The document outlines a research commercialization model with three key elements: 1) interactive dialogue between research and industry, 2) an intellectual property rights regime that balances rights of researchers and commercial partners, and 3) transparent incentives for commercializing research outputs. It then discusses in more detail the process of reviewing research outputs, identifying potential industry partnerships, negotiating licensing agreements or starting spin-off companies, and conducting contract research matching industry needs with researcher expertise. The model aims to establish connections between local researchers and industry as well as leverage the knowledge of expatriate researchers through online evaluation and advisory roles.
Presented by Dr. Tom Corr, CEO – Waterloo Research and Technology Park Accelerator Centre & Associate Vice President, Commercialization – University of Waterloo
Part of the Ontario Post Doctoral Fellowship Networking Event, October 6, 2008
TOPICS
Research Funding
Who Owns the Intellectual Property?
Commercialization Options
Dealing with VCs
Outcomes of Commercialization Efforts
Introductory Lecture Innovation Studies and DevelopmentUNU.MERIT
This document provides an overview of innovation studies and technological change. It discusses several key topics:
1) Basic facts about technology, R&D, and economic growth as well as the concentration of R&D activities among the top global investors.
2) The history of ideas around technology and various theories of innovation dynamics, knowledge as a public good, and technological change and development.
3) The policy relevance of research programs in areas like scientific communities, innovation policy, and technological development in developing countries.
Lecture 6 - Incentives, firms and innovationUNU.MERIT
This lecture discusses firms' resources and capabilities, incentives, and innovation. It outlines how recent theories have added value by emphasizing tacit knowledge and experiential learning. Firms in developing countries are discussed, focusing on their accumulation of innovative capabilities over time. Key ideas include viewing firms as heterogeneous agents with tacit knowledge assets like capabilities that underlie competitive advantages. Economic organization is shaped by capturing rents from such assets.
This presentation outlines an intentional process for converting technology to revenue. The methodology can be particularly helpful for early-stage technologies developed under government grants (e.g., SBIR) or licensed from research institutions.
Mike Suffredini, Manager, ISS Program Office, NASA Johnson Space Center: "The Next Decade of ISS and Beyond." Presented at the 2013 International Space Station Research and Development Conference, http://www.astronautical.org/issrdc/2013.
New Space Environment Utilization with Kibo Unique Exposed FacilityISSRDC
1) The document discusses maximizing utilization of the International Space Station (ISS) and the Japanese Experiment Module (Kibo) through new collaborations between JAXA and NASA.
2) Kibo has a unique exposed facility with an airlock and robotic arm, allowing it to exchange experimental equipment and deploy small satellites in unique ways compared to other ISS modules.
3) JAXA hopes to further collaboration with NASA under the new Japan-US Open Platform Partnership Program to increase utilization of ISS/Kibo resources and technologies.
Introduction of Research by Utilizing Kibo Internal FacilitiesISSRDC
This presentation provides an overview of research being conducted utilizing the internal facilities of the Kibo Pressurized Module on the International Space Station. It aims to inspire potential users and encourage US researchers to participate. Several types of ongoing research are highlighted, including rodent research comparing microgravity and artificial gravity conditions; aquatic biology research using medaka and zebrafish; high-quality protein crystallization for structural analysis; high-temperature material property measurements using an electrostatic levitation furnace; and various other experimental equipment in the module. The speaker concludes by presenting typical laboratory equipment available and related experiments to maximize utilization of the Kibo Pressurized Module facilities.
Presented by Dr. Tom Corr, CEO – Waterloo Research and Technology Park Accelerator Centre & Associate Vice President, Commercialization – University of Waterloo
Part of the Ontario Post Doctoral Fellowship Networking Event, October 6, 2008
TOPICS
Research Funding
Who Owns the Intellectual Property?
Commercialization Options
Dealing with VCs
Outcomes of Commercialization Efforts
Introductory Lecture Innovation Studies and DevelopmentUNU.MERIT
This document provides an overview of innovation studies and technological change. It discusses several key topics:
1) Basic facts about technology, R&D, and economic growth as well as the concentration of R&D activities among the top global investors.
2) The history of ideas around technology and various theories of innovation dynamics, knowledge as a public good, and technological change and development.
3) The policy relevance of research programs in areas like scientific communities, innovation policy, and technological development in developing countries.
Lecture 6 - Incentives, firms and innovationUNU.MERIT
This lecture discusses firms' resources and capabilities, incentives, and innovation. It outlines how recent theories have added value by emphasizing tacit knowledge and experiential learning. Firms in developing countries are discussed, focusing on their accumulation of innovative capabilities over time. Key ideas include viewing firms as heterogeneous agents with tacit knowledge assets like capabilities that underlie competitive advantages. Economic organization is shaped by capturing rents from such assets.
This presentation outlines an intentional process for converting technology to revenue. The methodology can be particularly helpful for early-stage technologies developed under government grants (e.g., SBIR) or licensed from research institutions.
Mike Suffredini, Manager, ISS Program Office, NASA Johnson Space Center: "The Next Decade of ISS and Beyond." Presented at the 2013 International Space Station Research and Development Conference, http://www.astronautical.org/issrdc/2013.
