Talk given at Tsinghua University, Beijing, by Dr Tim Minshall and Dr Letizia Mortara on 18th June 2013. The event was organised as part of the EC-HVEN project (www.birmingham.ac.uk/hven) and Open Innovation Research Forum.
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
De grote aandacht voor het ontwikkelen van ondernemerszin draait om de noodzaak tot waardecreatie in een wereld die snel veranderd. Het is niet meer genoeg om een goede prijs/kwaliteitverhouding te hebben, flexibel en innovatief te zijn, waardecreeren is het nieuwe belang van ondernemingen. De prijswinnende benadering van VentureLab voor groeiondernemers draagt bij aan de ontwikkeling van bedrijven die echt waarde creëren. Aan de basis staat het bij NIKOS ontwikkelde 4S model.
Technology transfer: a career at the interfaceJames Lapworth
Dr. James Lapworth has worked in various roles relating to technology transfer and knowledge exchange between universities and industry, including as a senior licensing manager at the University of Leicester. His career path demonstrates the variety of routes into knowledge transfer roles, which involve evaluating commercial opportunities from academic research, managing collaboration between researchers and industry partners, and facilitating the protection and commercialization of intellectual property. The document outlines the importance and goals of knowledge transfer in bridging academic research and real-world applications to benefit society and the economy.
This document discusses India's lack of private sector investment in research and development. It notes that few Indian companies are ranked among the top global investors in R&D, and that India files very few patents compared to countries like China. It analyzes causes such as lack of private initiative, lack of funds for researchers, and outdated university curricula. Solutions proposed include establishing industry-academia research centers jointly funded by government and private companies, training programs to develop high-skilled workers, and instituting corporate-university consortiums to facilitate applied research. The goal is to increase commercially viable research through greater collaboration between industry and academia.
A Changing Model: Moving technologies from research to applicationsPARC, a Xerox company
What has to change in the lab-to-market model when there is disruptive change in technologies or markets, such as that now being driven by flexible electronics?
Typical lab-to-market models using primarily internal resources can respond well to incremental market or technology changes, and can also be optimized for rapid development cycles. However, they do NOT handle major disruptions in markets or technologies because too many pieces of the ecosystem have to change simultaneously.
Based on PARC's experience across a range of technologies and industries which has resulted in over 30 new businesses, Mark Bernstein, CEO of PARC, shares some lessons learned and recommendations for addressing the challenges raised by disrupted lab-to-market ecosystems.
This presentation covers: (1) how companies can create an early warning system, bring in outside expertise/ open innovation partners, and position themselves flexibly for new near- and long-term opportunities; (2) specific case studies; and (3) PARC’s view of the ecosystem framework for developing products based on flexible electronics.
1. Xi Technology operates an Innovation Partners Program to connect companies with new innovation opportunities through technology scouting.
2. The program identifies emerging technologies through networking with academic institutions, national laboratories, private laboratories, and early-stage companies. Relevant technologies are selected, assessed, and information is disseminated to partner companies.
3. The goal is to help companies gain early awareness of technological threats and opportunities to stimulate innovation through open collaboration and sourcing of external technologies.
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
De grote aandacht voor het ontwikkelen van ondernemerszin draait om de noodzaak tot waardecreatie in een wereld die snel veranderd. Het is niet meer genoeg om een goede prijs/kwaliteitverhouding te hebben, flexibel en innovatief te zijn, waardecreeren is het nieuwe belang van ondernemingen. De prijswinnende benadering van VentureLab voor groeiondernemers draagt bij aan de ontwikkeling van bedrijven die echt waarde creëren. Aan de basis staat het bij NIKOS ontwikkelde 4S model.
Technology transfer: a career at the interfaceJames Lapworth
Dr. James Lapworth has worked in various roles relating to technology transfer and knowledge exchange between universities and industry, including as a senior licensing manager at the University of Leicester. His career path demonstrates the variety of routes into knowledge transfer roles, which involve evaluating commercial opportunities from academic research, managing collaboration between researchers and industry partners, and facilitating the protection and commercialization of intellectual property. The document outlines the importance and goals of knowledge transfer in bridging academic research and real-world applications to benefit society and the economy.
This document discusses India's lack of private sector investment in research and development. It notes that few Indian companies are ranked among the top global investors in R&D, and that India files very few patents compared to countries like China. It analyzes causes such as lack of private initiative, lack of funds for researchers, and outdated university curricula. Solutions proposed include establishing industry-academia research centers jointly funded by government and private companies, training programs to develop high-skilled workers, and instituting corporate-university consortiums to facilitate applied research. The goal is to increase commercially viable research through greater collaboration between industry and academia.
A Changing Model: Moving technologies from research to applicationsPARC, a Xerox company
What has to change in the lab-to-market model when there is disruptive change in technologies or markets, such as that now being driven by flexible electronics?
Typical lab-to-market models using primarily internal resources can respond well to incremental market or technology changes, and can also be optimized for rapid development cycles. However, they do NOT handle major disruptions in markets or technologies because too many pieces of the ecosystem have to change simultaneously.
Based on PARC's experience across a range of technologies and industries which has resulted in over 30 new businesses, Mark Bernstein, CEO of PARC, shares some lessons learned and recommendations for addressing the challenges raised by disrupted lab-to-market ecosystems.
This presentation covers: (1) how companies can create an early warning system, bring in outside expertise/ open innovation partners, and position themselves flexibly for new near- and long-term opportunities; (2) specific case studies; and (3) PARC’s view of the ecosystem framework for developing products based on flexible electronics.
1. Xi Technology operates an Innovation Partners Program to connect companies with new innovation opportunities through technology scouting.
2. The program identifies emerging technologies through networking with academic institutions, national laboratories, private laboratories, and early-stage companies. Relevant technologies are selected, assessed, and information is disseminated to partner companies.
3. The goal is to help companies gain early awareness of technological threats and opportunities to stimulate innovation through open collaboration and sourcing of external technologies.
The document discusses the 'Grand Challenges' of the Triple Helix, which are global issues that science, technology and innovation can help address. It identifies four key challenges: 1) providing a systemic approach to innovation through Triple Helix systems, 2) enhancing regional innovation policy through 'smart specialization', 3) innovating higher education through new models, and 4) enhancing innovation policymaking at higher levels. It then provides details on each challenge and calls for nominations for Triple Helix Ambassadors to increase awareness of these issues.
