This report is based on a master set of data and observations compiled by the author , as expert in Innovation, Policy Advisor, Strategist and practitioner in Technology Transfer.
The presentation has been done in the frame of a national workshop, which gave orientations on ways to enhance the Innovation capacity and develop actions plan to address this issue. In particular, the proposal to implement a National Technology Transfer Offices network in the MENA region, with a guidance on policy formulation on Science Technology and Innovation, and the commercialization of research findings in the region.
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While Innovation ecosystem is embedded into manufacturing Industry in developped countries, it's rather based on startups ecosystem in Africa. To measure innovation potential, and from there the overall performance, requires a specific methodology and scoring model. This is the rationale of this research work, that reveales not only the African Startups Ecosytems ranking, but also proposes an assesment tool for innovation public policy. A case study on Tunisia is given as illustration in this report.
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Throughout August-October 2018, TechSydney surveyed 150 tech companies in the city, representing 5,700 local jobs. We asked these companies what they wanted to see in a tech precinct. These are the results.
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Implementing Technology Transfer Offices in Mena region: The role of private ...Mondher Khanfir
Tech Transfer Offices is not only a missing link to be created between University and Industry. It's a highly complex ecosystem to be developped around formal processes, covering the IP production and protection to the Tech Transfer project engineering and contracting. In this presentation, the author insists on the importance of the private sector to handle the Tech Transfer as knowledge based Industry itself.
Innovation ecosystem potential & performance in Africa (abstract)Mondher Khanfir
While Innovation ecosystem is embedded into manufacturing Industry in developped countries, it's rather based on startups ecosystem in Africa. To measure innovation potential, and from there the overall performance, requires a specific methodology and scoring model. This is the rationale of this research work, that reveales not only the African Startups Ecosytems ranking, but also proposes an assesment tool for innovation public policy. A case study on Tunisia is given as illustration in this report.
TechSydney: NSW Tech & Innovation Precinct Industry ReportBede Moore
NSW is on the cusp of building a technology innovation precinct across Central to Eveleigh which has the potential to transform the national tech landscape. If we keep our sights aimed high, the precinct will be the centrepiece of a strategy that ensures Australia exports high-value goods to the world and elevates Sydney to a Top 10 global technology city.
Throughout August-October 2018, TechSydney surveyed 150 tech companies in the city, representing 5,700 local jobs. We asked these companies what they wanted to see in a tech precinct. These are the results.
The digital startup implementation handbook 2018Mondher Khanfir
All what Founders, Mentors and Investors need to know to better design and implement a business model for their digital startup. The eBook contains practical insights on the digital economy, and provides a didactic set of instruments that could be played with an exclusive role game www.mudircards.com
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Though Nigeria has no defined VC policy, the paper assumes so with Supply side policies such as the Venture Capital (Incentives) Decree No .89 1993 and 2001 Small and Medium-Scale Industries Equity Investment Scheme (SMEIS).
Macroeconomic factors (such as supply side and demand side policies) would support the emergence of NTBFs as seen from the study. In Nigeria, tremendous efforts have been made to resolve small business finance, with no particular attention directed at technology-based firms.
There is an increasing need for demand side policy changes (i.e. initiatives to improve both financial and managerial capabilities of technology entrepreneurs in Nigeria). Infrastructure supports for Nigerian NTBFs are misplaced with continuous reliance on technology transfer above creative creation within the economy.
With this study, knowledge has been extended about the policy environment that foster Venture Capital and NTBFs in Nigeria.
Clustering has long been recognized as a key tool for fostering regional growth and economic development. However, like ‘innovation’ clustering has become a somehow blurry concept that many talks about and use in various connections. In this presentation, Jakob will take you through an essential ‘clusters what and why session’ discussing some of the key questions, which are crucial for all being involved in with cluster development: What are clusters more exactly, how do they occur, what are the dynamics and key factors driving strong clusters, can we create clusters, and what are the differences between ‘clusters’ and ‘cluster initiatives’? Most importantly, Jakob will also discuss if clusters and clustering really matters: Do clusters actually forge economic and regional development and why should we aim for cluster development at all?
