This document discusses open innovation tools and methods used by yet2.com, a global leader in intellectual property licensing. It provides an overview of yet2.com's services including technology acquisition, licensing, and identification. It then discusses best practices for organizational groundwork, identifying technology needs, evaluating potential solutions, and getting started with open innovation pilots. Key aspects that contribute to successful deals and partnerships are also outlined.
Market Research plays a vital role for organizations that are looking to move confidently in a new direction. This presentation gives an overview of our unique approach towards delivering unparralled results.
Chris Scafario
6 Tactics To Improve Your Technology ScoutingMamta Agrawal
Technology scouting’s main goal is to help small and medium-sized businesses identify emerging innovations, channel tech-related data into the organization, and promote inexperienced technology in a corporate setting. At Ingenious e-Brain, we combine our knowledge, analysis, and tried-and-true processes to map out the innovations that will influence your business. We carry out a technology scouting service in the following steps.
Tracking technology trends that will change the future of the industry. Fostering innovation. Megatrends and transitions are occurring in months rather than years. From mobility and video to cloud and network programmability, there is no end in sight. The implications of this are amazing. Faster rates of new product introduction. Increasing product complex- ity. And a highly volatile technology landscape, where disruption occurs more easily. To continue advancing the technological frontier, and encouraging global economic growth, we need a comprehensive vision of where the IT industry is heading. Cisco Technology Radar meets this need. It is the foundation of Cisco internal and external innovation strategy. The Corporate Technology Group coordinates the radar for the Cisco Chief Technology and Strategy Office. The program builds on Cisco employees’ passion for technology combined with data-driven inputs from the latest trends in academic research, patenting activity, and venture capital funding.
Market Research plays a vital role for organizations that are looking to move confidently in a new direction. This presentation gives an overview of our unique approach towards delivering unparralled results.
Chris Scafario
6 Tactics To Improve Your Technology ScoutingMamta Agrawal
Technology scouting’s main goal is to help small and medium-sized businesses identify emerging innovations, channel tech-related data into the organization, and promote inexperienced technology in a corporate setting. At Ingenious e-Brain, we combine our knowledge, analysis, and tried-and-true processes to map out the innovations that will influence your business. We carry out a technology scouting service in the following steps.
Tracking technology trends that will change the future of the industry. Fostering innovation. Megatrends and transitions are occurring in months rather than years. From mobility and video to cloud and network programmability, there is no end in sight. The implications of this are amazing. Faster rates of new product introduction. Increasing product complex- ity. And a highly volatile technology landscape, where disruption occurs more easily. To continue advancing the technological frontier, and encouraging global economic growth, we need a comprehensive vision of where the IT industry is heading. Cisco Technology Radar meets this need. It is the foundation of Cisco internal and external innovation strategy. The Corporate Technology Group coordinates the radar for the Cisco Chief Technology and Strategy Office. The program builds on Cisco employees’ passion for technology combined with data-driven inputs from the latest trends in academic research, patenting activity, and venture capital funding.
Entrepreneurship 101: Commercializing University / Hospital TechnologiesMaRS Discovery District
Speaker: Tom Corr, DBA, MBA, ADipC, Director of Commercialization, IT and Communications, at Innovations at the University of Toronto
An audio presentation can be accessed by going to
http://www.marsdd.com/ent101
and clicking on the October 17, 2006 session:
"Entrepreneurship 101 - An Introduction to Commercializing University/Hospital Technologies"
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
Alberto Di Minin - Open Innovation 2.0 - Findings of JRC studyAlberto Minin
My presentation on findings of my recent study supported by JRC on Open Innovation across Europe, during the Open Innovation 2.0 Conference in Amsterdam. You can find the complete report of the study here: https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/case-studies-open-innovation-ict
The lecture covers topics such as:
* Which is best - licensing or start-up?
* Who owns my invention?
* How do I work with my Tech Transfer Office?