New Space Environment Utilization with Kibo Unique Exposed FacilityISSRDC
1) The document discusses maximizing utilization of the International Space Station (ISS) and the Japanese Experiment Module (Kibo) through new collaborations between JAXA and NASA.
2) Kibo has a unique exposed facility with an airlock and robotic arm, allowing it to exchange experimental equipment and deploy small satellites in unique ways compared to other ISS modules.
3) JAXA hopes to further collaboration with NASA under the new Japan-US Open Platform Partnership Program to increase utilization of ISS/Kibo resources and technologies.
Introduction of Research by Utilizing Kibo Internal FacilitiesISSRDC
This presentation provides an overview of research being conducted utilizing the internal facilities of the Kibo Pressurized Module on the International Space Station. It aims to inspire potential users and encourage US researchers to participate. Several types of ongoing research are highlighted, including rodent research comparing microgravity and artificial gravity conditions; aquatic biology research using medaka and zebrafish; high-quality protein crystallization for structural analysis; high-temperature material property measurements using an electrostatic levitation furnace; and various other experimental equipment in the module. The speaker concludes by presenting typical laboratory equipment available and related experiments to maximize utilization of the Kibo Pressurized Module facilities.
In an era of increasing human longevity, it is becoming ever more critical to prioritize no only improved treatment of disease but also approaches for maintaining wellness to preserve the quality of life for aging adults. Spaceflight-induced physiological changes represent deviations from this state of wellness, with some changes serving as accelerated models of Earth-based conditions, including musculoskeletal disease, immune dysfunction, and delayed wound healing. This session will highlight research onboard the ISS National Lab that seeks to exploit these spaceflight-induced physiological effects to improve human health on Earth through studies that advance the prevention, detection, and treatment of disease. In parallel, spaceflight research and development efforts also seek to improve the human condition by employing the space environment to advance diagnostic tools and drug discovery, development and delivery systems.
International Space Station as the Gateway for Humankind's Future in Space an...ISSRDC
This session will highlight the active work of students and young professionals on the ISS. These next-generation researchers will discuss their experiences in translating their ground studies into spaceflight experiments, the benefits of microgravity research, and the overall impact of their research endeavors
The document discusses the Technology Commercialization Center at Lobachevsky State University of Nizhny Novgorod in Russia. It provides an overview of the university's history and programs. It then describes the goals of the Technology Commercialization Center, which include establishing an innovation ecosystem and supporting spin-off companies. The Center helps projects through various stages, from evaluating ideas to packaging them for commercialization. It has partnerships with groups like accelerators and investors to help startups.
The document discusses the space industry which includes companies involved in manufacturing components that go into space and related services. It covers the history of space exploration from the first space organizations after WWII to current private space agencies. The major segments are satellite manufacturing, ground equipment and services, and the launch industry. The global space economy was $289 billion in 2011 with commercial sector contributing $258 billion. Key players include government space agencies and private companies providing both products and services for space infrastructure and activities.
Markets in Motion: Developing Markets in Low Earth OrbitISSRDC
This document summarizes a panel discussion on developing markets in low Earth orbit. The panel included representatives from Sierra Nevada Corporation, Kentucky Space, Planet Labs, Alpha Space, and Blue Origin. They discussed current and potential commercial activities and markets in LEO, including materials testing on the International Space Station, Earth observation from small satellites, and plans for commercial suborbital and orbital transportation systems.
Are you stuck in analysis paralysis? Or can't keep up with all the changes going on in your industry? Or just not enough time to do everything that needs to be done?
Join us for a discussion on how learning a few simple automation tools can change your life.
The document discusses the opportunities that the SpaceX-Stargate Complex in Brownsville, Texas provides for the local economy. It is the first private orbital launch site in the world. The complex is 90% vertically integrated and provides opportunities in advanced manufacturing, supply chain and logistics, entrepreneurship, education, tourism, branding and marketing. The complex aligns with Brownsville's economic development plan by bringing a new space industry worth $314 billion that the city can capitalize on.
This presentation was presented at the Canadian Space Summit in Nov. 2010 in Ottawa, Canada. It is based on a workshop held in Sept 2010 in Prague, at the Space Generation Congress, where delegates discussed the prospects, challenges and potential hindrances of the development of the new generation of commercial space activities.
Viewpoints: Leveraging ISS to Enable LEO Commercializationmtnadmin
The document discusses leveraging the International Space Station (ISS) to enable commercialization in low Earth orbit (LEO). Several speakers provide their perspectives. Jeff Bingham outlines the legislative history that designated the US segment of the ISS as a national lab and mandated its operation through at least 2024. Sam Sciame discusses leveraging remaining ISS time to enable demand for LEO services. Orbital ATK, Boeing, NanoRacks and Teledyne Brown Engineering describe commercial activities and plans to increase commercial utilization of the ISS and support a LEO economy beyond the ISS.
