This document summarizes a seminar on patentability of inventions. The agenda includes discussing patentability criteria of novelty and inventive contribution, assessing patentability of student inventions, and making strategic decisions about patent protection. It provides examples of inventions and analyzes whether they meet criteria for patent protection, such as being technical solutions to technical problems and non-obvious. Key factors for determining if an invention is worth pursuing patent protection include if it provides a competitive edge, is visible to detect infringement, has timing advantages, and was difficult and costly to develop.
This seminar covered understanding and exploiting patent rights. It included an overview of patentability criteria like novelty and inventive contribution. The seminar analyzed a sample patent for bubble wrap clothing and discussed strategic decisions around seeking patent protection. General questions about intellectual property rights were also addressed, such as patent ownership for university employees and determining if an invention is worthwhile to patent.
Translating intellectual assets into impact – Building innovation capacity wi...SAFIPA
A unit of the CSIR:
- Impact through research, development (R&D) and
Innovation in the information and communication
technology (ICT) and the application thereof
• Established in April 2005 – now the largest
concentration of ICT Researchers in South Africa
- 247 staff and students in two main locations in
Pretoria and Cape Town
- Active international R&D collaboration with partners
in Africa, Europe and Asia
• CSIR Meraka Institute produces:
- Local experts in ICT
- Local ICT technology
- Local innovations
IP management is about the way an organization handles it’s intellectual property through different processes of protection, valuation and exploitation. For each process complementary strategies apply, guaranteeing the best choice of commercializing the IP portfolio. The process of protection considers patenting amongst others. During the process of valuation the technology can be evaluated by quantitative or qualitative approach or as a combination of both. How to bring the technology to the market, how to create business etc. are questions that are dealt with during the exploitation process.
www.FITT-for-Innovation.eu
Surveillance Of Business & Industrial Facilitieseduardlemmens
Safety poles offer invisible surveillance and advertising capabilities for business and industrial facilities. They provide 24-hour visual monitoring to deter theft, vandalism, and property damage. Security footage from cameras mounted in safety poles can be centrally stored and monitored. The poles have low maintenance costs, are easy to install, and allow both surveillance and marketing functions from an attractively designed structure.
PMG Oct 2011 Patents and intellectual property 101 for product managers finalDerek Pettingale
The document discusses intellectual property strategy, protection, and valuation. Recent high-profile sales of patent portfolios for billions of dollars are prompting executives to reevaluate the potential value of dormant intellectual property assets. As a result, product managers are now being challenged to understand basic patent protection strategies and how to value intellectual property. The event will feature presentations on growth in intangible asset value, intellectual property strategy frameworks, patent portfolio roles and examples, protection requirements and alternatives to patenting, and approaches to intellectual property valuation.
IP Strategy - what has changed, what is changing?DuncanBucknell
IP strategy is the use of intellectual property to inform, attain, and maximise organisational goals. This symposium will examine contemporary IP strategy both as a field of study and as a practical management tool.
This document discusses intellectual property (IP) strategy and management in the context of technology and innovation. It provides an overview of different types of IP like patents, trademarks, copyrights and trade secrets. It discusses the importance of IP for competitive advantage and discusses strategies for offensive and defensive IP. It also provides examples of patent strategy and litigation from the mobile phone and wind turbine industries. The key aspects covered are developing an IP strategy, analyzing competitive IP landscapes, making decisions around patenting vs trade secrets, and managing an IP portfolio over time.
Frisina, LLC helps clients create wealth through strategic intellectual property management. They guide clients through IP strategy using a combination of technical and legal expertise. Their services include intelligently planning innovation to secure patents, conducting freedom to operate analyses, pursuing offensive and defensive IP strategies, and monetizing IP assets. They represent sectors such as chemicals, biotechnology, medical devices, semiconductors, and software.
This seminar covered understanding and exploiting patent rights. It included an overview of patentability criteria like novelty and inventive contribution. The seminar analyzed a sample patent for bubble wrap clothing and discussed strategic decisions around seeking patent protection. General questions about intellectual property rights were also addressed, such as patent ownership for university employees and determining if an invention is worthwhile to patent.
Translating intellectual assets into impact – Building innovation capacity wi...SAFIPA
A unit of the CSIR:
- Impact through research, development (R&D) and
Innovation in the information and communication
technology (ICT) and the application thereof
• Established in April 2005 – now the largest
concentration of ICT Researchers in South Africa
- 247 staff and students in two main locations in
Pretoria and Cape Town
- Active international R&D collaboration with partners
in Africa, Europe and Asia
• CSIR Meraka Institute produces:
- Local experts in ICT
- Local ICT technology
- Local innovations
IP management is about the way an organization handles it’s intellectual property through different processes of protection, valuation and exploitation. For each process complementary strategies apply, guaranteeing the best choice of commercializing the IP portfolio. The process of protection considers patenting amongst others. During the process of valuation the technology can be evaluated by quantitative or qualitative approach or as a combination of both. How to bring the technology to the market, how to create business etc. are questions that are dealt with during the exploitation process.
www.FITT-for-Innovation.eu
Surveillance Of Business & Industrial Facilitieseduardlemmens
Safety poles offer invisible surveillance and advertising capabilities for business and industrial facilities. They provide 24-hour visual monitoring to deter theft, vandalism, and property damage. Security footage from cameras mounted in safety poles can be centrally stored and monitored. The poles have low maintenance costs, are easy to install, and allow both surveillance and marketing functions from an attractively designed structure.
