The document discusses entrepreneurship and innovation as career opportunities. It defines entrepreneurship as developing and running a business to make a profit, taking on uncertainties. An entrepreneur takes risks to start a business based on their own ideas. Innovation renews products/services by applying new ideas and techniques. The document outlines the process of engineering a product from ideation to prototypes. It discusses how students can become entrepreneurs by gaining technical knowledge and exposure. Technology readiness levels (TRL) scale from 0 to 9 are presented to assess innovation maturity from an idea to commercialization. Protein in urine affects many people and a non-strip based testing device is proposed as an innovative solution. Requirements for entrepreneurs like communication, sales, and business strategy are also highlighted
Creativity and innovation are important for problem solving and business growth. [1] Creativity involves generating new ideas, while innovation is the process of developing and applying creative ideas. [2] For an organization, innovation refers to converting new ideas into useful products, services, or practices. [3] While creativity is needed for innovation, it is not sufficient on its own - innovative ideas must also be applied successfully.
The document provides an overview of entrepreneurship, idea generation, and evaluating business opportunities. It discusses the difference between invention and innovation, with invention being the creation of new products/processes and innovation being transforming ideas into useful applications. It outlines several types and sources of innovation opportunities. Methods for idea generation like SCAMPER are presented, along with principles for successful innovation. The document concludes by discussing how to screen ideas and business opportunities by asking questions about solving customer problems, business models, market size, uniqueness, and competitive defenses.
The document discusses the differences between invention and innovation. Invention is the formulation of new ideas for products or processes, while innovation is the practical application of new inventions into marketable products or services. It then describes two types of innovation - product innovation which involves launching new products, and process innovation which finds more efficient production processes. The document outlines advantages of both product innovation, such as first mover advantage and increased reputation, and process innovation, like reduced costs and improved quality. Finally, it notes that innovation benefits businesses through improved productivity, higher sales and profits, and establishing competitive advantages.
Entrepreneurship, Entrepreneurs and Startups Prakash Pimpale
Entrepreneurship, Entrepreneurs and Startups is a presentation talking about contemporary entrepreneurs and startups. Also lists events and other stuff where people wanting to start can look for help.
This document discusses various aspects of entrepreneurship, including the risks and rewards of owning a business, different types of business models like starting your own business, purchasing an existing business, or buying a franchise. It also covers idea generation methods, assessing the feasibility of business ideas, and available resources for small business owners, such as government agencies like the Small Business Administration.
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
This document defines key terms and characteristics related to entrepreneurship. It defines an entrepreneur as someone who controls a commercial venture and innovates to maximize profits. Entrepreneurship is described as starting an economic activity to be self-employed. The document lists characteristics of successful entrepreneurs like being risk-taking, perceptive, curious, imaginative, persistent, goal-setting, hardworking, self-confident, flexible, and independent. It also defines an intrapreneur as someone within a large company who takes responsibility for developing a new product or idea.
Creativity and innovation are important for problem solving and business growth. [1] Creativity involves generating new ideas, while innovation is the process of developing and applying creative ideas. [2] For an organization, innovation refers to converting new ideas into useful products, services, or practices. [3] While creativity is needed for innovation, it is not sufficient on its own - innovative ideas must also be applied successfully.
The document provides an overview of entrepreneurship, idea generation, and evaluating business opportunities. It discusses the difference between invention and innovation, with invention being the creation of new products/processes and innovation being transforming ideas into useful applications. It outlines several types and sources of innovation opportunities. Methods for idea generation like SCAMPER are presented, along with principles for successful innovation. The document concludes by discussing how to screen ideas and business opportunities by asking questions about solving customer problems, business models, market size, uniqueness, and competitive defenses.
The document discusses the differences between invention and innovation. Invention is the formulation of new ideas for products or processes, while innovation is the practical application of new inventions into marketable products or services. It then describes two types of innovation - product innovation which involves launching new products, and process innovation which finds more efficient production processes. The document outlines advantages of both product innovation, such as first mover advantage and increased reputation, and process innovation, like reduced costs and improved quality. Finally, it notes that innovation benefits businesses through improved productivity, higher sales and profits, and establishing competitive advantages.