The document discusses trends in the emerging NewSpace industry, which includes private companies providing space-related products and services. It identifies six sectors of the NewSpace industry: atmospheric flight, suborbital flight, orbital transportation, orbital and lunar destinations, service and support, and commercial spaceports. Suborbital flight is highlighted as a growing sector, with companies developing reusable launch vehicles to provide short-duration microgravity experiences to passengers and payloads. Orbital transportation is also growing as private companies provide cargo and crew transportation services to the International Space Station under contract with NASA. The document outlines various business opportunities within these emerging NewSpace markets.
The document discusses innovation in the space industry and highlights how small teams experimenting with MVPs and a lean startup approach can lead to learning through failure and repeating the process. It emphasizes the importance of new ways of thinking, diversity, and innovation coming from outside perspectives. Two examples are given of startups with small initial teams that grew to billion dollar valuations through this approach. While risks are involved with small teams, experiments, failing, and new ideas, the overall mission is to inspire change in entrepreneurs' lives.
American Astronautical Society, Astronauts and Robots: Partners in Space Exploration, May 12-13, 2015 - http://astronautical.org/event/astronauts-robots
ISS and Beyond: Habs, Labs, and Platforms, from LEO to Deep SpaceISSRDC
This session will consider and discuss the role played by the International Space Station as an exploration testbed and in creating markets that extend beyond low Earth orbit (LEO). The ISS is a critical technical testbed for deep-space exploration system and subsystem development and as a testbed for the development of business in space that might be sustained in LEO or beyond, once the ISS is gone. Panelists will consider international partnerships; the development of specialized equipment or facilities; customer expectations; and the development of human-operated, human-tended, autonomous or passive platforms in LEO or in Cislunar space.
Want to be a Space Entrepreneur? Commercialization of Space is Heating up!Christopher Mohritz
Want to boldly go where few entrepreneurs have gone before? Move over NASA, entrepreneurs are joining the space race.
Join us for a discussion on the commercialization of space and potential opportunities for forward thinkers.
LEO Commercialization: Space-based Research and Development and Manufacturing ISSRDC
This document discusses a panel discussion on commercializing space-based research and development and manufacturing. The panelists included the president of a company called iXpressGenes, an associate director from the National Center for Advancing Translational Sciences, and the president of Made In Space. The panel, moderated by a writer from Fast Company, focused on using the microgravity environment of low Earth orbit to conduct protein crystal growth for drug development, perform tissue-on-chip experiments to study human disease, and develop advanced manufacturing techniques. The goal is to utilize the International Space Station and find sustainable business opportunities to further space commercialization and translation.
American Astronautical Society, Astronauts and Robots: Partners in Space Exploration, May 12-13, 2015 - http://astronautical.org/event/astronauts-robots
Stanford University is frequently the source of new ideas and technologies that form the basis for startup companies. This document provides an overview of the process for commercializing Stanford intellectual property through a startup. It describes the typical steps: research and invention disclosure, assessment of commercial potential, intellectual property protection if needed, marketing the technology to potential licensees, and selecting a licensee. It notes that while over 6,000 companies have been founded by Stanford affiliates, only 8-12 licenses per year on average are granted to startup companies seeking to commercialize Stanford intellectual property.
Open innovation and technology transfer chp 11AartiPandey63
1. The document discusses open innovation and technology transfer, noting the increasing importance of external sources of technology for companies. It describes several models of technology transfer, including licensing, science parks, and intermediaries.
2. Limitations to technology transfer are also covered, such as an organization's absorptive capacity and the "Not Invented Here" syndrome which can inhibit accepting outside ideas. Successful transfer requires an organization to be able to identify, acquire, assimilate and apply new technologies.
3. Key aspects of open innovation discussed are the paradox of openness in balancing external collaboration with internal protection, and the role of relationships and trust in managing uncertainty in technology transfers between organizations.
Digitalization, globalization, and new technologies are accelerating industrial changes and the fourth industrial revolution. This is putting pressure on supply chains and how production facilities are planned and built. Companies must view assets as part of an integrated value chain to get products to market quickly, with quality, competitive pricing, and responsibly. Key drivers of change include new technologies, globalization, industry consolidation, and attracting talent. As a result, built assets must be responsive, integrated into value chains, and support business needs.
Patent search from product specification finalIIITA
This document outlines a plan to develop a methodology to identify patents related to the components of a mobile phone based on its specifications. The methodology involves selecting a mobile phone brand and model, extracting specifications from the manufacturer's website, identifying keywords from the specifications, and using those keywords to search for and retrieve relevant patents. The goal is to provide patent information on mobile phone technologies to help with research and development, competitive analysis, and understanding technological advancements.
2016 - Lecture 6 managing the internal processes.potNadia Lushchak
This document discusses managing innovation through internal processes. It covers enabling effective search, strategy-making, knowledge acquisition, and implementation. Effective search involves monitoring trends, forecasting, and involving stakeholders to explore opportunities. Strategy-making requires analyzing capabilities and choosing innovation priorities. Knowledge acquisition combines new and existing technological and market knowledge. Implementation communicates strategies and enables people to contribute ideas through continuous improvement.