Workshop at the WCIT 2014
Innovation & entrepreneurship ecosystem in Jalisco
Jaime Reyes Robles, Secretary of Innovation, Science and Technology, Government of the State of Jalisco
Venturelab Twente softlanding and new business incubationjaapvantilburg
The University of Twente in The Netherlands has 30 years of experience in supporting new high-tech company support. The University has developed itself as an incubator with many support mechanisms. The pre-incubator facility VentureLab Twente is focussing on high-tech high growth and welcoming also softlanders. This was presented by Aard Groen and Jaap van Tilburg at NBIA's conference in Kansas in april 2009 using this slideshow.
6 Tactics To Improve Your Technology ScoutingMamta Agrawal
Technology scouting’s main goal is to help small and medium-sized businesses identify emerging innovations, channel tech-related data into the organization, and promote inexperienced technology in a corporate setting. At Ingenious e-Brain, we combine our knowledge, analysis, and tried-and-true processes to map out the innovations that will influence your business. We carry out a technology scouting service in the following steps.
The document discusses the university technology transfer process, including invention disclosure, evaluation, patenting, marketing, licensing, and starting spin-off companies. It notes that universities and industry have different missions and measures of success. The technology transfer process is complex and involves assessing inventions' technical and commercial merits, appropriate intellectual property protection, and valuation methods like cost, market, and income approaches. Negotiating licenses and starting companies also requires understanding different perspectives.
The document describes SciTree, a web platform that aims to facilitate collaboration between scientists and investors. It seeks to address the problem that scientists and investors operate in separate networks, with scientists publishing lengthy, specialized papers and investors seeking short presentations. SciTree would allow scientists to publish 25-word summaries of new technologies alongside full papers, and enable investors to fund research tasks. This could help investors access more early-stage opportunities and scientists obtain funding. The platform may generate revenue through targeted ads, paid promotions for scientists, and fees from universities and paid memberships for investors.
Market Research plays a vital role for organizations that are looking to move confidently in a new direction. This presentation gives an overview of our unique approach towards delivering unparralled results.
Chris Scafario
Open innovation is a new approach where companies use both internal and external ideas and paths to market in order to advance their technology. Rather than relying solely on internal research, open innovation allows companies to work with external partners such as universities, inventors, startups and other organizations. This open model can help companies reduce costs and time of R&D projects by accessing knowledge outside their own boundaries. Innovation intermediaries and online platforms are emerging to help connect companies with external knowledge sources and potential partners for open innovation projects.
The document discusses different models for university-business collaboration in Europe and the UK. It describes the "open science model" where academics publish and industry patents, the "license model" where universities license technologies to industry, and the "innovation model" where universities are more directly involved in innovation ecosystems. It notes that licensing university inventions is more difficult in fragmented European markets compared to the US. However, the innovation model is more developed in some European countries like the UK where universities must be more involved in innovation for impact.
PCD - Partners in Open Innovation - Sensors and Nanotechnology Specificlrain1826
Open innovation involves combining internal and external ideas and technologies to advance new product development. It allows companies to make use of external ideas and technologies as well as take internal inventions outside the company. The document outlines the benefits of open innovation such as accessing new expertise and resources. It also discusses potential hurdles and provides recommended steps to implement an open innovation strategy.
European innovation and business culture: What Chinese should know for slide ...InnoPraxis International
Presentation at annual TII conference (Technology Innovation International) on 7th of May 2013 in Beijin by Julia Roelofsen, partner in InnoPraxis International Ltd.
The document discusses challenges with research and innovation in India such as a lack of commercially viable research and innovation-driven R&D from the private sector. It proposes the creation of specialized industry-academia innovation clusters to address these issues. The clusters would facilitate collaboration between universities and private companies on high-risk, high-end technological research through jointly owned facilities and equipment. This would provide benefits like pre-competitive knowledge sharing, access to expertise, and opportunities to invest in promising but unproven technologies. The government would provide seed funding, while private companies would be invited to sponsor cluster development through agreements with the National Innovation Council.
The document provides information about the Horizon 2020 SME Instrument which provides funding for innovative small-to-medium enterprises. It details the application and evaluation process, highlighting the focus on commercial impact. Key dates and funding amounts for different phases are included, along with tips for successful proposals and statistics on application success rates.
Community Technology Leadership Program pilot kick-offGreg Laudeman
This presentation provides background, goals, structure, and tools for the Community Technology Leadership Program that Eduity is piloting in Chattanooga, with support from the Mozilla Foundation. Our goal is to create an "open source" that any community can implement.
SRTD is an EU-funded program that aims to support research and innovation initiatives in Jordan through technology transfer activities. It plans to create a national technology transfer program and intellectual property commercialization office to connect researchers, universities, and businesses. This will help bridge the gap between science and business by establishing technology transfer branch offices throughout Jordan that are hosted in research centers, universities, and business organizations. The goal is to help define demand from SMEs and identify relevant research, as well as define available research that could benefit SMEs. SRTD will provide training, consulting, and internships in 2010 to help build capacity for technology transfer in Jordan.
Friuli Innovazione is a research and technology transfer center located in Udine, Italy. It aims to promote excellence in science and technology through selectivity, rigor and facilitating start-ups. Its mission is to support the success of researchers and entrepreneurs through integrating knowledge, promoting research, and managing change. It provides services like technology transfer, enterprise funding and development, and hosting space in its science and technology park. Over the past decade it has helped launch over 15 new enterprises and obtained over €650,000 in grants.
The document discusses open innovation at Kennispark Twente in the Netherlands. It introduces Kennispark as a joint venture between local universities and the city/region to help establish an innovation ecosystem. Kennispark uses an open innovation approach, providing facilities, networking opportunities, and financing support. It gives two examples: the Lab on a Chip initiative that has led to 20 spin-offs working across the value chain, and Centre4Cloud to speed adoption of cloud computing through projects, education, and advice. Overall, Kennispark aims to raise the region's innovation temperature through entrepreneurship programs and serving as a stable base for development.
Innovate UK is to offer up to £10 million in loans to SMEs for innovative late stage projects. The aim of this competition is to provide loans to help SMEs to undertake game-changing innovations with strong commercial potential across any sector or industry. Innovation loans will offer affordable, patient, flexible, repayable funding for later-stage research & development projects with a clear route to commercial success.
More information can be found here: https://ktn-uk.co.uk/news/innovation-loans-open-competition-briefing-dates-announced
Or watch the webcast here: https://youtu.be/vAOV4tFHFmE
The deadline for registration for this Open Innovation Loans competition is 29th August and the application deadline is noon on 5th September 2018.
The document provides information about an optional briefing for applicants in London on May 19th regarding technology strategy board competitions. It discusses the competition process, criteria, and funding rules. Key points covered include understanding competition scope and objectives, the application and review process, criteria across business proposition, project details, and value add sections, and financial commitment and funding thresholds.