Entrepreneurship, Entrepreneurs and Startups Prakash Pimpale
Entrepreneurship, Entrepreneurs and Startups is a presentation talking about contemporary entrepreneurs and startups. Also lists events and other stuff where people wanting to start can look for help.
This document discusses various aspects of entrepreneurship, including the risks and rewards of owning a business, different types of business models like starting your own business, purchasing an existing business, or buying a franchise. It also covers idea generation methods, assessing the feasibility of business ideas, and available resources for small business owners, such as government agencies like the Small Business Administration.
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
This document defines key terms and characteristics related to entrepreneurship. It defines an entrepreneur as someone who controls a commercial venture and innovates to maximize profits. Entrepreneurship is described as starting an economic activity to be self-employed. The document lists characteristics of successful entrepreneurs like being risk-taking, perceptive, curious, imaginative, persistent, goal-setting, hardworking, self-confident, flexible, and independent. It also defines an intrapreneur as someone within a large company who takes responsibility for developing a new product or idea.
This document discusses innovation in the Indian context. It provides examples of grassroots innovations in India like Sulabh International, Sixth Sense technology, Sarvajal water ATMs, and the Jaipur foot. It discusses the need for innovation in India to drive growth and development. Key aspects of Indian innovation discussed include its bottom-up approach, focus on frugality and addressing local needs, and trends like reverse innovation. Government initiatives to promote innovation through bodies like the National Innovation Council are also summarized.
presentation on a successful entrepreneur Al Shahriar
Dr. Muhammad Yunus is the first Bangladeshi to win the Nobel Peace Prize. He pioneered microcredit and founded the Grameen Bank to provide small loans to poor individuals, especially women. Yunus earned his PhD from Vanderbilt University and taught economics before discovering that small loans could make a significant difference for poverty-stricken families. In 1983, he established Grameen Bank to formalize his microcredit work, which has since provided loans to millions of poor families. Yunus won the 2006 Nobel Peace Prize for his microcredit innovations in creating economic and social development.
This topic is related to general and professional studies like MBA. If u want to know about the complete innovation topic then please checkout my other presentation which i'll upload soon...
This document discusses innovation and entrepreneurship. It provides an overview of innovation as doing something different or better to benefit society and economics. Innovation requires resources, processes, and a culture within organizations to support new ideas. Entrepreneurship is defined as the organized search for opportunities that arise from changes. Sources of innovation can come from internal unexpected ideas, industry changes, or external factors like new knowledge or demographics. The document outlines tips for both innovating and entrepreneurial efforts within large organizations, noting that innovative projects often fail and require perseverance to succeed.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Entrepreneurship introduction , concept , need , growth &innovation RTU btech Ambuj Tak
this is for student of CS engineering of RTU who want to prepare their PPT for 4th sem
it may help the MBA student too and its a motivational for beginner entrepreneur :)
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
These slides were prepared to introduce district leaders to the design thinking process. The design challenge we worked on during this day-long introduction was to redesign high school media centers. These slides were used to step participants through each phase of the design thinking process.
Idea Generation Process for Startup Businessestomiero
The document discusses various aspects of developing a new business or product idea including opportunity identification, team building, resources, and idea generation. Some key points discussed are:
- It is important to identify opportunities that provide significant added value rather than just pursuing any good idea.
- Building a strong founding team is critical and one of the biggest challenges as the entrepreneur must play the role of both player and coach.
- Resources like funding, assets, and business plans are needed but "thinking money first is a big mistake"; the focus should be on having a solid opportunity and team first.
- When developing a new product or business idea, it is best to think big enough to have the potential for significant growth and
This document provides an introduction to innovation, including definitions, importance, examples, challenges, and levels of maturity. It defines innovation as positive financial and organizational growth through unique products, services, and opportunities. Innovation is essential for 90% of CEOs to drive organic growth. It enhances value, reduces costs, strengthens brands, and provides stronger relationships. The document also outlines VerseOne's innovation process and contact information to learn more.