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The Innovation Convention fringe session jointly organized by the Polish EU Presidency and Knowledge4Innovation provided an outstanding opportunity to present and discuss the seven key messages from the Warsaw event. Participants and speakers including Anneli Pauli from the European Commission and Lambert van Nistelrooij, Member of the European Parliament, unanimously agreed that all messages were highly relevant and should be considered in future policy making.
The outcomes of the 3rd European Innovation Summit together with the major statements from no less than 20 debates on innovation organised in 2011 by the K4I Forum in the European Parliament form an excellent basis for the 2012 working programme of the Knowledge4Innovation Forum. We welcome all stakeholders and policy makers to join the Knowledge4Innovation Forum to make sure that innovation is given the right attention in relevant EU policies and instruments resulting in more and better innovations and hence jobs and growth.
Report on the Tunisian national innovation systemMondher Khanfir
This report is based on a master set of data and observations compiled by the author , as an expert in Innovation, Policy Advisor, Strategist and practitioner in Technology Transfer.
The main documentary sources mentioned in this report and attached in the annex, include research studies, academic and grey literature, numerous exchanges with key players in the innovation ecosystem in Tunisia, with no formal interviews. The qualitative and quantitative information collected in this report has been confronted and analysed through a dialogue with the main stakeholders, in the frame of a national workshop, which gave orientations on ways to enhance the Innovation capacity and develop action plans to address this issue. In particular, the proposal to implement a National Technology Transfer Offices network in the MENA region has been approved as a key initiative that will provide guidance on policy formulation on Science Technology and Innovation, and the commercialization of research findings in the region.
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02 - Le Rôle des Grappes dans la Stratégie de Spécialisation IntelligenteMohamed Larbi BEN YOUNES
Le Rôle des Grappes dans la Stratégie de Spécialisation Intelligente / The Role of Clusters in Smart Specialization Strategy
Ms. Sana MRIZAK, Télécom École de management, Évry, France
Séminaire sur la Stratégie de Spécialisation Intelligente / S3 organisé par l'ANPR avec le support de l'UE les 17 et 18 mai 2016 à Hammamet.
The National Innovation System (also NIS, National System of Innovation) is the flow of technology and information among people, enterprises and institutions which is key to the innovative process on the national level.
In this study we tried to focus on the National Innovation System of Thailand and the role of Industries there on contrast of countries like South Korea, Japan, USA, Germany, Singapore.
Une combinaison de Politiques : Au-delà de la Science / The Policy Mix : Moving Beyond Science
Ms. Karen MCGUIRE, Directorate for Governance and Territorial Development, Organisation for Economic Cooperation and Development (OECD)
Séminaire sur la Stratégie de Spécialisation Intelligente / S3 organisé par l'ANPR avec le support de l'UE les 17 et 18 mai 2016 à Hammamet.
New Technology Based Firms and Venture Capital policy in NigeriaAdebola Daramola
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Though Nigeria has no defined VC policy, the paper assumes so with Supply side policies such as the Venture Capital (Incentives) Decree No .89 1993 and 2001 Small and Medium-Scale Industries Equity Investment Scheme (SMEIS).
Macroeconomic factors (such as supply side and demand side policies) would support the emergence of NTBFs as seen from the study. In Nigeria, tremendous efforts have been made to resolve small business finance, with no particular attention directed at technology-based firms.
There is an increasing need for demand side policy changes (i.e. initiatives to improve both financial and managerial capabilities of technology entrepreneurs in Nigeria). Infrastructure supports for Nigerian NTBFs are misplaced with continuous reliance on technology transfer above creative creation within the economy.
With this study, knowledge has been extended about the policy environment that foster Venture Capital and NTBFs in Nigeria.
Clustering has long been recognized as a key tool for fostering regional growth and economic development. However, like ‘innovation’ clustering has become a somehow blurry concept that many talks about and use in various connections. In this presentation, Jakob will take you through an essential ‘clusters what and why session’ discussing some of the key questions, which are crucial for all being involved in with cluster development: What are clusters more exactly, how do they occur, what are the dynamics and key factors driving strong clusters, can we create clusters, and what are the differences between ‘clusters’ and ‘cluster initiatives’? Most importantly, Jakob will also discuss if clusters and clustering really matters: Do clusters actually forge economic and regional development and why should we aim for cluster development at all?