In an era of increasing human longevity, it is becoming ever more critical to prioritize no only improved treatment of disease but also approaches for maintaining wellness to preserve the quality of life for aging adults. Spaceflight-induced physiological changes represent deviations from this state of wellness, with some changes serving as accelerated models of Earth-based conditions, including musculoskeletal disease, immune dysfunction, and delayed wound healing. This session will highlight research onboard the ISS National Lab that seeks to exploit these spaceflight-induced physiological effects to improve human health on Earth through studies that advance the prevention, detection, and treatment of disease. In parallel, spaceflight research and development efforts also seek to improve the human condition by employing the space environment to advance diagnostic tools and drug discovery, development and delivery systems.
International Space Station as the Gateway for Humankind's Future in Space an...ISSRDC
This session will highlight the active work of students and young professionals on the ISS. These next-generation researchers will discuss their experiences in translating their ground studies into spaceflight experiments, the benefits of microgravity research, and the overall impact of their research endeavors
The document discusses the Technology Commercialization Center at Lobachevsky State University of Nizhny Novgorod in Russia. It provides an overview of the university's history and programs. It then describes the goals of the Technology Commercialization Center, which include establishing an innovation ecosystem and supporting spin-off companies. The Center helps projects through various stages, from evaluating ideas to packaging them for commercialization. It has partnerships with groups like accelerators and investors to help startups.
The document discusses the space industry which includes companies involved in manufacturing components that go into space and related services. It covers the history of space exploration from the first space organizations after WWII to current private space agencies. The major segments are satellite manufacturing, ground equipment and services, and the launch industry. The global space economy was $289 billion in 2011 with commercial sector contributing $258 billion. Key players include government space agencies and private companies providing both products and services for space infrastructure and activities.
Markets in Motion: Developing Markets in Low Earth OrbitISSRDC
This document summarizes a panel discussion on developing markets in low Earth orbit. The panel included representatives from Sierra Nevada Corporation, Kentucky Space, Planet Labs, Alpha Space, and Blue Origin. They discussed current and potential commercial activities and markets in LEO, including materials testing on the International Space Station, Earth observation from small satellites, and plans for commercial suborbital and orbital transportation systems.
Are you stuck in analysis paralysis? Or can't keep up with all the changes going on in your industry? Or just not enough time to do everything that needs to be done?
Join us for a discussion on how learning a few simple automation tools can change your life.
The document discusses the opportunities that the SpaceX-Stargate Complex in Brownsville, Texas provides for the local economy. It is the first private orbital launch site in the world. The complex is 90% vertically integrated and provides opportunities in advanced manufacturing, supply chain and logistics, entrepreneurship, education, tourism, branding and marketing. The complex aligns with Brownsville's economic development plan by bringing a new space industry worth $314 billion that the city can capitalize on.
This presentation was presented at the Canadian Space Summit in Nov. 2010 in Ottawa, Canada. It is based on a workshop held in Sept 2010 in Prague, at the Space Generation Congress, where delegates discussed the prospects, challenges and potential hindrances of the development of the new generation of commercial space activities.
Viewpoints: Leveraging ISS to Enable LEO Commercializationmtnadmin
The document discusses leveraging the International Space Station (ISS) to enable commercialization in low Earth orbit (LEO). Several speakers provide their perspectives. Jeff Bingham outlines the legislative history that designated the US segment of the ISS as a national lab and mandated its operation through at least 2024. Sam Sciame discusses leveraging remaining ISS time to enable demand for LEO services. Orbital ATK, Boeing, NanoRacks and Teledyne Brown Engineering describe commercial activities and plans to increase commercial utilization of the ISS and support a LEO economy beyond the ISS.
The document discusses trends in the emerging NewSpace industry, which includes private companies providing space-related products and services. It identifies six sectors of the NewSpace industry: atmospheric flight, suborbital flight, orbital transportation, orbital and lunar destinations, service and support, and commercial spaceports. Suborbital flight is highlighted as a growing sector, with companies developing reusable launch vehicles to provide short-duration microgravity experiences to passengers and payloads. Orbital transportation is also growing as private companies provide cargo and crew transportation services to the International Space Station under contract with NASA. The document outlines various business opportunities within these emerging NewSpace markets.
The document discusses innovation in the space industry and highlights how small teams experimenting with MVPs and a lean startup approach can lead to learning through failure and repeating the process. It emphasizes the importance of new ways of thinking, diversity, and innovation coming from outside perspectives. Two examples are given of startups with small initial teams that grew to billion dollar valuations through this approach. While risks are involved with small teams, experiments, failing, and new ideas, the overall mission is to inspire change in entrepreneurs' lives.
American Astronautical Society, Astronauts and Robots: Partners in Space Exploration, May 12-13, 2015 - http://astronautical.org/event/astronauts-robots
ISS and Beyond: Habs, Labs, and Platforms, from LEO to Deep SpaceISSRDC
This session will consider and discuss the role played by the International Space Station as an exploration testbed and in creating markets that extend beyond low Earth orbit (LEO). The ISS is a critical technical testbed for deep-space exploration system and subsystem development and as a testbed for the development of business in space that might be sustained in LEO or beyond, once the ISS is gone. Panelists will consider international partnerships; the development of specialized equipment or facilities; customer expectations; and the development of human-operated, human-tended, autonomous or passive platforms in LEO or in Cislunar space.