This document provides guidance on identifying business opportunities and developing new business ideas. It discusses evaluating whether an idea is viable and matches customer needs through market research. Business opportunities should be filtered through assessing the industry, market, profitability, financing, and legal risks. Ideas can come from existing resources, enterprises, market demands, and information from suppliers, customers, and industry experts. The key is researching the industry and market to identify problems that can be solved with new products or services.
Creativity and innovation in marketing involves coming up with new ideas and implementing them. Elements of creativity include advertising, public relations, and sales promotions. Effective creativity in these areas connects with the target audience, communicates benefits, and persuades people. It uses techniques like surprise, interesting information, and highlighting benefits. Creativity can build brand values by reinforcing feelings and creating new attitudes. The process of innovation involves generating ideas, screening them, testing feasibility, implementing ideas, and commercializing new products or services. Innovation is important for companies to improve, enter new markets, and adapt to changes.
Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.
This document outlines a 4-step model for the creative process and provides additional details on brainstorming, developing the "big idea", and evaluating ideas.
The 4-step model includes exploring for new information, experimenting and playing with different approaches, evaluating results, and overcoming obstacles to implement creative concepts. Brainstorming aims to stimulate new ideas from existing ones through free association. Developing the "big idea" means creating a mental picture of an ad that builds on strategy and consumer desires in a novel way. The creative team then evaluates ideas using the "creative pyramid" to decide if a big idea should be implemented, modified, or discarded.
This document discusses technology readiness levels (TRLs) and moving a technology from invention to commercialization. It provides definitions and explanations of key concepts like entrepreneurship, technopreneurship, and the stages of technology development from invention to prototype to production to innovation. It also outlines the 9 levels of TRLs and provides examples to illustrate where a technology would fall in each level. Finally, it includes a timeline example of moving a windshield washer nozzle from invention to a commercial product.
Embark on a journey through the dynamic world of technology development and assessment of its maturity with Technology Readiness Levels (TRL). Whether you're an innovator, student or faculty, startup, investor, or industry professional, understanding the TRL scale is crucial for effective decision-making, technology development, technology transfer and risk assessment.
This document discusses innovation in the Indian context. It provides examples of grassroots innovations in India like Sulabh International, Sixth Sense technology, Sarvajal water ATMs, and the Jaipur foot. It discusses the need for innovation in India to drive growth and development. Key aspects of Indian innovation discussed include its bottom-up approach, focus on frugality and addressing local needs, and trends like reverse innovation. Government initiatives to promote innovation through bodies like the National Innovation Council are also summarized.
presentation on a successful entrepreneur Al Shahriar
Dr. Muhammad Yunus is the first Bangladeshi to win the Nobel Peace Prize. He pioneered microcredit and founded the Grameen Bank to provide small loans to poor individuals, especially women. Yunus earned his PhD from Vanderbilt University and taught economics before discovering that small loans could make a significant difference for poverty-stricken families. In 1983, he established Grameen Bank to formalize his microcredit work, which has since provided loans to millions of poor families. Yunus won the 2006 Nobel Peace Prize for his microcredit innovations in creating economic and social development.
This topic is related to general and professional studies like MBA. If u want to know about the complete innovation topic then please checkout my other presentation which i'll upload soon...
This document discusses innovation and entrepreneurship. It provides an overview of innovation as doing something different or better to benefit society and economics. Innovation requires resources, processes, and a culture within organizations to support new ideas. Entrepreneurship is defined as the organized search for opportunities that arise from changes. Sources of innovation can come from internal unexpected ideas, industry changes, or external factors like new knowledge or demographics. The document outlines tips for both innovating and entrepreneurial efforts within large organizations, noting that innovative projects often fail and require perseverance to succeed.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
Innovation & Entrepreneurship - From Basics to Open InnovationNikolaos Vaslamatzis
Innovation & Entrepreneurship basics - how to think like an entrepreneur and models, analytical tools and frameworks to further develop a business idea, explore a market and develop a minimum viable product (mvp).