More information: http://www.marsdd.com/Events/Event-Calendar/Ent101/2007/introcommercializing-20071107.html
Speaker: Tom Corr, Associate VP Commercialization, University of Waterloo Office of Research
Speaker: Raphael Ronen, Commercialization Manager, The Innovations Group (TIG)
Within universities and research institutions there are no shortage of good ideas; but not all of those ideas make commercial sense. In this lecture, we explore what makes a technology worthwhile commercializing. We also touch on some of the lessons we can take from the university setting and apply to any start-up technology.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/ent101
Entrepreneurship 101: Commercializing University / Hospital TechnologiesMaRS Discovery District
Speaker: Tom Corr, DBA, MBA, ADipC, Director of Commercialization, IT and Communications, at Innovations at the University of Toronto
An audio presentation can be accessed by going to
http://www.marsdd.com/ent101
and clicking on the October 17, 2006 session:
"Entrepreneurship 101 - An Introduction to Commercializing University/Hospital Technologies"
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
Alberto Di Minin - Open Innovation 2.0 - Findings of JRC studyAlberto Minin
My presentation on findings of my recent study supported by JRC on Open Innovation across Europe, during the Open Innovation 2.0 Conference in Amsterdam. You can find the complete report of the study here: https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/case-studies-open-innovation-ict
The lecture covers topics such as:
* Which is best - licensing or start-up?
* Who owns my invention?
* How do I work with my Tech Transfer Office?
More information: http://www.marsdd.com/Events/Event-Calendar/Ent101/2007/introcommercializing-20071107.html
Speaker: Tom Corr, Associate VP Commercialization, University of Waterloo Office of Research
Speaker: Raphael Ronen, Commercialization Manager, The Innovations Group (TIG)
Within universities and research institutions there are no shortage of good ideas; but not all of those ideas make commercial sense. In this lecture, we explore what makes a technology worthwhile commercializing. We also touch on some of the lessons we can take from the university setting and apply to any start-up technology.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/ent101
As access to the internet grows globally, the number of information sources are growing exponentially. In addition, innovations driven by technology platforms such as IoT, AI, MEMS, etc. are bringing new competitors into spaces that were never considered before. Whoever thought that an automotive OEM would feel threatened by Apple or Google. This period of expansion in both information sources and technologies presents a tremendous opportunity and challenge for global corporations. Information needs to be tracked on a regular and consistent basis from various (previously ignored) sources to identify new opportunities, innovations and threats. SciTech Patent Art will share its learnings from the establishment of one such well-thought through Competitive Technology Intelligence program for a global corporation. The presenter will discuss how scope was established, approach used, learnings/refinements to make the program more useful and at the end, summarize key elements of establishing and making such a program successful. Use of tools such as Artificial Intelligence, which is playing a critical role in program sustenance, will be reviewed in the context of establishing such a cost-effective global CTI program.
This document explains the features and insights that can be extracted and helps you understand the kind of problems it solves in the Technology industry
With the increasing impact of globalization on business, the scope for competition is no longer limited by national boundaries or by the definition of a particular industrial sector.
Management of technology, innovation and information have also emerged as key requirements for success in the 21st century enterprise.
Thus, proper management of technological change, particularly at the productive enterprise level, has become the most important consideration for development.
A Changing Model: Moving technologies from research to applicationsPARC, a Xerox company
What has to change in the lab-to-market model when there is disruptive change in technologies or markets, such as that now being driven by flexible electronics?
Typical lab-to-market models using primarily internal resources can respond well to incremental market or technology changes, and can also be optimized for rapid development cycles. However, they do NOT handle major disruptions in markets or technologies because too many pieces of the ecosystem have to change simultaneously.
Based on PARC's experience across a range of technologies and industries which has resulted in over 30 new businesses, Mark Bernstein, CEO of PARC, shares some lessons learned and recommendations for addressing the challenges raised by disrupted lab-to-market ecosystems.
This presentation covers: (1) how companies can create an early warning system, bring in outside expertise/ open innovation partners, and position themselves flexibly for new near- and long-term opportunities; (2) specific case studies; and (3) PARC’s view of the ecosystem framework for developing products based on flexible electronics.