Importance and Impacts of Strong Trademark Protection and Enforcement on Econ...Vincent BIROT
What Actually is “Economy 4.0”?
Intellectual Property and Economy 4.0
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Merits of Trademarks on Business and Economic Performance
What Makes a Strong Trademark System?
Negative Impact of Counterfeits
The Innovation Convention fringe session jointly organized by the Polish EU Presidency and Knowledge4Innovation provided an outstanding opportunity to present and discuss the seven key messages from the Warsaw event. Participants and speakers including Anneli Pauli from the European Commission and Lambert van Nistelrooij, Member of the European Parliament, unanimously agreed that all messages were highly relevant and should be considered in future policy making.
The outcomes of the 3rd European Innovation Summit together with the major statements from no less than 20 debates on innovation organised in 2011 by the K4I Forum in the European Parliament form an excellent basis for the 2012 working programme of the Knowledge4Innovation Forum. We welcome all stakeholders and policy makers to join the Knowledge4Innovation Forum to make sure that innovation is given the right attention in relevant EU policies and instruments resulting in more and better innovations and hence jobs and growth.
Report on the Tunisian national innovation systemMondher Khanfir
This report is based on a master set of data and observations compiled by the author , as an expert in Innovation, Policy Advisor, Strategist and practitioner in Technology Transfer.
The main documentary sources mentioned in this report and attached in the annex, include research studies, academic and grey literature, numerous exchanges with key players in the innovation ecosystem in Tunisia, with no formal interviews. The qualitative and quantitative information collected in this report has been confronted and analysed through a dialogue with the main stakeholders, in the frame of a national workshop, which gave orientations on ways to enhance the Innovation capacity and develop action plans to address this issue. In particular, the proposal to implement a National Technology Transfer Offices network in the MENA region has been approved as a key initiative that will provide guidance on policy formulation on Science Technology and Innovation, and the commercialization of research findings in the region.
Presentació "Catalan Innovation Strategy" a càrrec de Sergi Marcén, responsable de desenvolupament industrial TIC i mobilitat de la Generalitat de Catalunya en el marc de la inauguració de l'SparkLab, el laboratori del telecentre del futur.
ESCWA Workshop on “Innovation and Commercialization for Economic Development” 12-13 November, 2012 in Amman-Jordan.
The presentation gives an overview on the R&D and innovation in environment in Morocco and presents the results of a study on how PhD students perceive entrepreneurship as a personal career alternative.
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How to harness the national innovation system in tunisia final version
1. 1December 09, 2015
How to harness the NIS
to enable Technology Transfer and
strengthening the Innovation capability
in Tunisia.
Prepared by Mondher Khanfir
mk@wikistartup.tn
AReview of the National Innovation System in Tunisia
Tunisia National Stakeholders Workshop
2. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
2
3. What is Innovation (1/2) ?
The process of translating an idea or invention into a
good or service that creates value or for which
customers will pay.
To be called an innovation, an idea must be
replicable at an economical cost and must satisfy a
specific need.
Innovation involves deliberate application of
information, imagination and initiative in deriving
greater or different values from resources, and
includes all processes by which new ideas are
generated and converted into useful products.
4. What is Innovation (2/2) ?
The Oslo manual (OECD, 1997) concentrates especially
on technological innovation of products (and services)
and processes (technological product and process - TPP
- innovation).
”TPP innovation comprises implemented technologically
new products and processes and significant
technological improvements in products and processes.
A TPP innovation has been implemented if it has been
introduced on the market (product innovation) or used
within a production process (process innovation). TPP
innovation involves a series of scientific, technological,
organizational, financial and commercial activities“.
5. 3 types of Innovation
Efficiency innovations, which produce the same
product more cheaply, such as automating credit
checks
Sustaining innovations, wich turn good products
into better ones, such as the hybrid car,
Disruptive innovations, which transform expensive
complex products into affordable, simple ones, such
as the shift from the mainframe to personal
computers.