Want to be a Space Entrepreneur? Commercialization of Space is Heating up!Christopher Mohritz
Want to boldly go where few entrepreneurs have gone before? Move over NASA, entrepreneurs are joining the space race.
Join us for a discussion on the commercialization of space and potential opportunities for forward thinkers.
LEO Commercialization: Space-based Research and Development and Manufacturing ISSRDC
This document discusses a panel discussion on commercializing space-based research and development and manufacturing. The panelists included the president of a company called iXpressGenes, an associate director from the National Center for Advancing Translational Sciences, and the president of Made In Space. The panel, moderated by a writer from Fast Company, focused on using the microgravity environment of low Earth orbit to conduct protein crystal growth for drug development, perform tissue-on-chip experiments to study human disease, and develop advanced manufacturing techniques. The goal is to utilize the International Space Station and find sustainable business opportunities to further space commercialization and translation.
American Astronautical Society, Astronauts and Robots: Partners in Space Exploration, May 12-13, 2015 - http://astronautical.org/event/astronauts-robots
Stanford University is frequently the source of new ideas and technologies that form the basis for startup companies. This document provides an overview of the process for commercializing Stanford intellectual property through a startup. It describes the typical steps: research and invention disclosure, assessment of commercial potential, intellectual property protection if needed, marketing the technology to potential licensees, and selecting a licensee. It notes that while over 6,000 companies have been founded by Stanford affiliates, only 8-12 licenses per year on average are granted to startup companies seeking to commercialize Stanford intellectual property.
Open innovation and technology transfer chp 11AartiPandey63
1. The document discusses open innovation and technology transfer, noting the increasing importance of external sources of technology for companies. It describes several models of technology transfer, including licensing, science parks, and intermediaries.
2. Limitations to technology transfer are also covered, such as an organization's absorptive capacity and the "Not Invented Here" syndrome which can inhibit accepting outside ideas. Successful transfer requires an organization to be able to identify, acquire, assimilate and apply new technologies.
3. Key aspects of open innovation discussed are the paradox of openness in balancing external collaboration with internal protection, and the role of relationships and trust in managing uncertainty in technology transfers between organizations.
Digitalization, globalization, and new technologies are accelerating industrial changes and the fourth industrial revolution. This is putting pressure on supply chains and how production facilities are planned and built. Companies must view assets as part of an integrated value chain to get products to market quickly, with quality, competitive pricing, and responsibly. Key drivers of change include new technologies, globalization, industry consolidation, and attracting talent. As a result, built assets must be responsive, integrated into value chains, and support business needs.
Patent search from product specification finalIIITA
This document outlines a plan to develop a methodology to identify patents related to the components of a mobile phone based on its specifications. The methodology involves selecting a mobile phone brand and model, extracting specifications from the manufacturer's website, identifying keywords from the specifications, and using those keywords to search for and retrieve relevant patents. The goal is to provide patent information on mobile phone technologies to help with research and development, competitive analysis, and understanding technological advancements.
2016 - Lecture 6 managing the internal processes.potNadia Lushchak
This document discusses managing innovation through internal processes. It covers enabling effective search, strategy-making, knowledge acquisition, and implementation. Effective search involves monitoring trends, forecasting, and involving stakeholders to explore opportunities. Strategy-making requires analyzing capabilities and choosing innovation priorities. Knowledge acquisition combines new and existing technological and market knowledge. Implementation communicates strategies and enables people to contribute ideas through continuous improvement.
La innovación abierta (Open Innovation), término acuñado por el Profesor Henry Chesbrough, es una nueva estrategia de innovación bajo la cual las empresas van más allá de los límites internos de su organización y en particular donde la cooperación con profesionales externos pasa a tener un papel fundamental. Open Innovation significa combinar el conocimiento interno con el conocimiento externo para sacar adelante los proyectos de estrategia y de I+D. Significa también que las empresas utilizan tanto canales internos como externos para poner en el mercado sus productos y tecnologías innovadoras. Bajo este contexto, universidades y centros de investigación ofrecen nuevas perspectivas y soluciones a las compañías que utilizan este modelo. Este tipo de innovación responde a la posibilidad de ocurrencia de lo que se conoce como inteligencia colectiva.
CambridgeIP: Case Studies Of Recent Client EngagementsCambridgeIP Ltd
CambridgeIP’s experience has shed light on multiple client needs that can be met through the use of patent-based intelligence. The set of anonymised case studies below illustrate some recurring client needs and solutions we have developed to meet these.
This business plan involves the development of a proposal to form a business.