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Entrepreneurship introduction , concept , need , growth &innovation RTU btech Ambuj Tak
this is for student of CS engineering of RTU who want to prepare their PPT for 4th sem
it may help the MBA student too and its a motivational for beginner entrepreneur :)
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
These slides were prepared to introduce district leaders to the design thinking process. The design challenge we worked on during this day-long introduction was to redesign high school media centers. These slides were used to step participants through each phase of the design thinking process.
Idea Generation Process for Startup Businessestomiero
The document discusses various aspects of developing a new business or product idea including opportunity identification, team building, resources, and idea generation. Some key points discussed are:
- It is important to identify opportunities that provide significant added value rather than just pursuing any good idea.
- Building a strong founding team is critical and one of the biggest challenges as the entrepreneur must play the role of both player and coach.
- Resources like funding, assets, and business plans are needed but "thinking money first is a big mistake"; the focus should be on having a solid opportunity and team first.
- When developing a new product or business idea, it is best to think big enough to have the potential for significant growth and
This document provides an introduction to innovation, including definitions, importance, examples, challenges, and levels of maturity. It defines innovation as positive financial and organizational growth through unique products, services, and opportunities. Innovation is essential for 90% of CEOs to drive organic growth. It enhances value, reduces costs, strengthens brands, and provides stronger relationships. The document also outlines VerseOne's innovation process and contact information to learn more.
This document provides guidance on identifying business opportunities and developing new business ideas. It discusses evaluating whether an idea is viable and matches customer needs through market research. Business opportunities should be filtered through assessing the industry, market, profitability, financing, and legal risks. Ideas can come from existing resources, enterprises, market demands, and information from suppliers, customers, and industry experts. The key is researching the industry and market to identify problems that can be solved with new products or services.
Creativity and innovation in marketing involves coming up with new ideas and implementing them. Elements of creativity include advertising, public relations, and sales promotions. Effective creativity in these areas connects with the target audience, communicates benefits, and persuades people. It uses techniques like surprise, interesting information, and highlighting benefits. Creativity can build brand values by reinforcing feelings and creating new attitudes. The process of innovation involves generating ideas, screening them, testing feasibility, implementing ideas, and commercializing new products or services. Innovation is important for companies to improve, enter new markets, and adapt to changes.
Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.
This document outlines a 4-step model for the creative process and provides additional details on brainstorming, developing the "big idea", and evaluating ideas.
The 4-step model includes exploring for new information, experimenting and playing with different approaches, evaluating results, and overcoming obstacles to implement creative concepts. Brainstorming aims to stimulate new ideas from existing ones through free association. Developing the "big idea" means creating a mental picture of an ad that builds on strategy and consumer desires in a novel way. The creative team then evaluates ideas using the "creative pyramid" to decide if a big idea should be implemented, modified, or discarded.
This document discusses technology readiness levels (TRLs) and moving a technology from invention to commercialization. It provides definitions and explanations of key concepts like entrepreneurship, technopreneurship, and the stages of technology development from invention to prototype to production to innovation. It also outlines the 9 levels of TRLs and provides examples to illustrate where a technology would fall in each level. Finally, it includes a timeline example of moving a windshield washer nozzle from invention to a commercial product.
Embark on a journey through the dynamic world of technology development and assessment of its maturity with Technology Readiness Levels (TRL). Whether you're an innovator, student or faculty, startup, investor, or industry professional, understanding the TRL scale is crucial for effective decision-making, technology development, technology transfer and risk assessment.
The document discusses various readiness levels used to assess the maturity of technologies, manufacturing processes, and investments. It describes Technology Readiness Levels (TRLs) which use a 1-9 scale to measure the maturity of technologies from basic research to full commercial deployment. It also discusses Manufacturing Readiness Levels (MRLs) which similarly assess manufacturing process maturity from 1-10, and Investment Readiness Levels (IRLs) which evaluate investment maturity from basic research to full commercial development.