PMG Oct 2011 Patents and intellectual property 101 for product managers finalDerek Pettingale
The document discusses intellectual property strategy, protection, and valuation. Recent high-profile sales of patent portfolios for billions of dollars are prompting executives to reevaluate the potential value of dormant intellectual property assets. As a result, product managers are now being challenged to understand basic patent protection strategies and how to value intellectual property. The event will feature presentations on growth in intangible asset value, intellectual property strategy frameworks, patent portfolio roles and examples, protection requirements and alternatives to patenting, and approaches to intellectual property valuation.
IP Strategy - what has changed, what is changing?DuncanBucknell
IP strategy is the use of intellectual property to inform, attain, and maximise organisational goals. This symposium will examine contemporary IP strategy both as a field of study and as a practical management tool.
This document discusses intellectual property (IP) strategy and management in the context of technology and innovation. It provides an overview of different types of IP like patents, trademarks, copyrights and trade secrets. It discusses the importance of IP for competitive advantage and discusses strategies for offensive and defensive IP. It also provides examples of patent strategy and litigation from the mobile phone and wind turbine industries. The key aspects covered are developing an IP strategy, analyzing competitive IP landscapes, making decisions around patenting vs trade secrets, and managing an IP portfolio over time.
Frisina, LLC helps clients create wealth through strategic intellectual property management. They guide clients through IP strategy using a combination of technical and legal expertise. Their services include intelligently planning innovation to secure patents, conducting freedom to operate analyses, pursuing offensive and defensive IP strategies, and monetizing IP assets. They represent sectors such as chemicals, biotechnology, medical devices, semiconductors, and software.
My talk for UQ Teaching & Learning Week from the panel session on 4 November 2009 discussing what it means to be open in the context of higher education.
This document contains the titles of 3 paintings: Tingari Tale by Walala Tjapaltjarri, Wirrimanu by Mathew West Tjupurrula, and My Country by Mona Mitakiki Shepherd.
This document summarizes Dr. Tim Kastelle's presentation on innovation and business models. It begins with a brief history of computing innovation from Leibniz's binary notation in the 1670s to the ENIAC in 1948. It then defines innovation as the process of creating variety through new ideas, selecting the best ideas, and replicating ideas. Examples are given of business model innovation at Goldcorp and Monty Python. The document concludes with a comparison of the traditional record label business model versus musician Kristin Hersh's model of direct artist support through subscriber levels.
The document provides tips for finishing a PhD thesis by breaking it down into smaller, manageable parts and establishing a regular writing schedule. It acknowledges common excuses graduate students use to avoid writing, such as needing to do more reading or only being able to write at certain times, and advises treating writing like a regular activity done every day. The document also notes that the greatest scientists had trouble finishing their work and advocates writing daily to make productive use of time rather than waiting for bursts of inspiration.
This document discusses network analysis and its use in mapping and analyzing innovation networks. It provides examples of using network analysis to study the international trade network from 1938 to 2003 and a collaborative R&D network. Key network metrics discussed include degree distribution, density, clustering, and average path length. The analysis of the trade network found its overall structure has remained stable over time but countries' interconnectivity has increased. Analysis of an R&D network found those with a small world structure were more innovative.
1) The document discusses 4 rules for managing networks: don't think of networking but think about network structure; be a hub; if you can't be a hub, be a bridge; link to firms and people unlike yourself.
2) Network analysis uses tools to statistically describe network structure consisting of nodes and connections, with performance benefits up to a point as connections are expensive to maintain.
3) The rules advise focusing on network structure rather than just networking, being highly connected, facilitating connections between others if not highly connected yourself, and linking diverse groups.
The document discusses various innovation processes including the stage-gate model, scrum agile product development, and the double diamond process. It also outlines typical development processes that move from a divergent discovery phase to a convergent define phase where opportunities are refined. Key activities in the discovery phase include exploring problems, technologies, markets, and ideas while the define phase involves evaluating opportunities through questioning and quick assessment methods.
The document is an introduction to innovation that provides definitions of innovation, discusses why innovation is important for businesses, and classifies different types of innovation. It defines innovation as the successful exploitation of new ideas and discusses innovation in terms of invention, commercialization, and diffusion of new products or services. The document also outlines different degrees of innovation from new products to improvements, and classifies innovations as application, market, technology, or paradigm innovations based on the novelty of the technology and market.
The Three Stages Of Innovation StrategyTim Kastelle
John Steen's talk at the Brisbane Innovation Network meeting from 21 October 2009 discussing the three stages of innovation strategy through which we have seen firms evolve.