The document discusses the FITT program at Imperial College London which helps foster the development of business models for new technologies. The program involves postgraduate students working with researchers and industry partners to develop business plans and models over multiple stages, with coaching from faculty. It aims to ease the burden on the university's technology transfer offices and foster creativity in exploring commercialization opportunities. Initial impressions of the program have been positive, though it is still early to fully evaluate its impact.
This document summarizes Wayne Johnson's presentation on industry-university partnerships. The presentation covered:
1) The changing global economic landscape and how it is driving new models of partnership between industry, universities, and government.
2) Examples of successful partnerships from Singapore that have contributed to its economic growth, including investments in science and technology and partnerships between government research institutions and industry.
3) A framework that describes different levels of engagement between industry and universities, from basic collaboration on individual projects up to strategic partnerships involving shared goals and resources.
4) The need for universities to respond to changes in the global economy by forming new types of industry partnerships focused on innovation.
The document discusses the 'Grand Challenges' of the Triple Helix, which are global issues that science, technology and innovation can help address. It identifies four key challenges: 1) providing a systemic approach to innovation through Triple Helix systems, 2) enhancing regional innovation policy through 'smart specialization', 3) innovating higher education through new models, and 4) enhancing innovation policymaking at higher levels. It then provides details on each challenge and calls for nominations for Triple Helix Ambassadors to increase awareness of these issues.
Workshop at the WCIT 2014
Innovation & entrepreneurship ecosystem in Jalisco
Jaime Reyes Robles, Secretary of Innovation, Science and Technology, Government of the State of Jalisco
Venturelab Twente softlanding and new business incubationjaapvantilburg
The University of Twente in The Netherlands has 30 years of experience in supporting new high-tech company support. The University has developed itself as an incubator with many support mechanisms. The pre-incubator facility VentureLab Twente is focussing on high-tech high growth and welcoming also softlanders. This was presented by Aard Groen and Jaap van Tilburg at NBIA's conference in Kansas in april 2009 using this slideshow.
6 Tactics To Improve Your Technology ScoutingMamta Agrawal
Technology scouting’s main goal is to help small and medium-sized businesses identify emerging innovations, channel tech-related data into the organization, and promote inexperienced technology in a corporate setting. At Ingenious e-Brain, we combine our knowledge, analysis, and tried-and-true processes to map out the innovations that will influence your business. We carry out a technology scouting service in the following steps.
The document discusses the university technology transfer process, including invention disclosure, evaluation, patenting, marketing, licensing, and starting spin-off companies. It notes that universities and industry have different missions and measures of success. The technology transfer process is complex and involves assessing inventions' technical and commercial merits, appropriate intellectual property protection, and valuation methods like cost, market, and income approaches. Negotiating licenses and starting companies also requires understanding different perspectives.
The document describes SciTree, a web platform that aims to facilitate collaboration between scientists and investors. It seeks to address the problem that scientists and investors operate in separate networks, with scientists publishing lengthy, specialized papers and investors seeking short presentations. SciTree would allow scientists to publish 25-word summaries of new technologies alongside full papers, and enable investors to fund research tasks. This could help investors access more early-stage opportunities and scientists obtain funding. The platform may generate revenue through targeted ads, paid promotions for scientists, and fees from universities and paid memberships for investors.
Market Research plays a vital role for organizations that are looking to move confidently in a new direction. This presentation gives an overview of our unique approach towards delivering unparralled results.
Chris Scafario
Open innovation is a new approach where companies use both internal and external ideas and paths to market in order to advance their technology. Rather than relying solely on internal research, open innovation allows companies to work with external partners such as universities, inventors, startups and other organizations. This open model can help companies reduce costs and time of R&D projects by accessing knowledge outside their own boundaries. Innovation intermediaries and online platforms are emerging to help connect companies with external knowledge sources and potential partners for open innovation projects.
The document discusses different models for university-business collaboration in Europe and the UK. It describes the "open science model" where academics publish and industry patents, the "license model" where universities license technologies to industry, and the "innovation model" where universities are more directly involved in innovation ecosystems. It notes that licensing university inventions is more difficult in fragmented European markets compared to the US. However, the innovation model is more developed in some European countries like the UK where universities must be more involved in innovation for impact.
PCD - Partners in Open Innovation - Sensors and Nanotechnology Specificlrain1826
Open innovation involves combining internal and external ideas and technologies to advance new product development. It allows companies to make use of external ideas and technologies as well as take internal inventions outside the company. The document outlines the benefits of open innovation such as accessing new expertise and resources. It also discusses potential hurdles and provides recommended steps to implement an open innovation strategy.
European innovation and business culture: What Chinese should know for slide ...InnoPraxis International
Presentation at annual TII conference (Technology Innovation International) on 7th of May 2013 in Beijin by Julia Roelofsen, partner in InnoPraxis International Ltd.
The document discusses challenges with research and innovation in India such as a lack of commercially viable research and innovation-driven R&D from the private sector. It proposes the creation of specialized industry-academia innovation clusters to address these issues. The clusters would facilitate collaboration between universities and private companies on high-risk, high-end technological research through jointly owned facilities and equipment. This would provide benefits like pre-competitive knowledge sharing, access to expertise, and opportunities to invest in promising but unproven technologies. The government would provide seed funding, while private companies would be invited to sponsor cluster development through agreements with the National Innovation Council.
The document provides information about the Horizon 2020 SME Instrument which provides funding for innovative small-to-medium enterprises. It details the application and evaluation process, highlighting the focus on commercial impact. Key dates and funding amounts for different phases are included, along with tips for successful proposals and statistics on application success rates.
Community Technology Leadership Program pilot kick-offGreg Laudeman
This presentation provides background, goals, structure, and tools for the Community Technology Leadership Program that Eduity is piloting in Chattanooga, with support from the Mozilla Foundation. Our goal is to create an "open source" that any community can implement.
SRTD is an EU-funded program that aims to support research and innovation initiatives in Jordan through technology transfer activities. It plans to create a national technology transfer program and intellectual property commercialization office to connect researchers, universities, and businesses. This will help bridge the gap between science and business by establishing technology transfer branch offices throughout Jordan that are hosted in research centers, universities, and business organizations. The goal is to help define demand from SMEs and identify relevant research, as well as define available research that could benefit SMEs. SRTD will provide training, consulting, and internships in 2010 to help build capacity for technology transfer in Jordan.
Friuli Innovazione is a research and technology transfer center located in Udine, Italy. It aims to promote excellence in science and technology through selectivity, rigor and facilitating start-ups. Its mission is to support the success of researchers and entrepreneurs through integrating knowledge, promoting research, and managing change. It provides services like technology transfer, enterprise funding and development, and hosting space in its science and technology park. Over the past decade it has helped launch over 15 new enterprises and obtained over €650,000 in grants.