Research Monetization - Evaluating Technology Readiness (TRL)Alok Nikhil Jha
How to evaluate maturity of your Technology? Is your technology can be commercialized? Is it worth to patent your technology? When to start looking for licensing or selling your technology? When to start a venture from your technology?
Technology Readiness Levels (TRLs) are a way to assess the maturity of a technology or innovation. TRLs provide a standardized and systematic way to evaluate the readiness of a technology for use in a specific application or market.
TRLs are a scale of 1 to 9, with 1 being the lowest level of technology readiness, indicating a concept or idea, and 9 being the highest level of technology readiness, indicating a fully matured technology that is ready for commercialization.
Each level of TRL has a specific set of criteria that must be met in order to achieve that level of readiness. These criteria include things like testing in a relevant environment, demonstrating performance and reliability, and validating the technology in a real-world setting.
TRL technology readiness level of p.pptxanitapansare1
The document discusses Technology Readiness Levels (TRLs), which provide a scale from 1-9 to measure the maturity of a technology. TRLs help determine funding and transition decisions. They started being used in EU-funded projects in 2014 and were further standardized by an ISO standard in 2013. Higher TRLs involve more complex systems operating in environments closer to real-world conditions. TRLs must be considered carefully for both new technologies and improvements to existing technologies or products. The document provides several examples of how TRLs apply across different domains including software, pharmaceuticals, medical devices, and in India.
There is often a gap between the long term perspectives of academic research and the short term needs of industry. Traditional technology transfer processes begin once research is complete, but technologies from universities are often too early for industry. The presentation proposes an approach where researchers work closely with technology transfer professionals from the beginning to explore market opportunities, develop prototypes, establish intellectual property strategies, and engage with small and medium enterprises. This process aims to bridge the gap between research and commercialization.
Open innovation is nowadays a widely spread concept in both academia, business and policy making. However, during the last years research and industry put only a little effort to understand how they can be integrated into universities technology transfer methodologies to foster technology market exploitation. Indeed, it is well known that university technologies are usually on a too early-stage to attract industry investments. Furthermore, there are several barriers that limit the IP return on investment, such as companies lack of adequate human capital to manage external IP in a strategic way, different timing requirements between long-term academic research versus exploitation-oriented industry, and different reward incentives systems.
Small and Medium sized Companies (SMEs), due to their limited capability to access external resources, result to be the perfect candidate for receiving the outflow of emerging technologies from research laboratories. Even though their flexibility can be an advantage to accelerate innovation, they lack of the internal resources to manage the whole innovation process.
For such reasons, we studied and designed a methodology to reduce the gap between industry and academia. We aim at helping researchers understand the value of their work in terms of market opportunity, and to develop a process of transition from TRL (Technology Readiness Level) 4 to TRL5 aiming at providing SMEs with a validated technology and business case that can facilitate the technology adoption.
This document outlines the agenda and content for a workshop on technology commercialization. It introduces the Innovation SPACETM technology commercialization model, which consists of 6 phases from concept to domination. Phase 1, the concept phase, includes discovering if a new technology or product is unique, technically feasible, and has market needs. Step 1 of this phase is a technology analysis to determine these attributes. The document then discusses key questions for the technology analysis, common innovator delusions, an example value proposition canvas, and frameworks for mapping innovations and prioritizing projects based on attractiveness vs. effort required.
The document discusses VetMobileLink (VML) software and why to choose Solutions4Tech for a VML system solution. It provides an overview of Solutions4Tech's mission, standards and protocols for cell phones, the software lifecycle process, and the Capability Maturity Model Integration. It also discusses requirements management tools and metrics, the history of mobile communications standards, and fundamental phases of the software development lifecycle. In conclusion, it states that Solutions4Tech is the correct choice as it is detailed, dependable, and trustworthy.
