Personalized Innovation Management,Sustainable Growth & Value Creation
Fighting the Product Development Paradigm Total Product Life Cycle Birth to Death Expenditures 1000 Ideas 100 Trials 10 Products 1 Success + Sales Curve Patent Filed Licensees Profits Sought Idea10+ 0 +Years Reduction to Practice Shutdown Costs Total Expenditure/Profit Curve Pilot Plant Up to Marketing Starts $100MM
Open Innovation – a new Good ideas are widely reality distributed today. No one has a monopoly on useful knowledge anymore. Financial managers must play poker, as well as chess, to capture the value in false negatives. We must manage IP in order to manage research: ◦ need to access external IP to fuel our business model ◦ need to profit from our own IP in others’ business model Not all of the smart people in the world work for us.
Stating The Problem“In theory, there is no difference between theoryand practice. In practice there is.” Yogi Berra.“Not Invented Here (NIH)” syndrome“Do not teach me how to live, better help mefinancially.” I. Ilf & E. Petrov. 12 Chairs.“The probability does not work in real world; it ispay off that matters.” Nassim Taleb. Antifragility.
Is There a SolutionNeed personalized, individual approach tobusinesses and technologies. No “one size fitsall”!Can only come from experienceCraft, not an exact scienceRepeatable, reproducible track record of success
Mission StatementWe help businesses to stay healthy and groworganically – this is fundamentally different path.
Why Will It Work?Scientific/technical background and a way of thinking [MD, PhD,13 papers in international peer reviewed journals]Business experience across industries and geographies [clientsand deals managed in US, Japan, Korea, EU, Israel, FormerSoviet Union]Connectivity and access to data and technologies – all sizes andorigins [academia, SMEs, Venture communities, Fortune 500]Experience, reputation and recognition within global innovationcommunity [Certified Licensing Professional (CLP), RegisteredTechnology Transfer Professional (RTTP), key note speaker,program chair, committees member]Vendor independent approach [established relationships withrecognized and regional vendors on a case by case basis]
Value Add Connectivity Deep reach into corporate technical staffs Access to key gatekeepers (tech transfer & tech acquisition) Relationships with venture capital, Universities and SMEs Confidentiality Opportunity screening and initial discussions Protect client name and application Expertise Evaluation and communication methods Market and buy-side knowledge Business formation and commercialization skills External perspective Unbiased evaluation and critical thinking
Global Reach = Value Proposition Direct connections and strong business and personal reputation at: Fortune SMEs Start-ups Universities VCs & Entrepreneurs 500 & Research investment & Inventors Institutions groupsNorth America ✔ ✔ ✔ ✔ ✔ ✔Asia (Japan,Korea, India, ✔ ✔ ~ ✔ ✔ ✔China)Europe (EU) ✔ ✔ ✔ ✔ ✔ ✔Eastern Europe ~ ✔ ✔ ✔ ✔ ✔Former SovietUnion ~ ✔ ✔ ✔ ✔ ✔Israel ~ ✔ ✔ ✔ ✔ ✔
Servicing Two Sides of Open InnovationBuy Side Sell Side Innovation Market Assessment management Strategy Advisement External Business Commercialization development Assistance Value Proposition & Technology Scouting Market Validation Training Facilitation of Investment &/or Licensing and Acquisition Targets Partnerships
Why Technology Scouting?When the solution may already exist--there’sno sense in reinventing the wheel!(cost, time to market)When having the “best” performance iscritical to meet customer needs.When you don’t want to be surprised by acompetitive product introduction
Disruption Theory Practice ✗Sustaining Incumbent (3 of Succeed Better than existing 4) *Paraphrased from Christensen & products in market, Same product, same value Raynor, The Innovator’s Solution, independent of price prop, same customer, Harvard Business School Press same channel (2003) New Entrant FailDisruptive Incumbent Fail w/o Compete against autonomy non-consumption Lower cost and worse New Entrant Succeed Disruption = A strategic choice
Choosing Your Battles – Technology TriageThe analysis is focused on finding obvious showstoppers tocommercialization.Recommendation: “should or should NOT be continued...” KILL FASTThe key findings are:1. Stage of Technology Development2. Intellectual Property status3. Competition: Existing Product s or Technologies Relevant4. Competition: R&D Project in the Relevant Fields5. Possible Market, Perspective and Barriers6. Preliminary Ideas on Commercialization Strategy7. Lists of Possible Partners, Next Steps
Training and Mentorship Small companies Business plans competitions Proposal review Executive summaries and presentations Business development support
Putting it All Together Market Needs: Strategy, Risk capital: Competition, Investors, Value proposition Strategic partners The Technology Partners, Leadership: Licensees, Entrepreneurs, Clients… Bus DevWe will find or build a missing piece of the puzzle for you.
Contact InfoEugene Buff, MD, PhDCertified Licensing Professional (CLP)Registered Technology Transfer Practitioner (RTTP)Primary Care Innovation ConsultingUsTech Discovery LLCE-mail: firstname.lastname@example.orgPh.: +1 617-331-1982Skype: eugenebuff