The document discusses open innovation at Kennispark Twente in the Netherlands. It introduces Kennispark as a joint venture between local universities and the city/region to help establish an innovation ecosystem. Kennispark uses an open innovation approach, providing facilities, networking opportunities, and financing support. It gives two examples: the Lab on a Chip initiative that has led to 20 spin-offs working across the value chain, and Centre4Cloud to speed adoption of cloud computing through projects, education, and advice. Overall, Kennispark aims to raise the region's innovation temperature through entrepreneurship programs and serving as a stable base for development.
Innovate UK is to offer up to £10 million in loans to SMEs for innovative late stage projects. The aim of this competition is to provide loans to help SMEs to undertake game-changing innovations with strong commercial potential across any sector or industry. Innovation loans will offer affordable, patient, flexible, repayable funding for later-stage research & development projects with a clear route to commercial success.
More information can be found here: https://ktn-uk.co.uk/news/innovation-loans-open-competition-briefing-dates-announced
Or watch the webcast here: https://youtu.be/vAOV4tFHFmE
The deadline for registration for this Open Innovation Loans competition is 29th August and the application deadline is noon on 5th September 2018.
The document provides information about an optional briefing for applicants in London on May 19th regarding technology strategy board competitions. It discusses the competition process, criteria, and funding rules. Key points covered include understanding competition scope and objectives, the application and review process, criteria across business proposition, project details, and value add sections, and financial commitment and funding thresholds.
The document discusses the FITT program at Imperial College London which helps foster the development of business models for new technologies. The program involves postgraduate students working with researchers and industry partners to develop business plans and models over multiple stages, with coaching from faculty. It aims to ease the burden on the university's technology transfer offices and foster creativity in exploring commercialization opportunities. Initial impressions of the program have been positive, though it is still early to fully evaluate its impact.
This document summarizes Wayne Johnson's presentation on industry-university partnerships. The presentation covered:
1) The changing global economic landscape and how it is driving new models of partnership between industry, universities, and government.
2) Examples of successful partnerships from Singapore that have contributed to its economic growth, including investments in science and technology and partnerships between government research institutions and industry.
3) A framework that describes different levels of engagement between industry and universities, from basic collaboration on individual projects up to strategic partnerships involving shared goals and resources.
4) The need for universities to respond to changes in the global economy by forming new types of industry partnerships focused on innovation.
"Innovation Dallas" presented at UT Arlington Research InstituteJoyce Kay Avila
This document summarizes events at the UT Arlington Research Institute in July 2014, including workshops on 3D modeling, virtual reality, Texas Instruments microcontrollers, Microsoft Kinect and app development, and AT&T's M2X platform. Workshops were held at locations like the Dallas Makerspace, AT&T Foundry in Plano, and virtually. The document also described upcoming events on VHDL digital logic, a connected car hackathon, and a drone conference.
Bcom 275 guide 4 28) A concept proposing that negative cultural assumptions a...ushadummy
28) A concept proposing that negative cultural assumptions about a group can create for its members a belief in those assumptions is called
A. an attribution error
B. a perceptual process
C. a halo effect
D. a stereotype threat
The document discusses Zebedee, a hand-held mobile mapping system. It scanned three floors of a building in 8 minutes, generating a point cloud and path taken. The point cloud was then optimized through an iterative process to produce a globally consistent, semantically informed 3D model in real-time. This system fuses range, image, and other sensor data to build accurate digital representations of the physical world.
This document provides information on various prototyping resources, facilities, platforms, and centers available at Monash University. It lists several makerspaces, labs, and workshops located across different Monash campuses that provide equipment and services like 3D printing, CNC machining, and electronics prototyping. It also outlines research platforms and centers focused on areas such as biomedical imaging, advanced materials, and health translation that support collaboration between Monash researchers. Contact information is provided for those wanting to learn more about entrepreneurship resources at Monash.
Open Platform for ICS Cybersecurity Research and EducationEnergySec
The CybatiWorks open platform serves as an educational environment for cyber-physical systems. The living laboratory platform uses low cost I/O, embedded devices, virtual machines and authentic automation protocols for participant cybersecurity education. The platform incorporates the Raspberry PI, PiFace I/O, Elenco Snap-Circuits, Fischertechnik components and an ICS-ified Kali Linux called CybatiWorks-1 to allow participants to build, break and cybersecure small control environments. CYBATI has performed years of research to develop this platform and is making it available for early access, school sponsorship and integrated education via the Kickstarter project announced during the session.
A joint presentation of Gary Williams of Schneider Electric and Michael Coden of NextNine at the 10th Annual Conference of the American Petroleum institute. The presentation discusses benefits, disadvantages, and architectures for allowing 3rd party access.
The CSIRO Autonomous Systems Lab has been researching autonomous systems since 1995, with a vision of humans and autonomous systems seamlessly collaborating. Their research focuses on areas like persistent robotics, bespoke robotics, reality capture, reality display, pervasive sensing, connected sensing, and high performance workplaces. They discussed challenges like managing disruptive technologies and building absorptive capacity in companies. They proposed potential solutions like innovation hubs to bridge research and industry. The i3Hub was presented as a proposed innovation hub to inspire and transform Australian businesses through industrial internet technologies.
The document summarizes one researcher's career conducting kinesiology research, focusing on youth sports. It describes his early career studying psychological factors related to athletic performance. His mid-career focused on stress, burnout, and Olympic performance. Recently, he studied life skills development in young athletes and the coach's role. He learned from mentors the importance of methodological rigor, asking good questions, and linking research to practice. Studies explored coaches' views of parental influences, and found award-winning coaches prioritized life skills development. Research also examined coaching underserved youth and identified strategies more effective coaches employed.
The document outlines a biomedical research team developing a biosensor. The team includes a faculty supervisor and graduate students from electrical engineering. Undergraduates and high school students also contribute. A biosensor detects biological and chemical substances. The team is designing a three laser biosensor for point-of-care testing. Team members received training on software like SolidWorks, IGOR Pro, and Project Forum. The lab contains equipment like a spectrometer, laser diodes, and a CMOS camera. Stability testing was conducted on the laser diodes and data was processed to analyze wavelength, irradiance, and full width at half maximum over time.