The document discusses how SMEs are currently underrepresented in using experimental facilities and networking testbeds. It aims to better involve SMEs through the FUSION project. FUSION will educate SMEs and testbeds about each other's needs to foster more collaboration. The current situation finds SMEs lacking information and resources to engage while testbeds may not adequately support or understand SME requirements. Feedback reveals SMEs could benefit from independent testing, expertise, and access to large experimental platforms. A federation like FED4FIRE offers greater resources and support for experimenters. Moving forward, FUSION will clarify experiment methodologies, provide unified interfaces and technical support, adapt business models, and find synerg
The document outlines the agenda and content for a workshop on technology analysis and commercialization. It introduces the Innovation SPACETM technology commercialization model, which involves 12 stages across 6 phases from concept to business maturity. The workshop will cover assessing the technical attributes of an innovation versus its value proposition, innovation mapping, and analyzing innovation projects based on attractiveness and effort required. It emphasizes that during the technology analysis stage, it is important to determine if a product is new, unique, technically feasible, and offers significant advantages over existing solutions by researching patents, literature, and speaking with experts.
The document discusses various aspects of prototyping, including prototype development methodologies, types of prototypes, evaluation techniques, and tools used in prototyping. Specifically, it covers methodology for prototype development, types of prototypes like throwaway, evolutionary, and incremental prototypes. It also discusses techniques for prototype evaluation like protocol analysis and cognitive walkthroughs, and the benefits of prototyping for software development.
This document discusses different models for managing innovation processes, including stage-gate models, project portfolios, and agile systems. It begins by explaining stage-gate models, which provide a structured process for moving ideas through to launch, including stages to develop ideas and gates for review and decision-making. Radical innovations may require more formal controls through this process. The Renault Kwid is presented as an example of disruptive innovation through its very low price point, though it did not feature new technologies. Development phases need feedback loops to maintain alignment with the original innovative vision to avoid potential "valleys of death".
Software Engineering Research: Leading a Double-Agent Life.Lionel Briand
The document discusses testing of closed-loop controllers in automotive systems. It notes the increasing complexity of automotive software and challenges in model-in-the-loop (MIL), software-in-the-loop (SIL), and hardware-in-the-loop (HIL) testing. It presents an approach to generate test cases for continuous controllers at the MIL level by representing requirements as objective functions and using a search-based approach to find worst-case scenarios. Experimental results found significantly worse scenarios than their industry partner, allowing them to generate better stress tests for HIL. The approach addresses a problem largely ignored in MIL testing of continuous controllers.
TRIZ is a theory of inventive problem solving developed in the 1940s based on an analysis of thousands of patents. It provides systematic tools and principles to help solve problems and drive innovation. Some key TRIZ tools include the 40 Inventive Principles, Contradiction Matrix, and Ideal Final Result which focuses on defining the ideal benefits without constraints. TRIZ can be applied to both technical and non-technical problems and complements Lean Six Sigma by providing systematic methods for innovation.
This presentation highlights some of the work of the Seattle Children's Imagination Lab between October 2016 and December 2018. It covers the development pathway for Seattle-PAP, a portfolio of some of the 130+ projects completed using our Innovation Pipeline, and a few thoughts on innovation that informed the development of our pipeline.
Making Model-Driven Verification Practical and Scalable: Experiences and Less...Lionel Briand
The document discusses experiences and lessons learned from making model-driven verification practical and scalable. It describes several projects collaborating with industry partners to develop model-based solutions for verification. Key challenges addressed include achieving applicability for engineers, scalability to large systems, and developing solutions informed by real-world problems. Lessons learned emphasize the importance of collaborative applied research, defining problems in context, and validating solutions realistically.
The document discusses structuring user involvement in ICT innovation through a panel-based living lab approach. It provides an overview of living lab conceptualizations and methodologies. A modified consensus definition is presented that describes living labs as medium- to long-term research that cocreates innovations with users in a familiar, real-world context while considering the surrounding ecosystem. The benefits of IBBT-iLab.o's panel-based approach are explained, including how it aids various phases of living lab research projects.