6. NIS definitions….
• “ ..the network of institutions in the public and private sectors whose activities and
interactions initiate, import, modify and diffuse new technologies.” (Freeman, 1987)
• “ .. the elements and relationships which interact in the production, diffusion and use of
new, and economically useful, knowledge ... And are either located within or rooted inside
the borders of a nation
state.” (Lundvall, 1992)
• “... a set of institutions whose interactions determine the innovative performance ... of
national firms.” (Nelson, 1993)
• “ .. the national institutions, their incentive structures and their competencies, that
determine the rate and direction of technological learning (or the volume and composition of
change generating activities) in a country.” (Patel and Pavitt, 1994)
• “.. that set of distinct institutions which jointly and individually contribute to the
development and diffusion of new technologies and which provides the framework within
which governments form and implement policies to influence the innovation process. As
such it is a system of interconnected institutions to create, store and transfer the
knowledge, skills and artefacts which define new technologies.”
(Metcalfe, 1995)
7. NIS Role & Mission
The NIS aims to improve the innovation capability
through interactions between the actors and
institutions in the system, and also to produce an
enabling environment for the actors of the ecosystem,
which includes enterprises, universities and
government research institutes to better identify and
absorb technologies.
The flows of technology and information among
people, enterprises and institutions are key to the NIS.
9. 9 Technoparks
• Pôle de Compétitivité Monastir/El Fejja (Manouba) : Textile et
Habillement
• Pôle Industriel et Technologique de Gabès (Pol.i.tech-Gabès)
• BiotechPole Sidi Thabet : Biotechnologie appliquée à la
santé et Industries Pharmaceutiques
• Technopole Borj Cédria : Energie renouvelable, Eau et
Environnement et Biotechnologie végétale
• Pôle de compétitivité de Bizerte : Industrie Agro-alimentaire
• Pôle Elgazala des Technologies de la Communication
• Technopole de Sousse : Mécanique, Electronique et
Informatique
• Technopole de Sfax : TIC et Multimédia
• Pôle de Compétitivité de Gafsa "PCG"
10. 12 Technical Centers
- CETIBA - Centre Technique de l’Industrie du Bois et de l'Ameublement
- CETIME - Centre Technique des Industries Mécaniques et Electriques
- CTC - Centre Technique de la Chimie
- CETTEX - Centre Technique du Textile
- CNCC - Centre National du Cuir et de la Chaussure
- CTAA - Centre Technique de l'Agroalimentaire
- CTMCCV - Centre Technique des Matériaux de Construction, de la Céramique et du Verre
- PACKTEC - Centre Technique de l’Emballage et du Conditionnement
- 4 Centres techniques agricoles (Céréales, pommes de terre, aquaculture, bio agriculture)
11. Beside a large spectrum of public R&D
institutions
11
CERTE Centre De Recherche Et Des Technologies Des Eaux
CRTEN Centre de Recherche et des Technologies de l’Energie
CBBC Centre de Biotechnologie De Borj-Cédria
CNSTN Centre National des Sciences Et Technologies Nucléaires
INARP Institut National de Recherche Et D'analyse Physico-chimique
INSTM Institut National des Sciences et Technologies de la Mer
CBS Centre de Biotechnologie De Sfax
IRA Institut des Régions Arides De Médenine
INNTA Institut National de Nutrition et des Technologies Alimentaires
IPT L’Institut Pasteur de Tunis
CRMN Centre de Recherche en Microélectronique et Nanotechnologie de Sousse
CETIC Centre de Recherche en Informatique, Multimédia et Traitement Numérique
CITET Centre International des Technologies de l’Environnement de Tunis
CERT Centre d’Etudes et de Recherche en Télécommunication
12. … numerous programs & incentives
provided by the Governement
Non Financial services and program
•Programme de mise à niveau (PMN)
•Le programme d’appui à la compétitivité des entreprises et à la facilitation de l’accès
au marché (PCAM) – Coopération UE-Tunisie
•Le programme PASRI
Financial services & grants,