Preparing for the Makerspace Implemnetation at UMB HS/HSLBohyun Kim
The document outlines the timeline and steps taken by the University of Maryland, Baltimore Health Sciences and Human Services Library to establish a makerspace. A task force was formed in May 2014 to explore the possibility. Over the following months they conducted research, visited other makerspaces, purchased equipment like 3D printers and scanners, developed policies and trained staff. The makerspace launched on April 21st, 2015 and serves as a hub for experimentation, innovation and collaboration among faculty and students.
The Grand Unified Theory of Autonomous Systems, Humans and SimulationAndy Fawkes
Presented at the NATO SCI Verification and Validation of Autonomous Systems Workshop on 25 June 14 at Imperial College London - The theme, a Valid and Verified Autonomous System must Include Human(s) and Simulation has a Key Role in Developing, Testing and Training both the Autonomous System and Human(s), Separately and Together
The document summarizes the process undertaken by the University of Maryland, Baltimore Health Sciences and Human Services Library to establish an Innovation Space/makerspace. A task force was convened and produced a white paper evaluating the benefits and requirements for a makerspace. The task force visited other local makerspaces and recommended establishing an open access makerspace. The library has since launched the Innovation Space, providing orientations, workshops, and access to 3D printing and scanning equipment. Usage has been growing as the space gains awareness on campus. Future plans include expanding offerings and programming to further engage the community.
Este documento presenta una rúbrica para evaluar mapas conceptuales. La rúbrica contiene 7 criterios de evaluación: 1) presentación y estructura, 2) conceptos y conectivos, 3) orden y jerarquía, 4) recorridos semánticos, 5) requisitos de representación, 6) gestión del conocimiento, y 7) uso de TIC. Para cada criterio se describen los niveles de desempeño satisfactorio, regular y no satisfactorio.
Kent State University Makerspace (proposal)kate harmon
The document describes Kent State University's plans to open a Makerspace on campus. A Makerspace is a shared space where students can design, create, and build projects using tools and technologies. Kent State's Makerspace will be located in the university library and will have four areas - a lounge, tech lab, small fabrication space, and art/dry space. It will contain tools like 3D printers, laser cutters, and electronics equipment. Trained staff will offer workshops to help students gain skills. The Makerspace aims to promote collaboration across disciplines, hands-on learning, and innovation. It is part of a three-phase plan to support entrepreneurship through expanded fabrication facilities on and off campus.
Ch28 microelectronic devices Erdi Karaçal Mechanical Engineer University of G...Erdi Karaçal
The document describes the process for fabricating microelectronic devices. It outlines the general fabrication sequence for integrated circuits which involves growing silicon dioxide layers on silicon wafers through chemical vapor deposition. It then describes the photolithography process used to etch patterns into the silicon dioxide and silicon layers to create transistors, interconnects, and other circuit elements. Finally, it discusses how the individual silicon chips are cut from the wafer and assembled into packages to create completed semiconductor devices.
Modeling and Verification of Cyber Physical Systemscpsworkshop
This document describes modeling and verification of cyber-physical systems using two case studies. The first case study models urban flood management using a hybrid automaton approach. Sites in a city are represented as vertices in a graph, with water channels and floodgates between sites. The water levels and operations of floodgates over time are modeled as a hybrid automaton. The second case study models occupancy in a multi-room building, with people arriving and moving between rooms probabilistically based on time of day. Both occupancy levels over time and metrics like peak occupancy are modeled stochastically. Future work aims to generalize these models and integrate modeling and experimental data.
EIT Raw Materials is a partnership supported by the European Institute of Innovation and Technology (EIT) to enhance raw materials innovation in Europe. It brings together businesses, universities and research centers to foster entrepreneurship, education, and new solutions for raw materials challenges. The document provides information on EIT Raw Materials' goals of creating new businesses, boosting the raw materials sector, and shifting education paradigms through entrepreneurship programs. It also describes various activities, funding instruments, and a business ideas competition to support entrepreneurs and startups in the raw materials field.
This document discusses university-industry partnerships and strategies to improve them. The key points are:
1. Universities aim to disseminate knowledge through teaching and research while also improving graduate employability and attracting resources. However, universities and industry operate differently.
2. Successful partnerships involve training students for employability and entrepreneurship through internships, collaborative research projects, and programs like FIE that develop entrepreneurial skills.
3. The CIFRE program facilitates doctoral research collaborations between academic labs and companies. Over half of CIFRE graduates are later hired by their partner companies.
4. Technology transfer organizations like SATTs and the Carnot Institute network help connect public research to industry through licensing
The document discusses the role of academia in supporting local industries through One District One Product (ODOP) initiatives in India. Key points:
1. Academia can help identify core competencies and competitive advantages of districts to launch new products and improve existing ones through research, design, and innovation.
2. Academia can deepen their understanding of ODOP products and districts to provide support like auditing value chains, benchmarking best practices, and building design/manufacturing capabilities.
3. The goal is for academia and industry to collaborate to help districts increase employment, exports, and become global hubs through ODOP programs focused on local specialization.
The Interdisciplinary Centre for Security, Reliability and Trust (SnT) at the University of Luxembourg:
1. Conducts cutting-edge, interdisciplinary research in cybersecurity, fintech, autonomous vehicles, the internet of things, and other fields.
2. Has strong industry partnerships through its partnership program, recruiting global talent, and supporting the creation of spin-off companies.
3. Plays a key role in Luxembourg's innovation system by fueling R&D investments and training highly qualified professionals.
Ilmars Viksne: Innovation and Technology Transfer as the Third Pillar of Mod...CUBCCE Conference
RTU has been purposefully developing to become the 3rd generation university that provides high quality education, ensures excellence in research and carries out innovation and technology transfer. The sustainable innovation and commercialization is a new objective declared in RTU strategy for 2014-2020. The university needs implementation of new support structures and tools to facilitate relationships between research groups and the outside environment. There are several internal structural units (“Department of Business and Innovation”, “Innovation and Technology Transfer Centre”, “Design Factory”, “Career Centre”) and a network of external institutions where RTU is co-founder and active participant, for example: “Latvia Technology Park”, “Green Technology Incubator” and other.
RTU provides the mandatory course “Product Development and Design” (6-9ECTS) and internships for all undergraduate students implementing the concept “Learning by Doing” and helping in setting up their future business and acquiring investments.
The internal units ensure a one-stop agency for industrial partners and provide support to RTU’s researchers to: identify and assess potentially interesting research results; identify suitable commercialization methods and industrial partners; patent and research results; create prototypes; negotiate with companies and prepare contracts; create spin-off companies. They consult on business, design and engineering issues and carries out different activities stimulating researchers to interact with external players.
The external institutions promote market-oriented objectives of the university research and engage the university in strategic partnerships with stakeholders form business, national and regional authorities, other universities and research centres.