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Innovation and Entrepreneurship as a Career Opportunity
1. ENTREPRENEURSHIP AND
INNOVATION AS A CAREER
OPPORTUNITY
PREETI JACOB
ASST. PROFESSOR,
DEPARTMENT OF CIVIL ENGINEERING
IIC VICE PRESIDENT
CMR INSTITUTE OF TECHNOLOGY, BANGALORE
3. ENTREPRENEURSHIP
Entrepreneurship is the ability and readiness to
develop, organize and run a business
enterprise, along with any of its uncertainties in
order to make a profit.
The most prominent example of entrepreneurship is
the starting of new businesses.
4/6/2022
3
4. ENTREPRENEUR
An entrepreneur
is an individual
who takes the risk
to start their own
business based on
an idea they have or
a product they have
created while
assuming most of
the risks and
reaping most of the
rewards of the
business.
4/6/2022
4
6. DIFFERENCE BETWEEN
4/6/2022
6
Business Man Entrepreneur
Existing
Idea
Existing
Market
Calculative
Market
Player
Less
Risk
Profit
Oriented
Very high
competition
New
Idea
New
Market
Intuitive
High
Risk
People
oriented
Market
Leader
Low
competition
7. INNOVATION
Innovation is a process by which a domain, a
product, or a service is renewed and brought up to
date by applying new processes, introducing
new techniques, or establishing successful
ideas to create new value.
The word “innovation” is derived from the Latin verb
innovare, which means to renew.
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10. STUDENT/ EMPLOYER TO ENTREPRENEUR
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Technical knowledge
Lab experience in
handling equipments
Exposure to various
seminars
Competitions like
Smart India Hackathon
and lot of other events,
Business knowledge
Market Study and
Understanding
Industry requirements
Have’s Have not’s
11. STEPS OF ENGINEERING A PRODUCT
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Ideation
Design
Proposal
Feasibility
Analysis
Prototypes Feedback
12. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
13. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
14. PROBLEM STATEMENT
Around 317million people suffer from Proteinuria,
protein in urine. Indication of complex diseases like
Diabetes, Hypertension, pregnancy induced
hypertension and other chronic disease.
Dr. Pankaj Parashar
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15. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have
been formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
16. TECHNOLOGY READINESS LEVELS (TRL)
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16
•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof
of concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
18. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment
("ugly" prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
20. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
22. TECHNOLOGY READINESS LEVELS (TRL)
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22
•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
24. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational
environment at pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
27. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
28. USP of SCINTIGLO TM
Unique as a NON STRIP BASED TEST DEVICE with Accuracy of more than 95%
Provides instant results within 2 – 3 seconds
Data Logging and 2 way communication is possible via an onboard bluetooth
connectivity and a Smart phone application
Extremely helpful for early diagnosis of
Annual 3 Crore Pregnancies for Pregnancy Induced Hypertension (PIH)
20 Crore Hypertension patients for Microalbuminuria and its associated
complications
6 Crore patients with Diabetes for early kidney damage detection.
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29. TECHNOLOGY READINESS LEVELS (TRL)
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•TRL 0 : Idea. Unproven concept, no testing has been performed.
•TRL 1 : Basic research. Principles postulated observed but no
experimental proof available.
•TRL 2 : Technology formulation. Concept and application have been
formulated.
•TRL 3 : Applied research. First laboratory tests completed; proof of
concept.
•TRL 4 : Small scale prototype built in a laboratory environment ("ugly"
prototype)
•TRL 5 : Large scale prototype tested in intended environment.
•TRL 6 : Prototype system tested in intended environment close to
expected performance.
•TRL 7: Demonstration system operating in operational environment at
pre-commercial scale.
•TRL 8 : First of a kind commercial system. Manufacturing issues
solved.
•TRL 9 : Full commercial application, technology available for
consumers.
30. REQUIREMENT OF AN ENTREPRENEUR
1. Communication
2. Sales
3. Focus
4. Ability to learn
5. Business Strategy
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