This document discusses research funding and commercialization in Ireland. It provides an overview of funding mechanisms like the Commercialisation Fund that support bringing research out of universities and into industry. It also shows that more expertise, experience, and connections between researchers and businesses can help speed up commercialization, as evidenced by two case studies - one that took longer due to a lack of commercial skills, and another that was faster with industry experience. Overall, the document emphasizes the importance of commercializing research for the economy and encourages researchers to work with groups like Enterprise Ireland to help move ideas from the lab to the marketplace.
Our July 2012 Monthly Report includes details on everything happening in Columbus region economic development, including major projects from MSC Industrial, Sarnova and AutoTool.
Enterprise mobility breakfast presentation oct 2012intunity
Enterprise Mobility - Is it ready for a Magic Quadrant ?
One of the biggest challenges facing IT decision makers today is how to approach Enterprise Mobility.
Forming an appropriate strategy around enterprise mobile app development and deployment is imperative to long-term success and associated ROI.
The immature and disruptive nature of Enterprise Mobility has led to many senior IT decision makers following the rhetoric delivered by large vendors and analysts canvasing an often high cost silver bullet.
Is this the only or even right approach?
Latvia Looking Ahead - the Remaining Challenges Latvijas Banka
Presentation by Mark Griffiths, Mission Chief for Latvia, IMF at International Conference: "Against the Odds: Lessons from the Recovery in the Baltics" organized by the International Monetary Fund and the Bank of Latvia.
Riga, June 5, 2012
Our July 2012 Monthly Report includes details on everything happening in Columbus region economic development, including major projects from MSC Industrial, Sarnova and AutoTool.
Enterprise mobility breakfast presentation oct 2012intunity
Enterprise Mobility - Is it ready for a Magic Quadrant ?
One of the biggest challenges facing IT decision makers today is how to approach Enterprise Mobility.
Forming an appropriate strategy around enterprise mobile app development and deployment is imperative to long-term success and associated ROI.
The immature and disruptive nature of Enterprise Mobility has led to many senior IT decision makers following the rhetoric delivered by large vendors and analysts canvasing an often high cost silver bullet.
Is this the only or even right approach?
Latvia Looking Ahead - the Remaining Challenges Latvijas Banka
Presentation by Mark Griffiths, Mission Chief for Latvia, IMF at International Conference: "Against the Odds: Lessons from the Recovery in the Baltics" organized by the International Monetary Fund and the Bank of Latvia.
Riga, June 5, 2012
Rowena Crawford: NHS and social care funding: the outlook to 2021-22Nuffield Trust
In this slideshow, Rowena Crawford, Senior Research Economist at the Institute for Fiscal Studies, provides the outlook for NHS and social care funding over the next decade and examines the trade-off between English NHS spending and other public service spending during this period.
The slideshow is related to: NHS and social care funding: the outlook to 2021/22 (July 2012 ), an Institute for Fiscal Studies (IFS) report by Rowena Crawford and Carl Emmerson, funded by the Nuffield Trust. More information can be found on our website: www.nuffieldtrust.org.uk.
Rowena presented at the Nuffield Trust and Institute for Fiscal Studies event: NHS and social care funding: the outlook for the next decade.
Sustainable growth in a sustained crisis - the business model as a tool to in...Kasper Roldsgaard
Research Festival 2012, April 19-20. Copenhagen, Denmark
Includes some examples of business model innovation and examples of companies that haven't innovated their business model.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Janina Martin (Director: K3 Strategies) discusses job creation attempts, using the platform of Setas as examples.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Rowena Crawford: NHS and social care funding: the outlook to 2021-22Nuffield Trust
In this slideshow, Rowena Crawford, Senior Research Economist at the Institute for Fiscal Studies, provides the outlook for NHS and social care funding over the next decade and examines the trade-off between English NHS spending and other public service spending during this period.
The slideshow is related to: NHS and social care funding: the outlook to 2021/22 (July 2012 ), an Institute for Fiscal Studies (IFS) report by Rowena Crawford and Carl Emmerson, funded by the Nuffield Trust. More information can be found on our website: www.nuffieldtrust.org.uk.
Rowena presented at the Nuffield Trust and Institute for Fiscal Studies event: NHS and social care funding: the outlook for the next decade.
Sustainable growth in a sustained crisis - the business model as a tool to in...Kasper Roldsgaard
Research Festival 2012, April 19-20. Copenhagen, Denmark
Includes some examples of business model innovation and examples of companies that haven't innovated their business model.
Presented during Tshikululu Social Investments' second annual Serious Social Investing workshop, which took place on 17 and 18 March 2011.
Janina Martin (Director: K3 Strategies) discusses job creation attempts, using the platform of Setas as examples.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
The CEO’s Dilemma - How to drive efficient innovation in the organizationJoeBarkai
Product organizations spend considerable effort and resources on innovation. However, many companies are engages in unfocused and inefficient innovation that does not support the company\'s strategic vision. In fact, many companies seem to engage in innovation for innovation sake and can be characterized as reckless innovators. This presentation discusses the role of lean and efficient innovation and how successful companies focus innovation to help connect business strategy to execution.