The presentation explore functioning and interaction of main players of commercialization process, shows the latest RTU achievements.
This document provides information about science parks and the Italian Association of Science Parks (APSTI). It discusses:
- The definition and role of science parks in promoting innovation and knowledge transfer between universities and companies.
- An overview of the Italian innovation ecosystem and the network of 25 science parks that make up APSTI.
- The skills, infrastructure, and networks that APSTI provides to support companies through incubation, acceleration, technology transfer and internationalization.
The document outlines an agenda for an iHUBs Track Workshop at the FIWARE Summit on October 23, 2019. The workshop will discuss 1) analyzing iHUB and DIH service portfolios using a common framework, 2) mapping customers' innovation journeys and identifying blocking points, and 3) finding ways for HUBs to collaborate by providing new services. A proposed solution is the DIHIWARE platform, which would integrate knowledge management, collaboration, business APIs, and analytics to help companies innovate and grow by accessing expertise, technologies, and connecting within innovation ecosystems.
Siemens adopted an open innovation initiative to address problems stemming from its decentralized structure, including siloed information and a lack of cross-company communication. The initiative was intended to break down internal barriers and identify experts within the company, but later expanded to include collaborations with universities and other organizations. While open innovation provided benefits like new ideas, it also introduced risks around intellectual property exposure and disruption to company culture.
A Perspective On Innovation Fh 2010 Innovation FestivalSaine
The document discusses various perspectives on innovation including technological, business, knowledge, triple helix, and cluster senses of innovation. It covers types of innovation such as product, process, and business model innovation. Key aspects of innovation discussed include knowledge transfer between academia, government, and industry as well as the importance of collaboration and networks in driving innovation. The roles of entrepreneurs and appropriate application of technology through innovation are also summarized.
The document discusses the Technology Strategy Board (TSB), the UK's national innovation agency. It provides an overview of the TSB's role, strategic focus areas, and tools to support business-led innovation. Key points include:
- The TSB invests around £350 million annually to support business innovation across industry, universities, and government.
- Its strategic plan focuses on accelerating innovation from concept to commercialization in key areas like advanced manufacturing and digital technologies.
- Tools include grants, vouchers, collaborations and networks to help businesses overcome risks in the innovation process.
- Most funding goes to SMEs, and the TSB aims to maximize economic and social impacts of government investments
This document provides an agenda and overview for a two-day workshop on leading research and innovation in expert organisations. Day one will cover topics such as culture and leadership, governance models, examples from other organisations, and new ways of working supported by social media. Day two focuses on managing innovation from idea to implementation, portfolio management, reward systems, and stakeholder relationships. Examples of innovative practices from companies like IBM, Google and Lego will be presented, as well as examples from universities and open source communities. The workshop aims to provide participants with tools and examples for enhancing innovation in research centres, governments and corporations.
IGNITE your…. TSB grants
Presenter – Mark Glover, Director Business Planning, from Technology Strategy Board will be presenting on
“The support to small businesses provided by the various TSB grants and schemes"
Mark is responsible for the definition and management of organisational strategy, strategic partnerships, EU and international engagement and organisational improvement and change.
The Technology Strategy Board is the UK's innovation agency. Our goal is to accelerate economic growth by stimulating and supporting business-led innovation.
While open innovation is a defined concept, its methodology differs based on what companies are using it. Two cases - Inwido and Tetra Pak - take an open innovation approach to solving their internal challenges. Having chosen different approach to implement open innovation practices, both projects arrive to successful outcomes. Success factors for open innovation include involvement of top management, setting clear strategy for openness and participation and creation of open ecosystem. his presentation was held at the "Hands On - Open Innovation" one day workshop arranged by Ideon Open in Lund, Sweden.
More information about the event is at http://www.ideonopen.com/events
InnovFest 2014: Asian Innovations Going Global - NUS Enterprisejoserojasnus
InnovFest is NUS Enterprise's annual flagship event since 2006 that brings together leading researchers, industry experts, investors, and professionals to commercialize new technologies. The objectives are to showcase technologies ready for market and facilitate partnerships between academia and businesses. The 2014 event features workshops on topics like technology commercialization and intellectual property. It also includes technology pitching sessions, exhibitions, seminars, and networking opportunities focused on areas like future cities, aging technologies, education, and low-cost innovations. Attendees can learn about new technologies, find potential partners, and showcase their own work to benefit their organizations, startups, or academic institutions.
The document discusses the evolution of MOT (Management of Technology) frameworks from focusing solely on R&D projects to a more holistic approach integrating business strategy, commercialization, and intellectual property management. It proposes a new MOT framework to help organizations create value through technology innovation under the new "R&BD" (Research, Business Development) paradigm. The framework includes elements such as analyzing external drivers, infrastructure, technology planning, project management, commercialization management, and IP asset management. Key success factors for organizations adopting the new MOT framework include leadership commitment, institutionalizing the framework through training, creating an innovation culture, and diversifying technology commercialization paths.
Nina Simosko outlines the concept of full lifecycle innovation, which moves ambitious ideas from research and development labs through applied R&D with industry partners and into the development and commercialization of technology products and platforms. She describes the four phases of full lifecycle innovation as open innovation, applied R&D, product and platform development, and commercialization. Each phase requires different activities, partners, mindsets and criteria for progressing the ideas to the next stage, with the ultimate goal of transforming initial ideas into market realities that make a difference for enterprises.
Research collaboration fostering mutual value of universities and sm es 2016 ...Kari Laine
Presentation held at University-Industry Interaction Conference,
The largest global event centered on university-industry interaction, entrepreneurial universities and collaborative innovation.
This document discusses Sberbank's approach to deploying innovative technologies. It outlines Sberbank's technology innovation strategy, activities, and management model. The strategy involves monitoring technology trends, exploring new ideas through pilots, and demonstrating potential solutions. Sberbank manages a portfolio of innovation projects and assesses their maturity, value gaps, and alignment with strategic initiatives. The document provides templates for tracking innovation projects and managing the project portfolio. It also discusses potential derailment factors for technology innovation efforts.
This document discusses Sberbank's approach to deploying innovative technologies. It outlines Sberbank's technology innovation strategy, activities, and management model. The strategy involves monitoring technology trends, exploring new ideas through pilots, and demonstrating potential solutions. Sberbank manages a portfolio of innovation projects and assesses their maturity, value gaps, and alignment with strategic initiatives. The document provides templates for tracking innovation projects and managing the project portfolio. It also discusses potential derailment factors for technology innovation efforts.