The human eye allows us to see by allowing light to enter through the cornea and lens, which focuses the light onto the retina. The lens adjusts its curvature, a process called accommodation, to focus on objects at different distances, with the help of ciliary muscles. The retina contains light-sensitive cells that detect the image and send signals to the brain via the optic nerve. Some common vision problems include myopia, where the eye focuses images in front of the retina, hypermetropia where images are focused behind the retina, and presbyopia which occurs due to weakening muscles with age.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda is split into four sections covering integrated product development, product/service-systems, open design, and protovation. In the section on integrated product development, Howard discusses the key disciplines of market, product, and production/business and how remaining uncertainties can be identified. He emphasizes using prototypes to test feasibility and answer major questions. Different types of prototypes are defined including proof-of-principle, form study, user experience, visual, and functional prototypes. Market prototyping is also introduced as a way to test market feasibility.
This document provides information about an innovation and product development course. It includes an agenda for the course that covers topics like introduction to innovation and the innovation process. It also lists the teaching team which is led by Thomas J. Howard and includes guest lecturers. Assessment is based mostly on an entrepreneurial output involving a business plan and pitch. Reading materials and the lecture schedule are provided which cover various aspects of innovation and product development.
The lecture was split into four sections and covered crowdsourcing techniques such as crowd funding, labor, innovation, and creativity. Open design was discussed as an emerging paradigm where design blueprints are shared openly versus just source code. Different open licenses like Creative Commons were reviewed. Examples of open hardware projects like Arduino and Free Beer were provided. Open design was presented as a new consideration for integrated product development and potential revenue models from an open source approach.
The document provides instructions for an exercise to design a shipping container with specific dimensions and features, including a wall thickness, hinge, hole, and text. Participants have 20 minutes to design the container in a CAD program, checking for mistakes and preparing an STL file for 3D printing. The first correctly designed file submitted will be printed.
This document summarizes the services of a consulting company called Intepat that specializes in intellectual property matters. Intepat offers a range of IP services including patents, trademarks, copyrights, and portfolio management. It has capabilities across many technical areas and provides customized solutions to help clients unleash business opportunities and protect their intellectual property.
My talk for UQ Teaching & Learning Week from the panel session on 4 November 2009 discussing what it means to be open in the context of higher education.
This document contains the titles of 3 paintings: Tingari Tale by Walala Tjapaltjarri, Wirrimanu by Mathew West Tjupurrula, and My Country by Mona Mitakiki Shepherd.
This document summarizes Dr. Tim Kastelle's presentation on innovation and business models. It begins with a brief history of computing innovation from Leibniz's binary notation in the 1670s to the ENIAC in 1948. It then defines innovation as the process of creating variety through new ideas, selecting the best ideas, and replicating ideas. Examples are given of business model innovation at Goldcorp and Monty Python. The document concludes with a comparison of the traditional record label business model versus musician Kristin Hersh's model of direct artist support through subscriber levels.
The document provides tips for finishing a PhD thesis by breaking it down into smaller, manageable parts and establishing a regular writing schedule. It acknowledges common excuses graduate students use to avoid writing, such as needing to do more reading or only being able to write at certain times, and advises treating writing like a regular activity done every day. The document also notes that the greatest scientists had trouble finishing their work and advocates writing daily to make productive use of time rather than waiting for bursts of inspiration.
This document discusses network analysis and its use in mapping and analyzing innovation networks. It provides examples of using network analysis to study the international trade network from 1938 to 2003 and a collaborative R&D network. Key network metrics discussed include degree distribution, density, clustering, and average path length. The analysis of the trade network found its overall structure has remained stable over time but countries' interconnectivity has increased. Analysis of an R&D network found those with a small world structure were more innovative.
1) The document discusses 4 rules for managing networks: don't think of networking but think about network structure; be a hub; if you can't be a hub, be a bridge; link to firms and people unlike yourself.
2) Network analysis uses tools to statistically describe network structure consisting of nodes and connections, with performance benefits up to a point as connections are expensive to maintain.
3) The rules advise focusing on network structure rather than just networking, being highly connected, facilitating connections between others if not highly connected yourself, and linking diverse groups.
The document discusses various innovation processes including the stage-gate model, scrum agile product development, and the double diamond process. It also outlines typical development processes that move from a divergent discovery phase to a convergent define phase where opportunities are refined. Key activities in the discovery phase include exploring problems, technologies, markets, and ideas while the define phase involves evaluating opportunities through questioning and quick assessment methods.
The document is an introduction to innovation that provides definitions of innovation, discusses why innovation is important for businesses, and classifies different types of innovation. It defines innovation as the successful exploitation of new ideas and discusses innovation in terms of invention, commercialization, and diffusion of new products or services. The document also outlines different degrees of innovation from new products to improvements, and classifies innovations as application, market, technology, or paradigm innovations based on the novelty of the technology and market.
The Three Stages Of Innovation StrategyTim Kastelle
John Steen's talk at the Brisbane Innovation Network meeting from 21 October 2009 discussing the three stages of innovation strategy through which we have seen firms evolve.