This slide deck was used at my presentation during PM Labs in Moscow on Nov 18th 2010.
The purpose of this session was to demonstrate best in class practices for IT product and service development. It showed tools and techniques that allow project and product managers to select most promising idea, develop, and successfully launch it in the market
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
3. yet2.com – Global leader in intellectual property
(IP) licensing, acquisition and consulting
Formed in ‟99. Advisory Board includes: AGFA, Air
Products, Bayer, DSM, DuPont, Philips, P&G, Takeda
Full range of services to assist clients in licensing and
technology acquisition
Offices in US, UK, Japan
yet2.com internet presence is unique resource to
facilitate deals –
– 120,000+ registered users
– Network of 10,000+ smaller companies ($10-500m)
Completed 100+ deals with clients
4. yet2.com services – Generating value in IP
Technology Acquisition / Open Innovation
Technology Licensing
• Platforms for non-strategic applications
• Leading edge innovations from Small-Medium-sized companies
Patent Trading
• Private sales of non-core patent portfolios
• Anonymous acquisition of strategic patents
Technology and Needs Identification / Prioritization
5. yet2.com….Experts in Bringing all the Pieces
Together
Global
Technology/
Market
IP
Knowledge
Yet2.com
People
& Capital
Experience
6. yet2.com and Open Innovation
We‟ve worked with 8,000+ buyers of technology
– Key success determinants (structure, culture, incentives, etc)
Conducted 300+ proactive searches on behalf of
technology acquirers
– How to maintain anonymity
– How to maximize valuable responses, and filter out non-
valuable ones
Access to the processes of most of the F500
– 2-3 years ago – only 3-5 really serious companies
– Today – most clients are moving to OI models
7. Why use yet2.com – Global network
yet2.com NETWORK:
YOUR NETWORK: -Rolodex / competencies database
borne of 8000+ introductions
-Suppliers between buyers and sellers
-Select university -100,000+ online global, cross-
relationships industry connections
-Conferences/trade -Direct access to 10,000+ SMEs
shows -Broad reach to
-Industry universities/research orgs/VCs
journals/colleagues -Global network of affiliated
brokers
Both networks important, but will yield different responses
9. Connect - Our Marketing Approach
yet2.com employs multiple channels to make connections:
Direct ‘Rolodex’ channels
yet2.com competencies database
SME Network
Relationships borne of over 5000 introductions between
buyers and sellers (including University, Research, VC)
External expert network
Broadcast channels
yet2.com Marketplace, email communications
Syndication partners and Broker relationships
10. yet2.com Government Experience
Department of the Air Force, Air Force Materiel
Command, AFRL: OPEN INNOVATION SUPPORT
SERVICES (March 7, 2007)
Remote cloud-height and visibility sensing for weather and aviation
High-Birefringence Optical Material
Rapid DC Magnetron Sputtering
Reflective Aerosol
NASA/Lyndon B. Johnson Space Center Contract Award:
Innovation Support Services (Sep 29, 2009)
Bone Density Measurement
Real-time Microbiological Monitoring of Water and Biocides
Radioprotectants
Exoterrestrial Life Differentiation
Portable Imaging
Food Protection
Y12 National Security Complex. Open Innovation Support
Services (ongoing)
11. Open Innovation and Technology Scouting…
Background and Concepts
Market Benchmarks
Key Terminology
12. Open Innovation Defined
Old model (closed innovation):
Companies must generate their own ideas, then develop,
manufacture, market, distribute and service those ideas
themselves.
Spectacular successes of central R&D such as Bell Labs.
Open Innovation:
Useful knowledge is widely disseminated, and ideas must be
used with alacrity. If not, they will be lost. Role of R&D extends
far beyond the boundaries of the enterprise.
Companies must now harness outside ideas to advance their
own businesses while leveraging their internal ideas outside their
current operations.