•Prime d’investissement en Recherche et Innovation (PIRD)
•Investissement Technologique Prioritaire (ITP)
•Le programme national de la recherche et de l’innovation (PNRI)
•Le régime d’incitation à la créativité et à l’innovation dans le domaine des technologies
de l’information et de la communication (RIICTIC)
•Sociétés d’Investissement à Capital Risque (SICARs)
•Fond de promotion de la décentralisation industrielle (FOPRODI)
•Fond commun de placement à risque (IN’TECH)
•Fonds d’amorçage (IKDAM I et II)
& Dedicated Banks
•Banques de Financement des Petites et Moyennes Entreprises (BFPME)
•Banque Tunisienne de Solidarité (BTS) 12
13. NIS stakeholders & programs mapping
MEDD MFPE MT PG
Environment VocationalTrain Transport Primature
Governance
CNEARS / IEAQA Conseil de la concurrence
Conseil National
de l'Economie
Numérique
Comité National
d'Ethique
Médicale
Comité National du
Développement
Durable
ONEQ
Conseil National
de la Fiscalité
(CNF)
PCAM - TATRAC PASRI - H2020 PACS DUE
Jobs & Economy Env. & Climate change Regional & Rural Dev. GIZ
KFW
Creative Ind. Cluster
UNIDO
Souk At-tanmia BAD
Mecatronic Cluster AFD
CEED BRCP US AID
JICA
e-procurement Koica
Univenture Start'Act CBA
GDEO World Bank
Yunus Fo.
Intilaq QFF
PMN VRR/PRF DGVRR
PNRI/PIRD/ITP BMN
FCPR essaimage IN'TECH SAGES Cap.
Fonds Amorçage IKDAM
RIICITIC SICARS
Key Interface APII ANPR CEPEX ANCE/CNI ANPE/CITET ANETI APIA DGTI Offices Dvp CDC
Technoparks Universities & Labs eCommerce Incubator
Technopole
El Ghazela
Institut
Pasteur de
Tunis
CITET
Centres
sectoriels de
Formation
IRESA
State
owned
companies
ITCEQ BFPME
Technical Centers BuTT CERT
Bio
Technopole
Sidi Thabet
ONAS CENAFFIF INRAT INS BTS
TUNAC CNUDST
Chambres de
commerce et
d'industrie
Cifode'com
Research
Institutes
APAL ANETI FIPA SOTUGAR
ANME Research Centers CEPEX INFOTICA ANGED CNFCPP TTN
Laboratoire Central
d'Analyses et d'Essais
(LCAE)
TAASTI CONECT
Business Centers &
incubators
ADRI ANM
Institut National de la
Consommation
IP Protection
MF
PolicyImplementationKeyActors
Agriculture Cooperation Finance
MIEM MESRS MC MTEN MS MAP MDICI
PolicyFormulationPublicFundings
CIVIL
SOCIETY
Industry Energy & Mines Scientific Research Trade Technology Health
Enablers
Tunisie Digitale 2018
INNORPI DPI OTDAV
14. the NIS is supposed to develop capacities
materialized around two sets:
An intrinsic capability, which includes
– cognitive capacity
– market data collection and business intelligence
– setting up an IP Value Stream framework in parallel
with the IP rights protection procedure
An extrinsic capability, wich includes
– Innovation Policy formulation and assessment
– R&D absorption rate of the ecosystem
– Industrializing Technology Transfer (though RBSO
and Collaborative Projects)
15. Number of Patent claims per year
http://www.innorpi.tn/Fra/image.php?id=59
15
16. 16
A very low Return on Investment of R&D
expenditures…
http://wdi.worldbank.org/table/5.13
17. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
17
18. Transferring research results to economic sectors is
one of the missions of public research institutions.
Four main ways to transfer research findings co-exist:
– Assignment of rights through licensing
– Collaborative research projects
– Through spin-out (or spin-off)
– By technological integration (or spin-in)
Technology Transfer from Public R&D
institution
19. The transformation of discoveries and data and
resources (“Intellectual Property”) into new products or
services which will enhance economic development
Technology Transfer is a Research to Business (RtoB)
industry that requires mastering three businesses:
finance and venture capital, engineering innovation
projects, enhancement and protection of intellectual
property
Innovation is determined by Technology
Transfer Process
20. 20
R&D
Proof
of
Relevance
Opportunity
identification
Sales & Distribution
Product dévelopment
Marketing research
Prototyping
keting strategy definition
ation Project engineering
Proof
of
Concept
Proof of
market
positionning
Seed Funding
Venture Captial
Funding
Investment
Funding
Proof
of
scalability
The commercialisation cycle….