The human eye allows us to see by allowing light to enter through the cornea and lens, which focuses the light onto the retina. The lens adjusts its curvature, a process called accommodation, to focus on objects at different distances, with the help of ciliary muscles. The retina contains light-sensitive cells that detect the image and send signals to the brain via the optic nerve. Some common vision problems include myopia, where the eye focuses images in front of the retina, hypermetropia where images are focused behind the retina, and presbyopia which occurs due to weakening muscles with age.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda is split into four sections covering integrated product development, product/service-systems, open design, and protovation. In the section on integrated product development, Howard discusses the key disciplines of market, product, and production/business and how remaining uncertainties can be identified. He emphasizes using prototypes to test feasibility and answer major questions. Different types of prototypes are defined including proof-of-principle, form study, user experience, visual, and functional prototypes. Market prototyping is also introduced as a way to test market feasibility.
This document provides information about an innovation and product development course. It includes an agenda for the course that covers topics like introduction to innovation and the innovation process. It also lists the teaching team which is led by Thomas J. Howard and includes guest lecturers. Assessment is based mostly on an entrepreneurial output involving a business plan and pitch. Reading materials and the lecture schedule are provided which cover various aspects of innovation and product development.
The lecture was split into four sections and covered crowdsourcing techniques such as crowd funding, labor, innovation, and creativity. Open design was discussed as an emerging paradigm where design blueprints are shared openly versus just source code. Different open licenses like Creative Commons were reviewed. Examples of open hardware projects like Arduino and Free Beer were provided. Open design was presented as a new consideration for integrated product development and potential revenue models from an open source approach.
The document provides instructions for an exercise to design a shipping container with specific dimensions and features, including a wall thickness, hinge, hole, and text. Participants have 20 minutes to design the container in a CAD program, checking for mistakes and preparing an STL file for 3D printing. The first correctly designed file submitted will be printed.
This document summarizes the services of a consulting company called Intepat that specializes in intellectual property matters. Intepat offers a range of IP services including patents, trademarks, copyrights, and portfolio management. It has capabilities across many technical areas and provides customized solutions to help clients unleash business opportunities and protect their intellectual property.
What every Tech Startup should know about Intellectual PropertyHerve Flutto
Provides Tech Entrepreneurs hands-on, practical insights on how to protect your intellectual property effectively. It guides you on how to deal with third parties’ intellectual property, including answers to questions like:
* Which type of intellectual property is best suited for my business?
* Is it better to patent or to maintain secrecy?
* Which third party intellectual property rights are relevant for my business?
*How can I reach reasonable certainty with regards to third party’s intellectual property rights?
We talk with Daniel Hoppe, Certified IP Specialist Lawyer with the German based IP law firm PREU BOHLIG & PARTNER. He draws from his experience in advising start-ups in matters of intellectual property and from his experience in intellectual property litigation.
The document discusses emerging IP trends and opportunities in Asia, with a focus on China. It provides background on the speaker and their experience in IP licensing. Global trends show a shift towards knowledge-based economies where IP and intangible assets are increasingly valuable. Drivers for commercializing IP include shortened product lifecycles, global competition, and the growing IP services ecosystem. The market for patent trading and licensing has expanded significantly. China represents both challenges and opportunities for IP businesses due to its large market and developing IP system.
Giridhar Pillarisetti
Giridhar Pillarisetti
Recently at a talk at the IPEX Conference of CII at Chennai, I pointed out that IP Audits/Due diligence is always talked in ex-post M&A situations. But commercial IP assessment of research ideas/projects should be ex ante even during design phase of the R&D project. Todays many IP professionals are good at litigation and audit during M&A but not at ex ante assessment which is much more challenging and more relevant to the Indian research and IP scenario.
Intepat® is a niche intellectual property services company that provides a broad range of customized services in Intellectual Property matters, that includes patents, trademarks, copyright, and industrial design.
We strive to develop an in-depth understanding of each client’s business and to deliver intellectual property services in a manner that best suits the needs of each individual client. Our customized and cost-effective approach has enabled our clients to transform their ideas and innovations, into business opportunities. Our clients, from Fortune 500 to SME’s to Individual Inventors, are active in a broad variety of technical and scientific areas.
Juldee IP and tech monetization v4 by ex-Hewlett-Packard Director of IP Fas M...Fas (Feisal) Mosleh
Ever wondered how to best leverage your innovation – technology, patents and IP – to create additional value for your venture? You can increase your business valuation, create a revenue stream or generate a small windfall for your business by monetizing technology and patents along the way. IP and technology M&A can help create value whether you are early stage, mid stage or later stage.
This document discusses perspectives on intellectual property (IP) from different stakeholders within a company. It provides an overview of how CEOs, CTOs, and general counsel view IP and consider options like monetizing, defending, or developing their patent portfolios. The CEO of a small company sees boosting valuation through IP acquisition, while a big company CEO focuses on aggressively protecting products. A CTO wants to keep and develop their own patents. General counsel executes business priorities around litigating, licensing, or monetizing patents. Ultimately, companies should optimize returns from their IP assets and divest non-strategic patents.
