 76. Internal Committee Rejected as “not compelling” FILTER FAILURE Full value lies in platform for other services
    77. 77. First Angel Investment seven yearsFirst Sales, broad range of marketsLot of press attention...
    78. 78. Filling without Drilling
    79. 79. Filling without Drilling
    80. 80. Filling without Drilling Because VC sat on it since 2003
    81. 81. Filling without Drilling Because VC sat on it since 2003 FILTER FAILURE
    82. 82. Filling without Drilling Because VC sat on it since 2003 FILTER FAILURE University failed to progress
    83. 83. Filling without Drilling Because VC sat on it since 2003 FILTER FAILURE University failed to progressLACK OF INTERNAL BIZ DEV. CAPABILITY
    84. 84. Filling without Drilling Because VC sat on it since 2003 FILTER FAILURE University failed to progressLACK OF INTERNAL BIZ DEV. CAPABILITY Spun out - Oversubscribed First investment round of £1.5m
    85. 85. Filling without Drilling Because VC sat on it since 2003 FILTER FAILURE University failed to progressLACK OF INTERNAL BIZ DEV. CAPABILITY Spun out - Oversubscribed First investment round of £1.5m
    86. 86. Ten-fold Income Increase...1000000 ere! 750000 rts h Licence Income a nt st 500000 rime 250000 Expe 0 2004/5 2005/6 2006/07 2008/09 2009/10 2010/11 20011/12
    87. 87. Ten-fold Income Increase...1000000 ere! 750000 rts h Licence Income a nt st 500000 rime 250000 Expe 0 2004/5 2005/6 2006/07 2008/09 2009/10 2010/11 20011/12 With reduced cost base...
    88. 88. A New Game - New Rules... Knowledge Transfer 2.0 Getting more from less
    89. 89. Openness Accelerates Innovation & improves selection
    90. 90. Openness Accelerates Innovation & improves selectionCollaboration Provides Scalability & Reduces risk
    91. 91. Openness Accelerates Innovation & improves selectionCollaboration Provides Scalability & Reduces risk
    92. 92. Openness Accelerates Innovation & improves selectionCollaboration Provides Scalability & Reduces risk Building a Platform is Critical to Facilitating this
    93. 93. ... and to speed and scale ‘Impact’ and IP flow!
    94. 94. ThanksBrian.mccaul@mac.com Twitter: @brianamc

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