21. …is in fact an IP value stream.
21
Opportunity
identification
IP extracting value
IP measuring
IP protecting
IP creating and aquiring
eviewing & documenting
P targetting & motivating
Seed Funding
Venture Captial
Funding
Investment
Funding
Higher risk
Lower risk
Financing
IP
valuation
22. Key drivers for Technology Transfer
In a classical industrial
economies, these are
generally large companies
or Governments that
determine the main axes
of R&D (the major trends).
In a Knowledge Based
Economy, Technology
transfer is the Business. It
requires collaboration of
different entities around
specific processes of IP
production, valuation,
protection and valorization.
23. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
23
25. Tunisia is ranked 92 in the GCI
with 3.9 score in 2015 (87 – 4 in
2014)
25
6 over 12 pillars of the Global innovation
Index are directly depending or influencing
the knowledge and Technology Transfer
capability
• Innovation,
• Business sophistication
• Technological readiness
• Higher education and training
• Health and primary education
• Infrastructure
26. 26
• A country with low productivity, low private investment, low openness to the
global economy and low technology integration
• No clear Public policy on Innovation, with no readable strategy for all
stakeholders
• A Governance structure per sector with a separation between Hard and Soft
Sciences, ICT & Agriculture affecting the formulation of a coherent and
consistent national RDI strategy
• Difficulty to import technology at the R&D stage
• Difficulty to assign IP for the benefit of Startups
• Few structures dedicated to applied research or prototyping
• Overlapping roles between research centers and technical centers
• IP policy is rarely formalized in universities
• R&D Databases are rudimentary and fragmented
• Poor maintenance and under use of heavy scientific equipment
• R&D costs and intangibles are usually not accounted by companies
• Bureaucratie is dominating the decision making processes
Findings and field observations
27. CENTRAL PROBLEM
Inefficient Technology
Transfer process
Consequence 1
Low Technolgical investment
Consequence 2
Low IP protection claims
secondary Effect 2
No return on investment for
academic research sector
secondary Effect 1
Almost no interaction University
Entreprises
secondary Effect 3
Low Added Value and weak
competitiveness
secondary Effect 4
No spinoff and few
movement of personnel
Looking for the root causes
Root Cause 1
No Innovation Policy
& Country Strategy
Root Cause 2
Inefficient support and
bureaucratie
Root Cause 3
No competition oriented
market
Root Cause 4
rigidity of rules & regulation
in R&D sector
Failure mode 1
Lack of competencies in IP valuation
& protection process
Failure Mode 3
No clear and formal procedure and
tool box for TTO
Failure Mode 2
Lack of structured Market &
Technolgical Data
promoting the Technology Transfer from university labs, calls for a formal Innovation
policy, and a more readable IP strategy, with dedicated resources and means, with a
structured governance on the NIS, and a more favorable legal frame for researcher’s
mobility and innovation financing.
28. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
28
29. Bringing value to companies
29Source: FITT for Innovation Digiteo & INRIA
31. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
31
32. How University could promote
Innovation?
Two of the main sources of economic life are
Entrepreneurship and Technological
Developement.
Today, in a competitive and globalized world, the
abililty to create innovative products and companies
is crucial for promoting rapid structural changes.
Universities and other public research institutions
are the main source of innovation.
32
33. What is a Research Based Spin-Off
(RBSO)
RBSO is the result of the process of creating a Start Up
which seeks to commercially exploit a patent, technology or a
scientific finding from a University or Research Institution,
which usually requires the involvement of the Researcher (s)
for technology transfer.
Spin-offs are one measurable mx of tech transfer b/t public
and private sectors. Spin-offs are an important indicator of
the ability of countries to monetize the knowledge developed
by the public R&D.