Executive Summary:
TechSpace Ptd. Ltd create a software named TechSpace that is designed to act as a medium to build a network between researchers from all fields. TechSpace provides several functions from standard search to custom analytics reports to enhance collaboration between universities, research centres and other organizations as well as bridge the gap between science and technology to entrepreneurial means by enabling academic knowledge accessed by industry and individuals in the form of products, services, and consulting. This can maintain effective global relationships and cooperation between each sector related to research and technology where the needs of each sector can be met in a more efficient manner.
Finding potential customers for an innovative product or service can be challenging, technology transfer consultants may be able to help by conducting market research and connecting with industry contacts.
Using technology intelligence tools, companies can cut the time spent on research and development from weeks or months to seconds or minutes. Technology intelligence refers to identifying technological opportunities and threats that could impact a company's future growth. These tools provide contextual access to relevant information and insights by combining web content, scientific journals, and patents with search technology and analysis. For example, a company could search for ways to reduce energy consumption and the tool would return a summary of solutions from various categories, such as approaches from the EPA and Department of Energy, in under a minute. This represents a shift from traditional research methods to quickly gaining actionable intelligence through intuitive searches.
This document analyzes the context for innovation in the fashion industry. It first discusses how the nature of the fashion industry requires a shift from delivery excellence to innovation. It then plots focal points in the innovation space from two perspectives: exploiting the customer innovation space with technology by examining customer needs and technological capabilities, and exploiting business process space with strategy by looking at customer needs and strategic approaches. Finally, it introduces the "House of Innovation" model as a tool to identify relationships between context factors to investigate innovation gaps, strategies, and implementation through methods like lead user involvement and technology exploitation.
Nina Simosko outlines the concept of full lifecycle innovation, which moves ambitious ideas from research and development labs through applied R&D with industry partners and into the development and commercialization of technology products and platforms. She describes the four phases of full lifecycle innovation as open innovation, applied R&D, product and platform development, and commercialization. Each phase requires different activities, partners, mindsets and criteria for progressing the ideas to the next stage, with the ultimate goal of transforming initial ideas into market realities that make a difference for enterprises.
This document discusses open innovation management strategies and their implementation in small and medium enterprises (SMEs). It defines open innovation as using external knowledge and ideas as well as external paths to market to accelerate internal innovation. While open innovation has mainly been studied in large companies, it is important to understand how SMEs adopt open innovation strategies given that SMEs make up most companies. This research proposal aims to develop open innovation management strategy support tools for SMEs to help design sustainable products/processes and better serve customers through sustainable business models.
A Perspective on Industry-led R&D Labs in the Silicon ValleyCK Toh
The document discusses industry-led R&D labs in Silicon Valley and keys to their success. It notes that few such labs have succeeded due to lack of direction, focus, and strong technical leadership. It emphasizes the importance of focusing R&D efforts on strategic areas aligned with companies' technology and product roadmaps. Well-run R&D labs contribute to the next few successful products and address technologies for the next 3-5 years. Measuring success based on products helped to create and innovate can indicate an R&D lab's impact.
Pike Research is a market research firm that provides in-depth analysis of clean technology markets through a methodology combining primary interviews, secondary research, and analysis of technology trends to provide comprehensive insights. The firm's analysts publish reports on various sectors within the smart energy ecosystem that include strategic analysis, technology assessments, and examination of business drivers and regulatory issues. Pike Research offers research reports and advisory services to provide timely market insights for its clients.
This memorandum requests that each CFO Act agency establish an acquisition innovation lab or similar mechanism to help agency programs and integrated project teams achieve better results through testing and adopting new acquisition practices. It emphasizes placing focus on information technology investments and encourages agencies to consider participating in a pilot program to accelerate the development of digital acquisition capabilities within their agencies through hands-on coaching. The memorandum provides guidance for agencies to identify an acquisition innovation advocate, establish an acquisition innovation lab or mechanism focused on IT investments, and consider various structural options for the lab.
This memorandum requests that each CFO Act agency establish an acquisition innovation lab or similar mechanism to help agency programs achieve better results through testing and adopting new acquisition practices. It encourages agencies to focus their labs on IT investments and consider participating in a pilot program providing coaching from USDS, 18F, and PIFs on digital acquisitions. Agencies are asked to identify an Acquisition Innovation Advocate, establish or review their acquisition innovation lab by May 2nd, participate in an Acquisition Innovation Advocates Council, and contribute case studies to the Innovation Hallway on the Acquisition Gateway. The goal is to drive greater innovation in acquisition across the federal government.
This report summarizes a benchmarking project analyzing the status and future of university-based value creation in Finland, Israel, Massachusetts, and Singapore. The key findings across regions were that major universities have adopted an ecosystem approach, where 80-85% of knowledge transfer is created through alumni and students rather than direct research commercialization. Technology transfer offices represent a small percentage of university budgets. High-quality applied research conducted with industry is important. The roles of technology transfer offices are evolving to focus on networking between academia and industry. Proof-of-concept funding, incubators, and business angels are important for supporting startups. The report provides recommendations for Finland including new business development services, competence development programs, and revised funding mechanisms
1. 1
RESEARCH COMERCIALIZATION MODEL
Throughout history, scientific breakthroughs have served as the foundation for progress, wealth
generation and economic growth. However, the achievements of science by themselves do not
generate wealthorpusheconomies forward; these are a consequence of the proliferation of products
and services generated as a result of the application of scientific breakthroughs or technological
inventions through research commercialization.