Dennemeyer Consulting provides you with strategic insights on how to manage your intangible assets. Our core service lines include:
- IP valuation & monetization
- IP cost excellence
- IP risk mitigation & infringement
- Innovation & IP creation
- IP excellence & transformation
Stratified medicine - How Can We Help Each OtherSpace IDEAS Hub
Stratified Medicine – Opportunities for Business was a session that provided information to help businesses. It included presentations on how the Space IDEAS Hub can help leverage expertise from the space industry, intellectual property, and funding options. The Space IDEAS Hub helps businesses with challenges through innovative solutions, engineering expertise, and analysis. It has experience from space programs and can help spin out new technologies. Intellectual property was discussed, including patents, trademarks, registered designs, and copyright. Finally, funding through business angels and venture capital was covered, including when they provide funding, what they expect from investments, and the assessment process.
Intellectual Property: Presentation on IP for Business Advantage - BananaIPBananaIP Counsels
Intellectual Property: Presentation on IP for Business Advantage - BananaIP
BananaIP Counsels, formerly Brain League IP Services, founded in 2004 at the Indian Institute of Management (IIM) Bangalore’s incubation center (NSRCEL), is recognized as an IP/Patent trailblazer in India. The firm’s mission is to help clients maximize business value from their Intellectual Property (IP)/Patents, and gain competitive advantage in the market place. In its evolution from Brain League, BananaIP carries forward the firm’s core values – Merger of Technology,Management and Law, Swift Adaptation to changes in competitive environment, and business driven approach to Intellectual Property (IP)/Patent Services
Contact Us for Intellectual Property Services
BananaIP Counsels
Regd Office
No.40,3rd Main Road,JC Industrial Estate,
Kanakapura Road,Bangalore – 560 062.
Email: contact@bananaip.com
Telephone: +91-80-26860414 /24/34
This document discusses intellectual property (IP) and strategies for commercial success through IP. It covers types of IP like patents, trademarks, and designs. It emphasizes developing an IP strategy aligned with business goals to maximize returns. The document also discusses obtaining tax relief for innovation through R&D tax credits and the new Patent Box, which allows companies to pay a lower tax rate on profits associated with patented products or services.
The document discusses intellectual property (IP) strategies for Chinese tech companies from an IP acquisitions perspective. It recommends pooling domestic patents to negotiate favorable licensing terms. It also suggests pursuing tech transfers from overseas for technological advancement, and considering international mergers and acquisitions to access new costs and markets while establishing collaborative relationships. Overall, the strategies aim to help Chinese small- and medium-sized enterprises overcome IP deficits and better position themselves in the global IP landscape.
Scinnovation (also known as SCPL) is in the business of Scaling Innovation since 2005 and provides innovation, R&D and Intellectual Property (IP) solutions to start ups, innovators and businesses.
SCPL is involved in creating the innovation ecosystem by getting ideas protected globally, creating IP strategy for new product launch, and providing solutions to enforce IPR.
This document discusses technology transfer and intellectual property. It defines technology transfer as the process of transforming research and development results into marketable products or services. It outlines the critical steps from invention to commercialization, including intellectual property protection, proof of concept development, startup formation, venture capital funding, and growth. It emphasizes the challenges of moving an idea from theory to practice and stresses the importance of understanding markets, intellectual property, and deal structuring to successfully transfer technology.
This document discusses intellectual property management to support new product development. It defines intellectual property and describes various intellectual property tools like patents, trademarks, copyrights and trade secrets. It explains how these intellectual property tools can help at different stages of new product development from the idea stage to marketing. The document also provides case studies of how companies like Xerox, Bayer and Apple have effectively used intellectual property tools to support new product development and maximize profits.
I Minds2009 Dr M Claire Van De Velde Ibbt Valorization Strategyimec.archive
IBBT is a research institute in Belgium that conducts interdisciplinary research projects with over 300 industry partners. It has an annual budget of 25 million Euros and over 700 researchers across 6 institutes. IBBT focuses on demand-driven research in key technology areas through projects like ICON and Living Labs. It also has business development programs to support commercialization including intellectual property management, incubation projects, entrepreneurship training like iSteps and iBootCamps, and pre-seed financing through iVenture. The goal is to translate research results into new products, services and economic activity through collaboration with industry.
The document lists the top 10 sources of funding for startups and innovation projects in Denmark, ranging from small grants up to venture capital investments of over 50 million Danish kroner. It includes funding options from Danish government organizations like DTU, Symbion Innovation, and CAT for proof-of-concept, accelerators, seed funding, and larger rounds of funding. Private sources like business angels and venture capital are also mentioned as potential sources for later stage startups seeking multi-million investments. Obtaining an initial customer and bootstrapping are listed as additional ways to fund projects.