Open Innovation: The New Imperative for Creating and Profiting from Technology, Henry Chesbrough
13. Open Innovation Defined (continued)
CUSTOMERS‟ UNMET NEEDS
Missing feature / performance Improve an existing product
issue / legislation change
Improve price Reduce cost / identify
manufacturing efficiencies
Step function change in Monitor next generation
performance technology curves
Wholly unmet need Expand into new “white space”
14.
15. Technology Scouting – the Why (key motivations)
Market Intelligence
Speed to Market
Non-Core Technology Opportunities
– One-off Needs
– Technology Platform partners – a consistent innovation
pipeline
Move into „White spaces‟
Consistent organic growth is rarely achieved yet hugely valued
16. The Why - Best Practices goal setting
From DSM‟s Rob Kirschbaum:
Commit to Innovation!
– DSM set a goal of €1b new revenue in 5 yrs
Plus‟s /Minus‟s of Open Innovation
+ Shorter time to market - Info overflow
+ Higher chance of success - Culture change is slow
+ More funnel output - Many legal contracts
+ Lower innovation costs - IP leakage (China)
+ Mitigated risk (options) - Balance of power
+ Reputation ; recruitment - Upfront Investment
+ Knowledge based economy - Less job rotation
17. The Why – Best Practices goal setting (continued)
P&G (Jeff Weedman, head GlobalBusDev) –
– “We will acquire 50% of our innovations from outside P&G.” A.G.
Lafley, 2000
– External sourced has grown from 10% to 50% in 10 years; R&D
productivity has increased by nearly 60 percent
– 9000 internal R&D people; 2m relevant external people
J&J (Jeff Murphy, Exec Dir) –
– Initial metrics (engagement, participation), pipeline growth (growth in
active projects by stage), early wins, end-goals (successes – counts,
revenues, ROI)
– Getting ahead of yourself can lead to unrealistic expectations; falling
behind can lead to killed initiatives
Sara Lee (Paul Chaudury, VP Innovn) -
– Steady-state goals: Net sales from [sourced] products; pipeline
projected value (yr2 sales, risk adjusted); comparative times to mkt
– As important – reporting is institutionalized, and reported to sr mgt
routinely
Sources: Weedman pres‟n to yet2.com 2009 Executive Briefing Conference; Stefan Lindegaard
Innovation Metrics blog 15inno.com
18. The Why - Economics of technology scouting can be
compelling
Acquiring a significant technology can obviate
significant future cost
– Internal R&D success rates widely reported at 10-20%
Typical acquisition prices thru yet2 are $100K-
$500K (upfront/guaranteed costs)
6 months faster to market = 33% greater after-tax
profit
(Source: McKinsey study cited in “Optimizing ROI of time-to-
market”, Katz, Casey and Aiman-Smith, Research-Technology
Mgt, May 1, 2005)
19. Technology Scouting – the How
How to build the organizational groundwork to enable
success
How to identify „worthy‟ Needs
What are best practices for evaluating and actually
acquiring
How to get started
– pilots (and buy-in and metrics)
20. What is Important for Success –
Organizational Groundwork
Choice of Project
– Conduciveness to search
• Likelihood that solution may emerge from beyond your core network
– Business Impact / Urgency
• Existing product line(s) vs. new business opportunity
• Trigger for need (e.g., regulatory requirement, incremental improvement)
– Readiness to acquire
• Project funding & staffing
• Technical competence to evaluate, and/or budget to employ external evaluators
• Willingness to complete development
Client Role
– Ownership – direct involvement of business leader who can “green light”
– Involvement – team bi-weekly calls (with preparation) to screen candidates
– Engagement w/ external cos. – legal hurdles minimized; sample evaluation
– Momentum – maintaining drive throughout process; willing to “close”
21. Organizing for Success
Build dedicated team, but…
– Ensure project teams include those who would have developed the
solution internally
Create incentives for entrepreneurial behavior
Staff & skills require a careful mix…
– Cooperative competencies
– Ability to work with smaller companies
Use external resources to extend „reach‟
– Go beyond conversations with suppliers, technical conferences,
serendipity
Funding
– Set aside funding in budget both for “searching” and for “acquisition”
22. Deals - Factors For Success
1. Well described &.accurate Technology Needs and Technologies -
upfront advance preparation of content, understanding of strategy
and expectations
2. Access to diverse, cross industry global community – not just the
size of the network but the diversity and relationships
3. Entrepreneurial technology and technology need owners – deal
orientated, flexible about what a deal looks like
4. Personal contact and relationship building is key to closing deals –
a marketplace makes you the connection quicker but be ready to
engage
5. Use experienced facilitators to help create partnerships -
understand the nuances between large companies and smaller
technology innovators, ensure successful partnerships for both
sides.