This document provides information on a program called "Strategising for Innovation" offered jointly by Vlerick Business School and the University of Cambridge Judge Business School. The program focuses on leveraging an organization's ecosystem for growth and innovation through three modules covering topics like strategizing for innovation in corporate ecosystems, leveraging external networks, and designing innovative business models. It is aimed at executives seeking to develop technology and innovation strategies and will provide exposure to diverse innovation ecosystems through company visits, guest speakers, and interaction with participants from various countries and industries.
Similar to Open Innovation: Evolution of research at Cambridge University Engineering Department (20)
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
Effective financial management is important for expansion and scalability in the ever-changing US business environment. White Label Bookkeeping services is an innovative solution that is becoming more and more popular among businesses. These services provide a special method for managing financial duties effectively, freeing up companies to concentrate on their main operations and growth plans. We’ll look at how White Label Bookkeeping can help US firms expand and develop in this blog.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Open Innovation: Evolution of research at Cambridge University Engineering Department
1. Centre for Technology Management
Open Innovation:
Evolution of research at Cambridge University
Engineering Department
Dr Letizia Mortara and Dr Tim Minshall
www.ifm.eng.cam.ac.uk/ctm
2. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
3. Centre for Technology Management
Research Development Commercialisation
Market Focus
Company
Boundaries
‘Closed’ new product / service development process
5. Centre for Technology Management
Pictures:; www.tigenix.com; www.functionalfoodinfo.com; wikipedia.org; makerbot.com
6. Centre for Technology Management
Research Development Commercialisation
Core Market Focus
Company
Boundaries
Products in-sourced
(e.g. Co-branding)
Intellectual
Property (IP) in-
licensing
Intellectual
Property (IP) out-
licensing
Technology
Spin-outs
Ideas &
Technologies
Docherty, M. (2006), Primer on „Open Innovation‟: Principles and Practice, pdma (Product Development and Management Association) Vision (April 2006), pp.13-17.
Chesbrough, H. (2003), Open Innovation: The New Imperative for Creating and Profiting From Technology, Boston: Harvard Business School Press.
‘Open’ new product / service development process
7. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
8. Centre for Technology Management
Skills
Acquisition &
protection
Culture
Metrics
Make vs. Buy
Collaborative NPI
Open Innovation
Implementation
Today
Role of Technology
Intermediaries
Open innovation in SMEs
OI, location and role
of universities
Alliance-based
Business Models
Technology
Intelligence
Evolution of our research
11. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
12. Centre for Technology Management
Management challenges of open innovation
Intellectual property
Metrics
Organisational
National
What are they?
How to get them?
Reward?
Promotion?
13. Centre for Technology Management
Two ways of implementing Open Innovation
Ad hoc, externalIn-house
With thanks to Dr Letizia Mortara
14. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
15. Centre for Technology Management
Two ways of implementing Open Innovation
Ad hoc, externalIn-house
With thanks to Dr Letizia Mortara
16. Centre for Technology Management
Spoilt for choice
With thanks to Dr Letizia Mortara
17. Centre for Technology Management
Intermediaries selection criteria
Intermediaries
selection criteria
Networks
Business
Models
Style and
approach
Capabilities
With thanks to Dr Letizia Mortara
18. Centre for Technology Management
Effect of innovation management consultancy services on
the R&D and Marketing relationship
OBJECTIVE: To understand how innovation
management consultancy services (IMCS)
impact the relationship between R&D and
Marketing in large companies
METHODOLOGY: 12 in-depth case studies of IMCS in MNCs
Rincón- Argüelles, Minshall and Phaal, 2013
EXPECTED OUTCOME: Define a framework to assess the effect of
Innovation management consultancy services
Determine changes on intra-organizational relationships obtained as a
consequence of a consultancy intervention
19. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
20. Centre for Technology Management
Very different
organisations
Start-up
Large company
21. Centre for Technology Management
Examples of management
problems:
The technology works in the
start-up’s lab, but will it work
in the ‘real world’?
22. Centre for Technology Management
Technology Readiness Levels: Who pays for
raising the readiness level of the technology?
Readiness
level
Stage of development
Product
implementation
9
Demonstrated fully production capable
over 6 month period
8
7
Pre-production
6
5
4
Assessment and
proving
3
2
1 Process concept proposed
23. Centre for Technology Management
How to overcome the ‘Not Invented Here’
syndrome?
The start-up’s technology looks
very promising …
... but why are you not using
technology from internal R&D?
24. Centre for Technology Management
How to overcome reputational risk of failure?
If the technology is embedded in
your product …
... whose reputation is at risk if the
technology fails?
25. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
26. Centre for Technology Management
Acquisition and internal development
Maturity
X
Maturity
X + Y
Examples:
Firm acquisition
In-licensing
Dr Simon Ford & Dr Letizia Mortara, Institute for Manufacturing
27. Centre for Technology Management
External development and acquisition
Maturity
X
Maturity
X + Y
Examples:
Outsourcing
Incubation
Equity investment
Idea competitions
Dr Simon Ford & Dr Letizia Mortara, Institute for Manufacturing
28. Centre for Technology Management
Collaborative development and acquisition
Maturity
X
Maturity
X + Y
Examples:
Partnerships
Consortia
Dr Simon Ford & Dr Letizia Mortara, Institute for Manufacturing
29. Centre for Technology Management
Internal issues
Technological knowledge
Employee know-how and skills
Related intellectual property
Organisational resistance
Organisational fit
Organisational support
Technology issues
Motivation match
Valuation
Protection
Development requirements
Importance of developers
Total cost of acquisition
Partner issues
Relationship
Strategic alignment
Cultural alignment
Transaction experience
?
The technology acquisition match
„Technology acquisitions: A guided approach to technology acquisition
and protection decisions‟, Mortara and Ford, IfM, 2012
30. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
31. Centre for Technology Management
The influence of CEO characteristics on open innovation
in innovation-oriented SMEs
RESEARCH AIM AND OBJECTIVES
Investigate relevance of OI to SMEs & relationship between internal R&D&
openness
Viewing OI in innovative SMEs through the lens of CEO characteristics
Joonmo Ahn, Tim Minshall and Letizia Mortara, 2013
Too much R&D can be detrimental to business performance in SMEs
☞ Openness is antecedent of good performance in SMEs, and can play greater role than R&D
CEOs’ attitude towards OI play an vital role in increasing openness
☞ CEO’s education & academic network are highly associate with degree of openness
DATA AND METHOD
On-line (e-mail) survey of 401 innovation-oriented Korean SMEs
Structural Equation Modeling (SEM)
RESULTS
32. Centre for Technology Management
The impact of location on open innovation
implementation in UK high-tech SMEs
• Context:
– Cluster theory, new economic geography, business
ecosystem
• Perspectives:
– Absolute geography, relative proximity, cognitive
distance
• Initial results
– Tangible versus intangible effects
– Impact on transaction partners, transaction types ad
transaction activities
Weiss and Minshall, 2012
33. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
37. Centre for Technology Management
Sumitomo Chemical, CDT and Cambridge
• Inkjet cluster strong in
Cambridge
• CU spin-out CDT
developed ecosystem of
partners (locally and
internationally) to
develop P-OLED displays
using inkjet technologies
• Sumitomo Chemical was
long-term development
partner then acquired
CDT.