The scientificand researchcapabilitiesof acountry couldbe the engine forknowledge-based economic
growth,providedthatthe culture of the institutions for scientific research is tilted towards responding
to industry demand, incentivising the spirit of commercialization of research outputs and of fostering
technological entrepreneurship among scientists.
Research commercialization – by which is meant the process of transforming cutting edge scientific
conceptsand research outputs into precise specification and marketing requirements for products (or
services) that can be manufactured, replicated and sold -- is conditioned upon the three interlinked
elements: first (and foremost), an interactive dialogue and mission-oriented collaboration between
research and industry; second, a research and innovation conductive intellectual property rights (IPR)
regime thatthat balancesthe rightsof inventor-research teams, these of the scientific institution, and
the rights of the commercial companies participating in collaborative research programs; and lastly,
transparent and appropriate incentives for the commercialization of science and research outputs.
Commercialization programs that do not address and emphasize these three crucial elements cannot
effectively capitalize on available research capabilities.
Other key ingredients of successful research commercialization are an economic environment that
constantlyincentivizesthe knowledge generation sector and the existence of professionally-managed
bodies engaged in the commercialization of research outputs.
A supply-pushapproach to research commercialization, and by this is meant commercialization driven
by researchers (for example through IP licensing), is a model predominant countries with well -
established ties and collaboration between the research and industry worlds. This approach alone
wouldnotisyieldthe desiredresultsinacountrywhere researchinstitutions do not benefit from close
and interactive relationswithindustryenterprises.1 Insuchcasesthe approach could be augmented by
combining the supply-push with the market-pull (or demand-pull) approach i.e., promoting contract
research driven by the industry.
A platform that combines both approaches is needed not only to enhance the revenue inflow to
research institutions, but also to spur the much needed refocusing of research to respond to industry
demand. A model that forges a dialogue between research and industry would also need to enforce
clearuniformandsimple rulesonIPmanagementandIPrevenue sharing;thisisparamount to instilling
a culture of mutually beneficial collaboration between industry enterprises and research institutions.
1 Bulgaria applies thismodel.It was very successful prior to 1989,as scientific institutes were established to serve
the industry and their research outputs were dedicated to the needs of the industrial enterprises.Theinstitutes
were in very closecollaboration with the industrial enterprises asthey were formally attached to the enterprises
and were funded by them. With the elimination of this model of research-industry collaboration,the“supply push”
approach for research commercialization seized to yield the expected results.
2. 2
The transition to a knowledge-based economy is essentially intertwined with the development of a
researchcommercializationecosystemasthe processof researchcommercialization includes a number
of steps that depend on the dialogue between researchers and enterprises working towards the
transformationof researchoutputsinto marketable products and services, and the implementation of
an uniform,transparentandpredictableIPR regime. Ina broadersense,the researchcommercialization
process starts with the idea generation and product definition stages; moves through the steps of
concept screening and evaluation of the intellectual property that would be generated; includes a
preliminary marketing and market analysis of the resulting product or services; the key step of
developingaprototype andtestingit;andfinally arrivesatthe actual commercialization - implemented
though IP licensing, product development, or establishing a spin-off enterprise dedicated to
transforming a research output into a marketable product or service.
Review of research outputs andindustrydemand
The first action in establishing the VSTG platform will be to conduct a full review and develop an
inventoryof pastandcurrent researchoutputs(IPassetreview)toidentifywhattechnologies, scientific
expertiseandinventionsexistand which have the greatest prospect for commercial success. Based on
the informationgatheredinthe reviewprocess,the companythatmanagesthe VSTG platform (i.e., the
VSTG manager) will conductpatentanalytics(i.e.,patentlandscaping, patent mapping, patent citations
analysis, patent family cluster analysis) using available modern databases and IP data tools and will
create an IP portfolio.
The reviewwill alsohelpcatalogexistinginventionsandtechnologiesbasedontheirindustryrelevance,
whichinturn will allowidentifyingpotential industry partners. The review will also try to evaluate the
strengths and the shortcomings of the resulting technologies in order to define actions needed to
overcome the notedweaknessesoralternativelywhatisneeded to redesign the technology for a more
lucrative market application.
Additionally, the VSTG manager will also conduct patent filing, marketing and offer IP licensing
recommendationsafterassessingthe patentabilityandcommercial value of disclosed research output.
The VSTG manager will advise scientists and researchers on the complex processes involved in IP
protectionandtechnologycommercializationandwill workcloselywiththemtoencourage disclosureof
research outputs and inventions.
The VSTG manager will also develop and deliver education and training programs to researchers on
technology management and commercialization for researchers to foster spin-offs and start-ups, and
will promote technology transfer awareness amongst researchers.
