This document outlines a project aimed at increasing the number of sustainable biotech spin-outs based on public research results in the Capital Region of Denmark. The project aims to create 21 sustainable biotech spin-outs by 2014 through intensified collaboration between universities, research institutions, innovation incubators, investment funds, and industry. The budget is 5.4 million Euros from EU and partner funding. Key elements of the project include focusing on specific biotech areas, implementing structured commercialization processes, internationalizing spin-out creation, and culture changing activities.
Product management in an era of disruptive innovation Nagarjun Kandukuru
[Made at SP Jain, Mumbai. Aug 2012]
We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
This new reality places substantial burdens on managers. Historical tools of product management are obsolete – and there is an attendant critical need for new practices.
Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
New practices have emerged to enable product managers to adjust to a world of uncertainty. These are based on the premise of fast response to change rather than big up-front planning. They are predicated on documenting business models and conducting focused experiments to validate key assumptions. New practices and concepts have emerged: Customer Development, Business Model Canvas, Lean Startup, and Minimum Viable Product.
In this presentation, we introduce these new concepts – and describe how they can be integrated into new practices of product management that are effective in dynamic and disruptive environments. We provide an overview of the structure and application of these practices and their associated tools.
Product management in an era of disruptive innovation Nagarjun Kandukuru
[Made at SP Jain, Mumbai. Aug 2012]
We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
This new reality places substantial burdens on managers. Historical tools of product management are obsolete – and there is an attendant critical need for new practices.
Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
New practices have emerged to enable product managers to adjust to a world of uncertainty. These are based on the premise of fast response to change rather than big up-front planning. They are predicated on documenting business models and conducting focused experiments to validate key assumptions. New practices and concepts have emerged: Customer Development, Business Model Canvas, Lean Startup, and Minimum Viable Product.
In this presentation, we introduce these new concepts – and describe how they can be integrated into new practices of product management that are effective in dynamic and disruptive environments. We provide an overview of the structure and application of these practices and their associated tools.
Whatever stage you\’re at in getting your idea to market we are here to help. That includes prioritising ideas to pick winning products, developing ideas through design, research and prototyping, and finally assisting in the financial and commercial aspects of product launch. We can even help you generate new product ideas if you don’t have any of your own! So come and talk to us and learn more about how we can work together to turn your ideas into reality.
Mervi Käki — Creating world innovation centres. Skolkovo Summit of Innovation...Renata George
Summit of Innovation Economy Creators.
Mervi Käki.
2001-2008 - различные управляющие должности в компании Technopolis PLC. Создатель технопарка Отаниеми, Хельсинки. Запустила и координировала программы по развитию инноваций в регионе Вантаа. Координировала и реорганизовала технопарк Иннополи. Партнёр, управляющий директор и главный консультант в компании InnoPraxis International Ltd. Известный специалист по инновациям и участник международных конференций.
Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
Whatever stage you\’re at in getting your idea to market we are here to help. That includes prioritising ideas to pick winning products, developing ideas through design, research and prototyping, and finally assisting in the financial and commercial aspects of product launch. We can even help you generate new product ideas if you don’t have any of your own! So come and talk to us and learn more about how we can work together to turn your ideas into reality.
Mervi Käki — Creating world innovation centres. Skolkovo Summit of Innovation...Renata George
Summit of Innovation Economy Creators.
Mervi Käki.
2001-2008 - различные управляющие должности в компании Technopolis PLC. Создатель технопарка Отаниеми, Хельсинки. Запустила и координировала программы по развитию инноваций в регионе Вантаа. Координировала и реорганизовала технопарк Иннополи. Партнёр, управляющий директор и главный консультант в компании InnoPraxis International Ltd. Известный специалист по инновациям и участник международных конференций.
Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
Apresentação feita por Lourdes Casanova, co-leader do projeto "InnovaLatino", da INSEAD, no seminário do Open Innovation Seminar 2011, que ocorreu dia 23/11.