38. Centre for Technology Management
Open innovation and location
• How much investment do you need to make at particular
locations to get the benefit of open innovation?
– Build new lab? Have local ‘technology scout’? Invest in local start-up
ventures?
• What resources do you provide?
– At Eindhoven High Tech Campus, start-ups have access to Philips’
labs and production testing facilities
• What resources can you get?
– What can the local university provide? What are the ‘industrial
commons’ available locally (e.g. deep knowledge of inkjet
technologies around Cambridge)
39. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
40. Centre for Technology Management
Dr Eoin O‟Sullivan, http://www.ifm.eng.cam.ac.uk/research/csti/
41. Centre for Technology Management
Changing universities
• Changing roles
– Emergence of 3rd mission: research + teaching +
application
• Pressures on funding for research
– Squeeze on public spending
– Push to increased industry funding
– Risks of drift to application focus
• Changing drivers of behaviour and metrics
– „Impact‟ within „Research Excellence‟
42. Centre for Technology Management
From Dr Eoin O’Sullivan, adapted from: Wayne C Johnson, VP, HP University Relations Worldwide
Awareness
Involvement
Support
Sponsorship
Strategic
Partner
PHASE 1PHASE 2 PHASE 3 PHASE 4 PHASE 5
Partnership Building: The “Partnership Continuum”
•Career Fairs
•Industry
Advisors
•Industry
Affiliate
•Internships
•Workshops
& Seminars
• Guest lectures
• Event
sponsorship
•Curriculum Dev
•Student
Fellowships
•Project support
•Collaborative
research
•University
initiative
sponsorship
•Long term
partnership
•Jointly shape
projects
•Major gifts
•Business
development
TimeTRUST
• Level of Engagement
• Expectation of impact
• Operational Complexity
Dr Eoin O‟Sullivan, http://www.ifm.eng.cam.ac.uk/research/csti/
43. Centre for Technology Management
CU Engineering Department 4th Strategic Theme
“Inspiring Research Through Industrial Collaboration”
1. Investigate
(What works? Why? How?)
Build evidence base, develop
theory, develop tools and processes
2. Inform and Inspire
(Why & how do you do it?)
Run training workshops, develop
on-line resources, run
masterclasses, run annual
conference
3. Implement
(Doing it)
Opportunity communication tools,
pilot projects, develop partnership
management network and
processes
www.engineerimpact.info
44. Centre for Technology Management
RAEng Visiting Professors of Innovation
• Pieter Knook was formerly
Director of Internet Services
at Vodafone and President of
Microsoft Asia.
• Sam Beale was Head of
Technology Strategy at Rolls-
Royce Group.
• Rick Mitchell was Group
Technical and Quality
Director at Domino Printing
Sciences.
www.engineerimpact.info
45. Centre for Technology Management
Overview
• Context
• Evolution of Cambridge research
• Specific examples:
– Culture, skills, metrics and IP in MNCs
– The use of intermediaries
– Asymmetric partnerships
– Technology acquisition
– OI in SMEs
• Emerging areas of interest:
– Location, the role of universities
46. Centre for Technology Management
http://www.ifm.eng.cam.ac.uk/research/ctm/openinnovation/
47. Centre for Technology Management
Selected publications
• Minshall, T. H. W., F. Livesey, L. Mortara, J. J. Napp, Y. Shi and Y. Zhang (2010).
Manufacturing and Open Innovation. Nanotechnologies for Future Mobile Devices. T.
Ryhänen, M. A. Uusitalo, O. Ikkala and A. Kärkkäinen. Cambridge UK, Cambridge
University Press ISBN 978-0521112161.
• Mortara, L., J. J. Napp, S. Ford and T. H. W. Minshall (2011). Open Innovation
activities to foster Corporate Entrepreneurship. Entrepreneurship and Technological
Change. L. Cassia, T. Minola and S. Paleari. Cheltenham, UK • Northampton, MA,
USA, Edward Elgar: 293-322.
• Rincón- Argüelles, L., T. H. W. Minshall and R. Phaal (2013). Effect of innovation
management consultancy services on the R&D and marketing relationship. IAMOT
2013. Porto Alegre, Brazil 14-18 April.
• Weiss, D. and T. Minshall (2012). New perspectives on Open Innovation: The role of
relative proximity on open innovation implementation in UK high-tech SMEs. 26th
International Conference on Manufacturing Research, 11-13 September 2012. Aston
Business School, Birmingham, UK.
• Ahn, J., L. Mortara and T. Minshall (2013). The influences of CEO characteristics on
open innovation in innovation-oriented SMEs. R&D Management Association (RADMA)
48. Centre for Technology Management
Selected publications
• Minshall, T., L. Mortara, S. Elia and D. Probert (2008). "Development of practitioner
guidelines for partnerships between start-ups and large firms." Journal of
Manufacturing Technology Management: 391-406.
• Minshall, T. H. W., L. Mortara, D. Probert and R. Valli (2010). "Making 'asymmetric'
partnerships work." Research Technology Management May-June: 53-63.
• Minshall, T. H. W., S. Seldon and D. Probert (2007). "Commercializing a disruptive
technology based upon university IP through open innovation: A case study of
Cambridge Display Technology." International Journal of Innovation and Technology
Management 4(3): 225 - 239.
• Mortara, L. and T. Minshall (2011). "How do large multinational companies implement
open innovation?" Technovation 31(10-11): 586-597.
• Mortara, L., T. H. W. Minshall, J. J. Napp and I. Slacik (2010). "Implementing Open
Innovation: cultural issues " International Journal of Entrepreneurship and Innovation
Management 11(4): 369-397.
• Mortara, L., J. J. Napp, I. Slacik and T. H. W. Minshall (2009). How to implement
open innovation: Lessons from studying large multinational companies, University of
Cambridge Institute for Manufacturing ISBN: 978-1-902546-75-9.
Editor's Notes
Anything strange?Click on the link! – Surprise they changed name
This research aimed to understand how innovation management consultancy services impact the relationship between R&D and Marketing in large companiesI am planning to analyse different innovation management consultancy services