SEED Capital is a venture capital firm that finances and assists startups in Denmark and Southern Sweden. It looks for startups in life sciences, IT, and cleantech. SEED has over 70 companies in its portfolio and has had 12 exits with over a 1x return on invested capital. The investment process at SEED involves an introduction, convincing phase where startups pitch internally, a deep diving due diligence phase, and completion with final investment agreements. SEED looks for highly innovative products and teams that can solve big problems and scale to over 1 billion euros in market potential.
The document discusses ContiPress, a solution for continuous non-interfering blood pressure measurements. There is a need for such measurements to diagnose and treat hypertension better. ContiPress uses a disposable patch sensor to measure arterial distension and stiffness, allowing calculation of blood pressure without interfering with the patient. Starting the company Sense involved overcoming technical and organizational challenges, securing intellectual property, and obtaining financing. Success requires a solution to an important need, the right competencies, and navigating financial and regulatory hurdles.
This document discusses electronics prototyping using Arduino. Arduino allows users to easily create electronic devices that can sense inputs, process data, and control outputs through an intuitive programming language. It provides a platform for designing prototypes through an open-source hardware and software ecosystem that includes the Arduino board, Arduino IDE for writing code, and Fritzing for hardware simulation.
Prototyping is essential for product development. A prototype is an early version of an idea that allows companies to validate assumptions, visualize ideas, fail early and cheaply, and compare alternatives. Good prototypes are quick and cheap to create, minimal in features, testable by potential users, and provide measurable feedback on what is and isn't working. Prototyping answers questions and generates new ones to further improve products.
Gcode contains instructions that tell a 3D printer how to operate by specifying movements, speeds, positions, and temperatures. Cura software slices 3D models and generates Gcode by setting parameters like layer thickness, print speed, infill density, and number of perimeters. The Gcode produced contains all the information needed to control the 3D printer's hardware and produce the printed part through the firmware interpreting the code.
This document provides guidelines for designing parts to be 3D printed on an Ultimaker FDM printer. Key points covered include geometric constraints like minimum wall thicknesses and accuracy tolerances, using support structures effectively by modifying part orientation and features, hollowing parts and optimizing infill, printing clear text, and designing mechanisms with proper clearances between moving parts. The document outlines strategies for preparing CAD models and generating Gcode files to produce high quality 3D prints.
1. Netfabb is a free software that can be used to validate and repair STL files before 3D printing. It checks for errors like holes, naked edges, and inverted triangles.
2. Netfabb allows users to measure, scale, rotate, and split STL files. It also has automatic and manual repair tools to fix issues found during validation.
3. When using Netfabb, users should check that each part is in a separate file, files are the correct size, parts are correctly scaled and oriented, wall thicknesses are adequate, and support structures are added if needed. Any errors identified during validation should be repaired before 3D printing.
Standard Tessellation Language (STL) files represent a 3D surface as a set of triangular facets and are commonly used for 3D printing and additive manufacturing. When exporting a CAD model to an STL file, it is important to balance the triangle count and file size by adjusting the resolution settings. A higher resolution with more triangles provides more detail but a larger file, while too low a resolution risks losing important surface details in the 3D printed part. Proper STL export settings depend on the complexity of the model surfaces and size.
The document discusses the concept of "protovation", which involves prototyping products and markets to test ideas and address uncertainties. It describes different types of prototypes, including proof-of-principle, form study, user experience, visual, and functional prototypes. These prototypes can be used at different stages to test aspects like design feasibility, user interactions, and aesthetics before full production. The document also discusses using prototypes to test market feasibility through questions like determining customer needs and willingness to purchase.
The document discusses open design as a new paradigm of product development. It defines open design as making design blueprints and other product design information openly available and modifiable so others can build upon and improve the designs. Open design is enabled by open source principles and crowdsourcing innovation from user communities. While open design gives up control over intellectual property, it can drive more innovation, product variety, and revenue from consulting, complementary products, and data gathered from how users engage with designs.
This document discusses product/service-system (PSS) design. It defines a product as creating value through transferring ownership from one stakeholder to another. A service is defined as creating value when one stakeholder carries out an activity for another. PSS is described as a system that supports a product through an extended life period for the company, with the company providing services to customers during use rather than just selling the product. Examples are given of Rolls Royce shifting from selling airplane engines to charging for engine use through maintenance services, and Danfoss shifting from selling refrigeration controls to providing consulting services to supermarkets.
The document discusses the Lean Startup methodology for entrepreneurship. It describes how Lean Startup builds upon principles from Lean manufacturing by emphasizing an iterative process of building minimal products, measuring customer feedback, and learning to pivot the business model based on what is learned. This represents a shift from viewing entrepreneurship as dependent solely on opportunities and individuals, to seeing the process itself as key to creating successful ventures. The document uses examples from the company EdgeFlow to illustrate Lean Startup concepts like validating hypotheses, creating minimum viable products, using innovation accounting to measure progress, and deciding when to pivot the business model.
41631 lecture 3 pt1 tech entrepreneurship methodsTom Howard
The agenda covers topics related to technology entrepreneurship including:
- A 90 minute session on the Lean Startup methodology with introductions and descriptions of central concepts.