Robert Deluce: Gaining altitude in turbulent times – a view from the cockpit ...MaRS Discovery District
Robert Deluce, President and CEO of Porter Airlines, leads an entrepreneurial team dedicated to restoring dignity to the regional air travel experience. This counter-intuitive approach is winning new fans every day as the airline continues adding destinations, aircraft and employees, while helping revitalize Billy Bishop Toronto City Airport as a vital downtown transportation hub. Mr. Deluce discusses Porter’s business strategy, its future plans and the competitive environment in this notoriously cutthroat industry.
After a review of the State of the World --societal, environmental and economic-- we give some data about the Cyprus economy and explain why Innovation is the Way.
Leslie Appleton Young, CAR Chief Economist, spoke at the Real Living Lifestyles New Year, New You Real Estate Symposium on January 31, 2012. She shared her economic forecast for the coming year, and all of the latest charts and stats on the California economy.
CUPE’s national pension trustee training began with a panel on the state of public and workplace pensions. CUPE economist Toby Sanger kicked off the discussion with a overview of how the economic crisis and its fallout will affect pensions.
Leslie Appleton-Young, Chief Economist/California Association of Realtors presents his annual report to the California Desert Association of Realtors.
The Palm Springs desert area (Coachella Valley) housing market is on the upswing once again.
‘Wind in our Sails’ is about offshore wind energy and provides a detailed analysis of the sector’s rapidly developing supply chain.
A growing industry with huge potential and massive developer interest, offshore is nonetheless facing a possible financing gap and an inadequate power grid. Questions answered in the report include;
How much capacity is currently installed?
Will there be enough turbines, foundations, cables, ships and ports.
How much is under construction, consented and in government concession zones?
How will the sector develop in the next few years?
(November 2011)
Similar to Gearoid Mooney - Ideagen event in WIT (20)
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Research Landscape & Funding
Gearoid Mooney
Director ICT Commercialisation
Enterprise Ireland
Gearoid.Mooney@Enterprise-Ireland.com
087 7544955
2. The Basis For
Research Funding
R & D for Enterprise,
Innovation and Growth
State investment in third level research ~
5Bn by 2013
Commercialisation
http://www.forfas.ie/media/asc060618_sti_strategy.pdf
3. The Economic Model
EU Dept. Enterprise
Dept. Finance
FP6, FP7 Trade & Employment
C
A
S EI IDA SFI
H T
A
Research Establishments X
V E
A S
L
U Irish Industry
(EI Clients, IDA Client & Others)
E
4. Mechanisms by which research
is commercialised
Primary Mechanisms
Transfer of skilled people (Employment)
Transfer of Knowledge (Licence)
New companies (Spin-out)
5. Spinouts Generated per Year
30
25
No. of Spinouts
20
15
10
5
0
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009 (e)
Year
Table illustrates the increasing rate of spinout company creation. The 2009 figure is estimated with 14
generated to date.
6. Spinout Values
80
70
60
50
Value €m
Exports (2008) (€m)
40
Turnover (2008) (€m)
30
20
10
0
< 5 Years Old 5 - 10 Years Old 11 - 15 Years Old 16 - 20 Years Old
Company Age
This table displays the export and turnover values achieved by spinout companies in 2008 by the year
of the companies’ establishment. This graph illustrates the inherent time delays in these high
technology firms achieving financial success.
7. So what makes a difference?
More commercial opportunity
More technology
More expertise
More experience
More people
Better means to connect them:
at the right time
and with the best blend
8. Two case studies.
Case 1 Case 2
Lacks commercial expertise 30 years commercial
experience
Relatively strong technology
Relatively weak technology
Takes two years to license
technology & get the company Takes three months to build a
formed. concept, & decide how to
move it to market.
Relatively poor business plan.
Has business plan suitable for
Still Looking for funding investment in 6 months
Works on this during summer Gets 1.5M investment
months
Employs 8 people
Has issued sub-licenses,
which generate zero revenue Customers fly their R&D
teams to Ireland to see his
Has no employees product.
9. Commercial &
Technical
Commercialisation Fund
Deliverables
1. Proof of Concept
Research Community
2. Technology Development
Industry / Market
3. Commercialisation +
(for colleges only – commercialisation by way
of licensing or creating spin-out company)
Innovation Vouchers
Innovation Partnerships
ILRP
Competence Centres
(for Industry only)
Current Enterprise Ireland commercialisation funding
10. Industry lead Research and collaboration
Competence Centres
(~€1 million+ per annum over 5 years)
Industry Lead Research projects
(~€1.5 million over 2-3 years)
Innovation Partnerships
(~€200k over 18 months)
Innovation Vouchers
(Once off payment of €5K) Size of Number of Collaboration
budget Ind. Partners Complexity
What Industry wants
11. Business Partners Scheme
Why Business Partners?
Historical perspective
Need to have scalable approach for current & future business needs
Past experience
Commercial Expertise & Cash
Joined up thinking
Primary Objectives.
Build new companies providing sustainable economic growth from previous state
investment in academic research, with strong commercial leadership.
Facilitate access to research
Support entrepreneurs looking at new opportunities
Build interaction with the Business Community
Culminates in a HPSU Application & Business Plan
http://www.enterprise-ireland.com/StartBusiness/What+is+a+HPSU/BusinessPlan.htm
12. So where to from here?
We know
Commercialisation of research is paramount without it the
economic system will cease to function
There is scope for improvement in exploitation
Support structures are in place
We need
All researchers to have commercialisation high of their agenda
Work with your TTO offices – they are there to support you
Interested entrepreneurs
Call me or my colleagues in EI if you want help to commercialise
research
