The challenge of building up university‐industry knowledge transfer environmentsCase: Building biotech spin‐outs based on ...
Background‐ Annual Commercialisation Survey: ’10’ spin outs a year‐ OECD report 2009 reveals potential for more biotech  s...
Goal, impact and ressources Overall goal:    To increase the exploitation of research results and thereby increase the    ...
Research institutions:                           The partner group: University of                                         ...
Phase 1Are there data supporting the invention?Is there a market?Is the invention patentable?Evaluation phase    0-2 mdr  ...
Phase 2                                   Securement of IP rights                                   Assembly of team      ...
Phase 3                                                                      Securement of fundingEvaluation phase        ...
Momentum•   Screening research environments•   Find innovative research groups•   Describe potential ideas•   Develop pote...
4 Key Elements• Focus on specific areas within biotech• Creation of structured, coherent  commercialisation processes• Int...
Focus AreasIndustrial biotech      Food      CU, DTU                         ‐Strong research bases at one or             ...
Tools for implementation• Scouting models• Stage gate models• Patent strategy models• Proof of Concept
International profile• International collaborations (organisations,   venture etc.)• Site visits – best practice (universi...
Creating the right culture• Send highly competent people with  1)research, 2)industry and 3)patent   background into the r...
Some challenges • Project: To collaborate across principal    differences and agendas • University: The get full support f...
Thank you for listening          www.copenhagenspin‐outs.dkProject managerGert Vilhelm Ballinggert.balling@adm.ku.dk
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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

  1. 1. The challenge of building up university‐industry knowledge transfer environmentsCase: Building biotech spin‐outs based on  public research results
  2. 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. 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. 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. 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. 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. 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. 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. 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. 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. 11. Tools for implementation• Scouting models• Stage gate models• Patent strategy models• Proof of Concept
  12. 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. 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. 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. 15. Thank you for listening www.copenhagenspin‐outs.dkProject managerGert Vilhelm Ballinggert.balling@adm.ku.dk

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