- Two sessions totalling 2 hours and 10 minutes on SCRUM, divided into two parts.
- Three short breaks are scheduled throughout the day.
SCRUM is an agile project management framework predominantly used for software development. It utilizes short development cycles called sprints to incrementally develop a product. SCRUM defines three main roles: Product Owner prioritizes product features; the Development Team completes the work; and the SCRUM Master facilitates the process. The framework emphasizes adaptive planning, early and continuous delivery, transparency, and process adjustment based on learning.
The document discusses organizing a new event instead of participating in the CBS case competition. It instructs sending an email to Lisbeth Lassen ASAP with the provided email address. It also discusses applying for proof of concept funding of 35,000 Danish krone from Katapult and provides the relevant website.
The document introduces the business model canvas, a strategic management template for developing new or documenting existing business models. It describes the nine blocks of the canvas - key partners, key activities, key resources, value propositions, customer relationships, customer segments, channels, revenue streams, and cost structure. The document uses Spotify as an example to demonstrate how its business model differs from conventional retail and provides exercises for applying the canvas to analyze a technology's value proposition and identify suitable customer segments.
This document provides an introduction to an integrated product development course. It discusses key concepts like the three disciplines of integrated product development - market, product, and production. It presents sample exercises for using mathematical operations to meet multiple stakeholder needs. The role of the product developer in balancing stakeholder constraints is also examined. Integrated product development is defined as building the business case for a product from all stakeholder perspectives.
This document provides an introduction and agenda for a course on innovation in product development. The course will be taught by Thomas J. Howard and Jakob Bejbro and will include lectures on topics like integrated product development, business model canvas, and project introductions. The course aims to provide students experience applying concepts to develop products and businesses. Students will work in project teams and complete deliverables like a product report, business plan, video pitch, and final exam presentation. Support resources for entrepreneurs are also listed.
Crowdsourcing - IPU user driven innovation dayTom Howard
The document discusses crowdsourcing and lead users in product development. It defines crowdsourcing and describes its uses, including crowd funding, crowd labor, crowd innovation, distributed knowledge, and crowd creativity. Crowdsourcing can be used for tasks like debugging, advertising, proofreading, and surveys. It also discusses using crowdsourcing for innovation, aesthetics, and branding. The document advocates building the crowd into products and challenges the reader to find internal projects that could utilize crowdsourcing with a small budget.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
1. Seminar
Patentability of inventions
Verena Simpson
vsi@gipc.eu
+45 77 34 44 89
1
Protecting Value – Managing Risk – Building Business Guardian
IP Consulting
2. Agenda
• 9:15 – 9:45 Patentability criteria – novelty and
inventive contribution
• 10:00 – 11:25 Assessing patentability of student
inventions
Strategic and commercial decisions
• 11:30 – 12:00
to be made when seeking patent
protection
2
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3. Computer-implemented inventions
• What can be protected?
• Is it worthwhile?
3
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4. Protecting Value – Managing Risk – Building Business Guardian
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5. Patent protection
• Patents provide a 20 year monopoly
for inventions
• If you have a patent you may prevent
your competitors from using your
invention – or demand a license fee!
• Patent applications are published 1½
years after filing, thus preventing
others from patenting the same
5
invention over again.
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6. Patent vs. copyright
• Patent:
– Broad protection: Protects all implementations
of an inventive concept
– Requires description of inventive concept
– Registration process
– Limited in time (20 years) and geography
• Copyright:
– Narrow protection: Protects a specific
implementation
– Established automatically by creation of the
implementation
– Long protection
6
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7. What does it take to get a patent?
• An invention!
– The invention has to be new, i.e. the exact
same invention must not yet have been
publicly disclosed in any way.
– The invention must not be obvious, i.e.
the invention must differ from
known, similar inventions in a non-trivial
manner.
• A patent application
– The invention needs to be described in
sufficient detail.
– The patent claims need to give a clear
7
definition of the scope of the protected
invention
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8. Is this an invention?
• A transformation of an integrable
function ƒ : R → C, defined as
8
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9. How about this?
• A method of controlling a combustion
process, comprising:
– Measuring light emitted by the
combustion process
– Calculating a Fourier transform of the light
intensity as a function of time
– Controlling parameter Y of the combustion
process as a function of the calculated
Fourier transform
9
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10. Mathematical algorithm vs. invention
• A mathematical algorithm as such is not patentable,
but a technical process using that algorithm is
• Mathematical algorithm
abstract numbers in
– abstract numbers out.
• Technical process
works on physical quantities
(e.g. measured data, or
data representing something physical, non-abstract)
10
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11. How about this?
• A method of determining an optimal trading
time for a financial instrument, comprising:
– Monitoring a price of the financial instrument as
a function of time
– Calculating a Fourier transform of the
monitored price
– Determining the optimal trading time from the
calculated Fourier transform
11
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12. Is this an invention?
• A method of selling candy by
presenting the candy in a way that
catches children’s attention
12
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13. Is this an invention?