23. Key value add of intermediaries
Connectivity
Deep reach into corporate technical staffs
Access to key gatekeepers (tech transfer & tech acquisition)
Relationships with venture capital 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
25. yet2.com Technology Acquisition Process –
Needs Identification
Needs Identification High Value Cases: Target
High Value Cases:
• Gather priority needs - Identification
Marketing
• yet2.com draws on our
from R&D, Marketing, etc • yet2.com website
network and proprietary
• Prioritize • Proactive channels
competencies database
• Build or buy
Deals
• Anonymity / IP shield, Lead Qualification, Call
facilitation, Due diligence, Contract and
negotiation support
26. What is Important for Success – Organizational Groundwork
Choice of Project
– Conduciveness to search
• Narrow vs. broad criteria
• Searching already done within same industry?
• Likelihood that solution may emerge from beyond your core network
– Business Impact / Urgency
• Existing product line(s) vs. new business opportunity
• Trigger for need (e.g., regulatory requirement, incremental
improvement)
• Timeline to market / Technology Readiness (TRL)
– Readiness to acquire
• Project funding & staffing
• Technical competence to evaluate, and/or budget to employ external
evaluators
• Willingness to complete development
27. Need Qualification Learning
broad narrow
Search scope:
Background knowledge High (already searched,
have candidates) No knowledge
about the problem/specs:
Project Trigger (IP situation, competitors, Has to find
a solution
Would like to
have a solution
regulatory change…)/motivation:
Deadlines/product launch in: 6 months 10 years or more
Maturity level of Fully developed
Early stage
preferred solution:
Internal project to Ongoing, funded none
solve the Need:
Willingness to complete Unwilling, unable
High capability,
availability, budgeted
development:
28. TechNeed Title
Search Scope
Background Knowledge
Urgency
- Project Trigger
- Deadlines
Project Status
- Existing / new
- Need Ownership
Solution evaluation
- Technical competence
- Availability
Development status
- Desired technology
readiness
- Willingness to complete
development
ASSESSMENT: Conducive to Search Business Impact / Readiness to Acquire
Urgency
(H/M/L) H/M/L H/M/L H/M/L
29. NASA JSC Open Innovation Pilot Summary
Needs Conducive Business Minimum maturity Search Evaluation
to Search impact/ level of a successful owner process
Urgency solution
Bone Density M H Working prototype yes -
Water and H M/H Proof of principle, yes yes
Biocides testable
Radioprotect M/L M/H Early research n/a – broad No (data
ants project based)
Exoterrestrial L L/M Concept yes n/a
Life
Portable M/H M/H Proof of principle yes Yes
Imaging
Food M/H M/H Fully commercial yes yes
Protection
30. High Value Cases Methodology
• Define strategic • Respond as • Review and • Participate in • Engage in full
objectives questions arise Evaluation initial discussions discussions,
Client
evaluations,
• Define partner • Evaluate • Refine criteria
negotiations
criteria preliminary info
• Confirm next • Confirm yet2.com
• Prioritize steps involvement
Understand Find Filter Engage Partner
• Understand • Promote using • Interview • Engage key • Perform due-
client‟s objectives yet2.com companies and targets with in- diligence on
marketplace, filter results depth discussions management,
• Understand the
TMR, direct e-mail against criteria technology,
market and • Clarify mutual
finances, business
available • Search the • Gather additional contributions and
model,
technologies network (VCs, information per benefits; position
Our Services
competitive
universities, client‟s evaluation relative value-add
• Understand advantage
entrepreneurs, criteria
partnering
innovators) and • Structure
requirements • Update market
public data partnership
and technology
• Document proposals
• Find companies understanding
TechNeed and
and technologies • Participate in
objectives for the • Refine target
fitting initial criteria negotiations
project (for criteria and
external & internal continue search
use)
Months 1-3
31. JSC01 - Bone Density Measurement
Background
– Seeking: Accurate measurement techniques for deep-bone density
and structure
– In order to achieve the goal, NASA JSC would like to find solution
providers with bone imaging technology that is clinically proven and
close to commercialization
Project Objective
– The main objective for yet2.com is to provide an initial assessment of
the solution landscape and introduce potential solution providers to
NASA JSC.