Simultaneously, the VSTG manager will survey the research initiatives and the in-house research
capabilities of the local industry, including their needs for knowledge-based solutions from scientific
institutions(i.e.,performanentrepreneurial discoverysurveyof local industryenterprises). This review
will alsosurveythe capacityof the industrial enterprises for change and will provide a snap-shot of the
attitudesof the researchmanagerswithinenterprises. Thisprocesswill helpidentifypromising areas of
future collaborative research and the industry champions for such collaboration.
Throughthese tworeviewsthe VSTGmanagerwill gainadeepunderstanding of available IP assets, the
industry dynamics, possible future market trends and most importantly the potential value of the
researchoutputsandtechnologiesderivedfromthem. Thisinformation will help the VSTG manager to
determine the pathof commercializationof eachavailable IP asset, namely: whether there is potential
for licensing the technology resulting from the research and which is the most appropriate industry
partner, or alternatively whether the commercial value of the technology resulting from the research
3. 3
would likely attract the funding and resources needed to create a start-up company to bring the
technology to the market.
The more common commercialization path will be IP licensing to appropriate industry partners. The
emergence of start-upsthatmarket technologies resulting from research activities will depend on the
value of the IP andits commercial applicability.If the IPvalue andmarketforitjustifysuchdirection,the
VSTG manager will guide the inventor-entrepreneurs through all aspects of the start-up creation,
includingteambuilding,raisingof needed capital, business planning etc. The equity share of the VSTG
manager in the accelerated or escalated start-ups will be based on the internal rules of the research
institution.
Commercialization
The VSTG managerwill identify research outputs and inventions for commercialization and will match
these with industry enterprises locally and internationally that have the expertise, resources, and
business networks to take advantage of the resulting technologies. The VSTG manager will take
ownership of the entire process starting from identifying industry leads, to negotiating IP licenses on
behalf of the research institution, including royalty rates, up-front payments, business terms and
conditions. While identifying the most appropriate licensing partner, the VSTG manager will take into
account the company’s capability to invest in product and technical development, to advance the
technology to make it market and customer ready; the company’s capacity to provide appropriate
managementand todedicate qualified technical personnel to furtherdevelopthe technology,aswell as
the company’scapacityto involve the researchersthatdevelopedthe technologyinthe firstplace inthe
product development process.
Contract research
Another main activity of the VSTG manager will be to connect industry enterprises working on certain
product development direction with scientists and researchers with expertise in this area and will
negotiate contractresearchagreementswithfairandbalancedIPprotection terms. The VSTG manager
Initial review
•Is the research output an invention and can itbe IPRprotected?
• Are there legal barriers to its commercialization?
•Is itworth obtainingIP protection?
• Is there potential market for the invention?
Marketing
•What arethe potential markets for it?
•What is this technology worth?
•What arethe deal structures of the industry that may be interested?
•How to communicate the valueof the invention/ technology to
potential buyers?
Industry
partners
•Is the company a good partner for this technology?
•Is the company stableand capableof extablishinga long-term
relationship with the research institution?
•Is the company able to execute the project and implement the
technology?
•Will thecompany involvethe researchers in the implementation
process?
4. 4
will scoutforindustry partnersandwill secure and favorable remuneration for the researchers and the
best possible deal for the research institution.
The VSTG managerwill be activelyengagedinproductdevelopmentactivities:itwill assemble teams of
technical specialists,scientists,engineersandexpertsforindustry-commissioned product development
activities. The VSTG manager will negotiate memorandums of understanding to promote common
research initiatives and will also help raise the necessary funding from industry partners.
Involvingthe Diasporainthe evaluationofresearch proposals
The VSTG managerwill create a networkof Bulgarianscientistsandhighly-qualified professionals living
abroad to leverage theirknowledge,skillsandexperience notonlytoconnectBulgarianresearchers and
innovative companies in Bulgaria to global knowledge networks, but also in crucial activities of the
platform, such as reviewing research project proposals and participating in evaluation committees.
Relatedefforts will not be dedicated to returning members of the Diaspora to Bulgaria, but to involve
them in the activities of the VSTG platform from abroad.
The VSTG manager will use the necessary IT solutions to ensure that these tasks can be implemented
remotely. For example, the screening of research proposals will be submitted online and screened
online by members of the evaluation committee, many of which would be eminent Bulgarian
researchersresiding abroad. The IT solution would allow a “blind” assignment of the proposals to the
members of the evaluation committee, so that evaluators, regardless whether abroad or in Bulgaria
would not know the composition of the research team advancing the proposal, nor will the research
teamknowwhothe evaluatorsare. The online screening of proposals will eliminate opportunities for
capture and undue influence inthe evaluation process, but more importantly would allow broadening
significantly the pool of potential evaluators by involving Bulgarian scientists and managers living
outside of the country.
The VSTG platform also allows involving the Diaspora in designing cutting edge scientific solutions for
the industry, as well as in business development efforts for Bulgarian academic spin-offs and in
mentoringknowledge-intensive start-ups and innovation entrepreneurs. The network could also help
Bulgarianentrepreneursidentifybusinessopportunities abroad, offer advice on how to enter markets,
help negotiate business deals, make strategic business plans, and expand business networks.