33
34. What is a Research Based Spin-Off
(RBSO)
According to OECD, Research Based Spin-Off –also
called Research Based Business- is an innovative Start
Up company that has at least one of the five following
characteristics:
– Founder(s) include public sector employees
– Key technology is licensed from public sector institution
– Founder(s) include public sector students or alumni
– Physically located in public-sector incubator or science park
– Equity investments were made by public sector
34
35. The number of Startups formed from
universities is an indicator of a performing
Innovation System.
Highlights of the AUTM USA Licensing Activity
Survey: FY2014
– 549 executed licenses containing equity (up 17%)
– 914 startup companies formed (up 11.7%)
– 4,688 startups still operating as of the end of 2014 (up
11.4%)
– 965 new commercial products created (up 34.2%)
35
36. 36
Processus de création d’entreprise avec bénéfice d’un "congé de création d’entreprise"
Arrêté fixant le
demi-traitement de
l’agent créant un
projet dans une
zone de dévelop-
pement régional
Soumission
du projet au
PM pour
signature du
décret, et sa
publication
au JORT
Élaboration du
projet de décret
accordant le
« congé de
création
d’entreprise »
Émission d’avis
favorable, avec
exposé des
motifs, au
Premier
Ministre
Évaluation de
la faisabilité du
projet et de sa
conformité aux
critères fixés
Soumission
du dossier à
l’avis de la
Commission
technique du
PM (DGFP)
Approbation de
la demande et
élaboration de
proposition du
Ministre au
Gouvernement
Dépôt d’un
dossier de
demande de
congé auprès
du Ministère
de tutelle
Élaboration
d’une étude
préliminaire du
projet et de
son schéma de
financement
Entrée en
production
Lancement de la
réalisation du
projet et
mobilisation des
financements
Déclaration du
projet et
constitution
juridique de
l’entreprise
Élaboration des
dossiers de
promotion du
projet
Recherche et
mobilisation
des accords de
financement
Étude technico-
économique du
projet et
élaboration du
Plan d’affaires
Visa de l’arrêté
de demi-
traitement par
le Premier
Ministre
The tough and dissuasive process of spin-
off formation in Tunisia
The IP valuation is not
mastered and the IP
protection is not fair for
researchers
The Go-No Go criteria
and grant attribution are
not transparent
The decision making
process is long and
obligation for the
reseacher to deliver his
lectures after the RBSO
creation
A long and
uncertain process
of fund raising
No technical assistance
in the incubation and post
incubation phases
Main steps to start up a company from university for scientific researchers
38. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
38
39. 39
In Tunisia, the management of the IP value stream process is
supposed to be entrusted to BuTT. The experience showed that the
effectiveness was not not verified –with a relative exception for IPT-.
Targeting the
opportunity
Planning &
motivating
Creating
&
Aquiring
Documenting
Reviewing
&
protecting
Measuring &
extacting
value
IP PROTECTION MANAGEMENT PROCESS
42. 42
Very few interaction between the Public R&D institution and industry, which
explains the weak of IP protection claims and low Technology investment flows.
Impediments to IP value stream:
• absence of high-quality research results suitable for patent protection,
• low awareness of both research workers and whole institutions with their
management of the
• intellectual property protection purpose;
• No adapted or trained staff / actors
• No coherent and formal referential procedure
• No management of the IP portfolio in relationship with industrial beneficiary
• No technological & business intelligence data base
• No adapted Financing vehicles
• No practice of IP valuation by the Labs with a lack of experts for searching and
identifying the commercial potential of R&D results and leading new
technologies based projects
• No budget to manage a IP Value Stream accordingly
PROTECTING IP RIGHTS AND MASTERING THE IP
VALUE STREAM
43. Post spin-off phaseSpin-off phasePre spin-off phase
IP management process in an RBSO
IP strategy
(patent and
no patent)
IP protection &
valuation
IP
valorization
43
Risk Factors related with founding Researcher (team)
Risk Factors related with incubation and business environment
44. The experience of BuTT (Bureau de
Transfert de Technologies) in Tunisia
44
This experience launched by ANPR / PASRI started in 2012 is still in its
infancy. The early failures certainly came from the market disconnection,
but mostly from the weakness of the mobilized resources to create this
industry. Here is the range of services expected to be delivered by the
BuTT managers, often reduced to an inexperienced person facing alone
dozens of laboratories and R&D themes.
