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Encouraging knowledge transfer - TAIEX Moldova - June 2013

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Why 'knowledge transfer' is first about 'talent development' before anything else - this is from a societal point of view. Secondly it is about connectivity and compatibility. In my interactive presentation I illustrate my opinion with examples from The Netherlands like Innovation Auctions, Innovation Vouchers and SBIR. Offcourse also the Cluster-Incubation formula (BViT) to foster knowledge transfer through start-up/spin-offs is highlighted.

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Encouraging knowledge transfer - TAIEX Moldova - June 2013

  1. 1. Encouraging Business to obtain goods/services/technologies from research Pim de Bokx Chairman DIA – Dutch Incubation Association Initiator of Pioneerz Partnership
  2. 2. Pim de Bokx 2 – Entrepreneur since my 20th – Several companies and organizations founded – Education in Landscape architecture and Business Science – Started private BViT innovation network in 2000 with 2 partners and 1 VC, developing 6 incubators over time: Delft, Rotterdam, The Hague, Amsterdam, Den Helder, Noordwijk. – Developer XLX game based entrepreneurship training. – Chairman DIA (Dutch Incubation Association) – Owner of Huygens-XC, Expertise Centre on Entrepreneurship Development and Business Incubation. – Founder Pioneerz Partnership to enable the PioneersSociety: “managing the risk to dramatically improve”
  3. 3. 3 PIONEERZ
  4. 4. BViT ClusterIncubation formula Attract and develop cluster of complementary businesses Market Thematic Clusterincubator Knowledge Source exploitationapplicationknowledge pmc pmc pmc pmc pmc pmc
  5. 5. Characteristics • Low entry level: combining with co-working • Entry policy involves start-ups already in the program • Entrepreneurial management; generating projects and business opportunities • Active support/innovation network • Pre-incubation program through training and online business plan wizard i.c.w. Universities • Post-incubation through innovation club and events
  6. 6. Advantages of BViT formula • Efficient: High output – low costs, 800 m2 for early stage of which 50% ‘open space’ • Effective: average incubation period 1,8 yrs • Value creating: high level of joint projects, joint ventures and mergers, average attraction of 1,8 million in venture funding/yr
  7. 7. Performance • Jobs generated: 2 per start-up/ year • Select av. 13 start-ups per year • 93% survival rate after 3 years • 86% receive external funding within 3 years • 24% growth potential • 12% sold to larger company in 5 years
  8. 8. Development timeline 2000 First BViT ClusterIncubator in Delft – YES!Delft 2001 Award: ‘Best New Business Incubator in the World’ 2003 BViT ClusterIncubator The Hague - Caballerofabriek 2006 Award: ‘Beste Science Based Incubator of Europe’ 2008 New Energy Docks Amsterdam 2009 MCN incubator Den Helder 2009 Cleantech incubator Rotterdam 2010 ESA Business Incubation Centre Noordwijk 2011 UKBI ‘International Business Incubation Champion’ 2012 Innovation grant for incubation management suite 2014 BViT ClusterIncubator available as soft-franchise
  9. 9. Experience with Knowledge Transfer • Knowledge is in the brain: talent scouting nr. 1 • Technology has to be developed and tested: offer good access to university resources • University course ‘turn technology into business’ • Organise technology & application events • Support use of techtransfer instruments like InnovationVoucher and Innovation Performance Contracts
  10. 10. Encouraging Business to obtain goods/services/technologies from research Innovation Auction
  11. 11. INNOVATION AUCTION • event & service to attract SME's to knowledge and technology from R&D institutes putting knowledge & technology in a SME focused showroom to attract new commercialization partners • 'auction' is a understood open matching system. The first right to negotiate is being auctioned. • is different from IP-auctions that sell off patent technology (not just the right to negotiate) to professional buyers.
  12. 12. DO 1. put a lot of effort in marketing to SME-entrepreneurs 2. create awareness with accessible show cases and demonstrations and an online bid-book in the months leading up to the auction 3. organize an exhibition right before the auction 4. disclose relevant due diligence information on each piece at the auction 5. register all bidders and check their credentials 6. make available in which way the rights on the knowledge/technology are available for commercialization 7. support entrepreneurs in the follow-up, since the probably have no experience in negotiating for technology transfer 8. make the auction ‘live’ available through internet