32. JSC01 - Description of the Technology Need
Seeking:
A clinically-useful technology with enough sensitivity to
assess the microstructure of "spongy" bone that is found in
the marrow cavities of whole bones. This technology must be
for skeletal sites surrounded by layers of soft tissues, such as
the spine and the hip. Soft tissue interferes with conventional
imaging and using a more accessible area -- for example, the
wrist or the ankle of limbs-- as a proxy for the less accessible
skeletal regions, will not be accurate. A non-radioactive
technology is strongly preferred.
35. JSC01- Results
Online activity overview (as of 09/08/2010)
TechNeed 9964
Seeking: Accurate measurement techniques for deep-bone
density and structure
Logged-in Views 121
Total Views 793
Views per Month 99.1
Screening Results: Total leads: 51
Rejected by yet2.com: 14
Rejected by NASA: 19
Finalists: 18 (5 most interesting)
36. JSC01 - Results: 5 most promising
1. OsteoTronix Ltd - Peter Taylor, BusDev.Manager (TRL 6-7)
Structural Spectroscopy™ is a new technique for characterizing anatomical
structures using magnetic resonance data. contacted
2. University of California, San Francisco – Sharmila Majumdar (TRL 4)
High field and high resolution magnetic resonance imaging for quantitative
characterization of the morphology and function of the musculoskeletal
system will keep in mind
3. Steady State Imaging, LLC - Danny Cunagin, CEO (TRL 7-8)
Imaging of the Ultrastructure of Bone Using SWIFT (Sweep Imaging with
Fourier Transformation) technology. SWIFT advances existing MR
techniques with the ability to image structures and tissues that are invisible
to conventional MRI. contacted
4. ImaTx: Imaging Therapeutics Inc – Daniel Steines, VP R&D (TRL 6-7)
OsDx™ Hip Bone Mineral Density (BMD) system. X-ray based -
5. Mayo Clinic - Richard Ehman, Prof. Radiology (TRL 1-3) too low -
contacted
Magnetic Resonance Elastography in Trabecular Bone - Work demonstrated
the feasibility of using MRE to measure the stiffness of trabecular bone
37. JSC01 – Geo Summary of Data/ Responses
Germany 6
Austria 1
Japan 7
Canada 1
France 6
Israel 1
Australia 3
Belgium 1
UK 5
Switzerland 4
Sweden 1
USA 15
Total 51
Page 37
38. JSC01 - Solution Space
structural spectroscopy
magnetic resonance elastography
SWIFT
image processing System
image analysis software
acoustic emission monitoring
fuzzy logic
high resolution pQCT
MRI
Page 38
39. What is Important for Success – Organizational
Groundwork
Client Role
– Ownership – direct involvement of business leader who can “green
light”
– Involvement – team bi-weekly calls (with preparation) to screen
candidates
– Engagement w/ external cos. – legal hurdles minimized; sample
evaluation
– Momentum – maintaining drive throughout process; willing to “close”
40. Contact
Eugene Buff, MD, PhD
Certified Licensing Professional (CLP)
Registered Technology Transfer Practitioner (RTTP)
Vice President, Consulting ~ yet2.com Inc.
ebuff@yet2.com
+1 781-972-0604