– Supporting the voluntary patent filing
– Enabling the access to information (non Patents & Patents)
– Facilitate administrative procedures and access to authorities
– Strengthen IP protection strategy of the University
– Assisting Lab to contract with Enterprises
– Non Disclosure policy management
– Managing the relationship with the TT and IP protection stakeholders
– Monitoring traceability deposits / recordings
– Managing IP claims, patents and licencing contracts portfolio
– Market analysis and business analysis
– Reporting and publishing key facts and achievements
45. IPT CASE
The Institut Pasteur de Tunis is
a public health organization
and scientific research center.
It also produces some
vaccines. He is considered as
a leading innovative institution
because it has an effective
Tech Transfer office, that
manages a PCT patents
portfolio, filed with the support
of the International Network of
the Institut Pasteur.
45
46. Main impediments encountered in IP
management procedures
Staff motivation
Research funding
Research planning
Identification of IP
Evaluation of potential inventions
Disclosure of invention
IP protection strategy
Marketing of the new technology
Technology valuation
Licensing process
Monitoring patent application and licensing deal
Administration of IP Policy
46
47. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP value stream management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
47
48. Competencies to be developped…
Assessing the Technological capability and the Innovation
Management System of companies,
Mapping the IP (patents and no patents) to identify and formally
qualify innovation opportunities, in a specific sector.
Projects engineering and solutions design based on either
collaborative project or IP licensing from R&D institutions.
Technological capability of an organization is
composed of a variety of sources of knowledge
and experiences. Some are subtle and intangible,
such as inventions. Others are embodied in
equipment, machinery or infrastructure, while
others are carried by human skills
49. Market & Technological
Big Data Bank
IP Asset management
stakeholders interacting &
contracting
Communication
&
Community management
….to cover the 4 quadrants of
the NIS scope
50. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP value stream management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
50
51. Where to fix objectives & metrics for
the NIS performance?
1) Interactions among enterprises, primarily joint research activities
and other technical collaborations;
2) interactions among enterprises, universities and public research
institutes, including joint research, co-patenting, co-publications and
more informal linkages;
3) diffusion of knowledge and technology to enterprises, including
industry adoption rates for new technologies and diffusion through
machinery and equipment;
4) personnel mobility, focusing on the movement of technical
personnel within and between the public and private sectors.
52. BOOSTING NIS CAPABILITY…
52
Strategy Actors Environment
Information is key for innovative
businesses. Crafting the
Innovation strategy for the next
decade and launching a Big Data
Bank for each strategic value
chain.
Staffing high level competencies to
be able to provide world class
services and investing on a National
IT system to manage the NIS
processes.
A National Innovation Policy with
a friendly regulatory frame for
innovators, entrepreneurs and
investors.
An ambitious national program
that involves all incubators and
accelerators to induce a large
dynamic of innovation in
partnership with all stakeholders
of the NIS.
Hiring a high level team to design
and implement the national program
and to set up a Competencies Center
to train all the stakeholders of the
NIS.
Setting up a global governance on
the National Innovation System
and a specific governance for the
National Program under the hat of
PPP.
A referential for the IP Value
Stream with a framwork to
enable IPP process management
and tech transfer.
Re-focusing the scope of work of
BuTT on IP and partnership with
local and international organization to
share resources and experience in
different fields such as Engineering,
IP Valuation, patent writing….
Developing Technology Transfer
offices, Incubators, Innovation
Centers, Prototyping Labs under
the hat of PPP.
53. In conclusion
Tunisian NIS needs a deep reengineering of its architecture
and Governance to play a key role in setting up a
knowledge based Economy, …
A formal Innovation Policy
A readable R&D strategy
Adapting the regulatory for a more efficient and
effective Governance
Placing the IP Value Stream in the core process of
the NIS
Nurturing the Technology Transfer as an Industry
Easing the access to R&D funds and Innovation
financing
53