  13. 13. DON’T 1. accept complex knowledge/technology, use an sme-panel to reference 2. expect to much from the start, you need time to experiment: to find appropriate knowledge/technology and learn how to reach SME's. 3. make barriers, like registration and pricing, to high. 4. exclude professional buyers 5. exclude closed bids (bids from buyers that are only known to the auctioneers)
  14. 14. TIPS 1. experiment with royalty based technology transfer to lower upfront investment for SME's 2. set up co-finance fund to support funding of the buy-in of knowledge/technology from the auction
  15. 15. Encouraging Business to obtain goods/services/technologies from research Innovation Vouchers
  16. 16. INNOVATION VOUCHERS • Dutch Invention 2002 • grant < € 10.000 • to buy knowledge from R&D institutions to enable SME innovation 1. to build relationships between SME's and (public/private) Research 2. to enable knowledge transfer 3. act as catalyst for long term formation of cooperative models
  17. 17. DO 1. advertise availability and criteria large scale 2. make easy online application; ask for practical problem to be solved 3. use simple to understand grant criteria for the allocation of vouchers, also a lottery can help. 4. once the innovation voucher is granted, use online tools to help find appropriate R&D supplier 5. use a time limit to the use of the voucher 6-12 months 6. ask for simple reporting.
  18. 18. DON’T 1. distribute administration to universities 2. operate the government agency at arms length. active brokering between R&D institutes and SME's is essential for success. 3. exclude innovation consultants and subsidy advisors to mediate and support SME's, they will look for long term possibilities.
  19. 19. TIPS 1. monitor and evaluate 2. top up the scheme with larger vouchers which are part of a 'National Challenge' f.i. ‘2014 New Energy Challenge Moldavia’ 3. find follow-on opportunities to create awareness among SME's for other Innovation Schemes like SBIR, Innovation Auction, European R&D programs
  20. 20. Encouraging Business to obtain goods/services/technologies from research SBIR
  21. 21. Small Business Innovation Research program - SBIR 1. scheme that forces research institutions to involve SME's in their 'pre-commercial' applied research, typically 2-3% of their research budget. 2. mechanism to involve SME's in solving issues government and society face 3. to help SME's innovate where investors wouldn't immediately see the ROI 4. SME's keep the IP developed in the project, government retains a royalty-free use for a period (almost never used)
  22. 22. SBIR setup 3 phases 1. Feasibility study (6 mth): up to € 100.000 2. R&D contract (2 yr): up to € 750.000 3. Commercialization: other funding like 'Innovation Credit'
  23. 23. DO 1. setup competitive tender process 2. organize the award board as an independent body to ensure transparent granting of assignments 3. set high standards, approx. 15% of proposals is awarded 4. facilitate links with funding lines from private investors and banks which will help identify commercial viability and SME quality 5. deliver the program wide and sizable; ensuring a wide number of involved SME's 6. ensure flexibility and performance delivery of the program
  24. 24. DON’T 1. condone lobbying with award board; regular participation of underperforming SME's would be the result 2. accept lack of motivation with government agencies, SBIR outcomes will be very low 3. design long cycle application process (> 6 mth), the SME's cash flow could not be able to sustain that. 4. forget to monitor performance 5. forget to help commercialization efforts after SBIR 6. focus on industrial sectors already receiving a lot of venture capital
  25. 25. TIPS • Look at SBIR as a procurement instrument. This takes into account the ultimate beneficiaries, which is a government agency or groups in society. • ‘Customer Satisfaction' should be part of the evaluation process.
  26. 26. Thank You Ing. P.M. (Pim) de Bokx BSc. CPO of Pioneerz Partnership +31(0)654 247 268 +31(88)2848600 pim@pioneerz.com www.pioneerz.com http://nl.linkedin.com/in/pimdebokx Partnerships • DIA (Dutch Incubation Association), • EBN/Quality Auditor EBN • ESA Business Incubation Centres • GNBI (Global Network of Business Incubation) Managing the risk to dramatically improve

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