• A shelf system for presenting
items, comprising
– A shelf
– A motion sensor for detecting a
motion in a predetermined
proximity from the shelf,
– An audio system for generating
audio output
– A control unit for activating the
audio system responsive to a
detection signal from the motion
sensor.
13
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14. What does it take in Europe ?
• Patentable invention has to be a
technical solution to a technical
problem
• The technical aspects of the solution
must not be obvious
14
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15. Trading example revisited:
• A method of determining an optimal trading
time for a financial instrument, comprising:
– Monitoring a price of the financial instrument as
a function of time
– Calculating a Fourier transform of the
monitored price
– Determining the optimal trading time from the
calculated Fourier transform
• Anything technical?
15
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16. Re-define the innovative idea:
• A computer for determining an optimal trading
time for a financial instrument, comprising:
– A communications interface for receiving real-time
price information for a financial instrument
– A processing unit programmed to calculate a
Fourier transform of the monitored price, and to
determine the optimal trading time from the
calculated Fourier transform
– A trading interface connected to a computer
system of the stock market programmed to
initiate a trade at the determined trading time
• Non-obvious technical solution
to a technical problem?
16
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17. Disregard non-technical stuff:
• A computer for determining an optimal action
time for performing an action, comprising:
– A communications interface for receiving real-time
input data
– A processing unit programmed to calculate a
Fourier transform of the monitored input data, and
to determine the optimal action time from the
calculated Fourier transform
– A control interface connected to another computer
system programmed to initiate an action at the
determined action time
• Now determine whether this is a
non-obvious technical solution to
a technical problem - in view of
17 the prior art!!!
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18. Different Rules in different parts of the world?
• Patentable invention • Particular machine or
has to be a technical apparatus, or
solution to a technical • Transforms a
problem particular article into a
• The technical aspects different state or thing
of the solution must • All aspects considered
not be obvious as regards
obviousness
18
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19. Pin for an automatic twist lock
Claims:
1. An exchangeable device (pin) comprising: an
improved surface resistant to a high corrosion
environment or ice.
2. The exchangeable device of claim 1, made of
alloy or steel.
3. The exchangeable device of claim 2, wherein said
device is further coated in plastic.
4. ?
Prior art: WO2006021579 describes a coupling piece for connecting
two containers stacked one on top of another, especially on board ships.
Hot dip galvanised steel
Technical effect: reduced friction between components
Problem that it solves: No jammed, hard to remove, twist locks
therefore time needed to unload ship is decreased money saved.
Competitor/client: SEC SHIP S EQUIPMENT CT BREMEN [DE];
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20. Protecting Value – Managing Risk – Building Business Guardian
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21. Wind speed Sensor adapted for
mobile phone
Claims:
1. A wind-driven rotor comprising a magnet, means for
converting changes in magnetic field into variations of an
electric signal; means for transferring said signal to a smart
phone.
2. A mobile phone adapted for receiving a signal from the
wind-driven rotor of claim 1 and translating the signal into
wind speed
3. ?
Prior art: WO2008073074 (A1) - MEASURING AND DISPLAYING
CURRENT LOCATION WEATHER CONDITIONS WITHIN WIRELESS
CELLULAR PHONES – deemed withdrawn
CN201403115: Cell phone measuring wind speed with
thermocouple
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22. Variable brake light system
Claims
1. A vehicle brake light system comprising a decelerometer attached to a
controller connected to a number of individual light elements which are lit
in dependence on the strength of the signal from the decelerometer.
2. A vehicle brake light system according to any preceding claim, in which the
light elements are LEDs which preferably comprise a strip across the license
plate.
GB2419045 Variable vehicle brake light system according to
brake pedal pressure or deceleration.
A vehicle brake light system comprising a decelerometer in
communication with the brake pedal, and attached to a controller
connected to a number of individual light elements which are lit in
dependence on the strength of the signal from the decelerometer. The
light elements may be LEDs preferably comprising a strip across the rear
of the vehicle.
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23. What is a patentable invention?
• Has to be an invention within the
meaning of the patent law
• Has to be new
• Has to be non-obvious
• Determination depends on how we define
the invention
• Determination slightly different in
different parts of the world
• Technical solutions implemented in
software are patentable!
23
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24. Now to the important question!
• What can be protected?
• Is it worthwhile?
24
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25. Indicators of valuable candidate inventions
• Gives product a competitive edge
– Likely to be used in marketing
– Functionality
– Performance 9 10
– Production cost 7 8
– Reliability
• Visibility
– Easy to detect infringement
– Easy for competitors to identify / reverse engineer
– Gives a product an improvement that is detectable by
user/customer
• Timing
– Maturity of technology / time to market
– Expected lifetime of invention
• Low cost to copy
– Easy for competitors to identify / reverse engineer
• High cost to develop
25 • Hard to work around
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26. Protecting Value – Managing Risk – Building Business Guardian
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27. Protecting Value – Managing Risk – Building Business Guardian
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28. Protecting Value – Managing Risk – Building Business Guardian
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