2. Background
‐ Annual Commercialisation Survey: ’10’ spin outs a year
‐ OECD report 2009 reveals potential for more biotech
spin‐outs in the Capital Region
‐ Joint growth strategy between private and public
partners
‐ Copenhagen Spin‐outs. A consortium of universities,
innovation incubators, investment funds and industry
3. Goal, impact and ressources
Overall goal:
To increase the exploitation of research results and thereby increase the
number of sustainable biotech companies through an intensified collaboration
between key players
Specific goal:
To deliver 21 sustainable biotech spin‐outs by end of 2014
Impact:
– More biotech companies that will create more jobs in the region
– More high quality inventions and patent applications
– More licence and research agreements with existing companies
– Support a entrepreneurship culture among the researchers
Budget: 5,4 Mill EUR
[EU Regional fund (2,7 Mill EUR), Growth Forum (1,1 Mill EUR), Partners (1,6 Mill
EUR)]
4. Research institutions:
The partner group:
University of Research parks:
Copenhagen
Copenhagen Bio Science
Capital Region’s Park (COBIS)
hospitals Scion DTU
Technical University of Symbion
Denmark
Branch organisations: Seed Funds:
Danish Biotech
The Danish Association NOVO SEEDs
of the Pharmaceutical
Industry (LIF) SEED Capital
Innovation
incubators: Mentors:
CAT Innovation Volunteer mentors with
DTU Symbion Innovation spin-out competences
from the Biotech
industry
5. Phase 1
Are there data supporting the invention?
Is there a market?
Is the invention patentable?
Evaluation phase
0-2 mdr
Tech scout
inventors
5
6. Phase 2
Securement of IP rights
Assembly of team
Courses, clinics
Establishment of Proof of concept
Preparation of Business Plan
Evaluation phase
Commercialisation phase
0-2 mdr 2-30 mdr
Project pilot
Innovation
Tech scout
incubator
Investor
Mentor
6
7. Phase 3
Securement of funding
Evaluation phase Commercialisation phase Establishment of
company
0-2 mdr 2-30 mdr 30- mdr
Project pilot
Innovation
Tech scout
Spin‐out
incubator
Investor
Mentor
7
8. Momentum
• Screening research environments
• Find innovative research groups
• Describe potential ideas
• Develop potential spin‐outs within team structure
• 21 successes and hopefully a lot of good failures by
the end of 2014
• Result month 10: 21 potential spin‐outs under
development, 2 license agreements, 4 patent
applications and 22 invention disclosures.
9. 4 Key Elements
• Focus on specific areas within biotech
• Creation of structured, coherent
commercialisation processes
• Internationalise the spin‐out creation
• Implement culture changing activities
10. Focus Areas
Industrial biotech
Food
CU, DTU
‐Strong research bases at one or
several institution(s)
Pharmaceuticals ‐ Strong Danish companies
CU, CRH ensuring the presence of the right
business competences
MedTech
Diagnostics ‐ experience with spin‐out
DTU, CRH creation and financing
12. International profile
• International collaborations (organisations,
venture etc.)
• Site visits – best practice (universities, regions,
countries)
• Network (conferences, seminars etc.)
• Invite international successes
• TT‐officer in residence (license for spin‐out
specialists)
• All information available in English
13. Creating the right culture
• Send highly competent people with
1)research, 2)industry and 3)patent
background into the research environments
• TechID – Involve local leaders in evaluating
projects
• Involve industry in advisory role at a very early
stage
• Set up awareness campaigns and testemonials
• Put up cash awards for best spin‐outs
14. Some challenges
• Project: To collaborate across principal
differences and agendas
• University: The get full support for third leg
activities
• TechTrans: To find human resources to go
through with spin‐out
• Department: To make local leaders to support
brain drain backing up top scientists to spin‐out
• Researcher: To minimize the risk for the
scientist doing spin‐outs
15. Thank you for listening
www.copenhagenspin‐outs.dk
Project manager
Gert Vilhelm Balling
gert.balling@adm.ku.dk