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Prezentacja prof. dr hab. Jacka Gulińskiego z drugiego spotkania otwartego projektu Open Code Transfer.
Miejsce: Sala Senatu UAM, ul. Wieniawskiego 1, Poznań.
Czas: 24.11.2011
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Miejsce: Sala Senatu UAM, ul. Wieniawskiego 1, Poznań.
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This document contains a business plan for a company called "EUROKLIMA" that provides industrial climate control systems and devices. The plan outlines the company's mission to provide high quality, timely climate control solutions at competitive prices. It describes the management team, staff roles and salaries, target market, competitors, and financial projections. The plan concludes the company has advantages in the local market due to limited competition and ability to offer advanced technology and well-trained staff.
Russian union of innovative and technology centers (linkedin)LyubomirTrifunovich
The Russian Union of Innovation and Technology Centers (RUITC) aims to support the development of innovation and technology centers (ITCs) in Russia. There are currently 27 ITCs that are members of RUITC. RUITC works to improve cooperation between ITCs and small-to-medium enterprises, develop new financing mechanisms for innovative projects, and integrate Russian ITCs into international innovation networks. Notable projects include the Gate2RuBIN project providing support for international business cooperation and the participation of RUITC in the World Alliance of Innovation and International Association of Science Parks.
UNIVERSITE - INDUSTRIE: POTENTIELS ET LIMITES DE DIVERS MODES D’INNOVATION Jean-Jacques Degroof
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This document discusses different modes of innovation between universities and industry and their potentials and limitations. It first addresses challenges to the university spin-off model, including issues related to specific industries, technologies, and commercialization. It then outlines other modes of technology transfer beyond spin-offs, finding that licensing, collaborative research, and informal relationships are also important. Finally, it examines how technology transfer relates to different types of local economic development, with the university playing varying roles in industries' creation, transplantation, diversification, or upgrading.
Instituto Pedro Nunes is the main link between the University of Coimbra (Portugal) and the business sector. We help startups with mentorship, network, R&D and technology, IP support, fund seeking and other stuff that might be useful to our entrepreneurs.
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Paweł Łączkowski: Komercjalizacja i transferu technologii w świetle zmian prz...Pammco sp. z o.o.
Prezentacja Pana Pawła Łączkowskiego z drugiego spotkania otwartego projektu Open Code Transfer.
Miejsce: Sala Senatu UAM, ul. Wieniawskiego 1, Poznań.
Czas: 24.11.2011
This document contains a business plan for a company called "EUROKLIMA" that provides industrial climate control systems and devices. The plan outlines the company's mission to provide high quality, timely climate control solutions at competitive prices. It describes the management team, staff roles and salaries, target market, competitors, and financial projections. The plan concludes the company has advantages in the local market due to limited competition and ability to offer advanced technology and well-trained staff.
Russian union of innovative and technology centers (linkedin)LyubomirTrifunovich
The Russian Union of Innovation and Technology Centers (RUITC) aims to support the development of innovation and technology centers (ITCs) in Russia. There are currently 27 ITCs that are members of RUITC. RUITC works to improve cooperation between ITCs and small-to-medium enterprises, develop new financing mechanisms for innovative projects, and integrate Russian ITCs into international innovation networks. Notable projects include the Gate2RuBIN project providing support for international business cooperation and the participation of RUITC in the World Alliance of Innovation and International Association of Science Parks.
UNIVERSITE - INDUSTRIE: POTENTIELS ET LIMITES DE DIVERS MODES D’INNOVATION Jean-Jacques Degroof
Presentation made at the launch of the Grenoble Innovac program aiming at stimulating innovation in the Grenoble region collaboratively among universities, government research centres, large and small companies.
The document discusses industry-university partnerships, including examples from the Tata Group. It notes that such partnerships are changing from general engagement to more targeted collaborations in specific areas. Recent Tata partnerships include the National Automotive Innovation Centre with the University of Warwick to support automotive research, and Tata Consultancy Services' collaboration with Singapore Management University to develop intelligent city solutions, using Singapore as a pilot project. The document emphasizes that industry-university partnerships can help address industry needs for innovation while developing skills and inspiring new generations of professionals.
This document discusses different modes of innovation between universities and industry and their potentials and limitations. It first addresses challenges to the university spin-off model, including issues related to specific industries, technologies, and commercialization. It then outlines other modes of technology transfer beyond spin-offs, finding that licensing, collaborative research, and informal relationships are also important. Finally, it examines how technology transfer relates to different types of local economic development, with the university playing varying roles in industries' creation, transplantation, diversification, or upgrading.
Instituto Pedro Nunes is the main link between the University of Coimbra (Portugal) and the business sector. We help startups with mentorship, network, R&D and technology, IP support, fund seeking and other stuff that might be useful to our entrepreneurs.
This document discusses emerging trends in globalized innovation including the rise of Asia and offshore research and development. It proposes a virtual incubation environment application that would allow small companies within business incubators to access advanced new product development and marketing services remotely. Specifically, the application aims to provide a test bed for turning all elements of cities into smart, connected systems through both top-down planning of innovation systems and virtual collaboration spaces as well as bottom-up approaches.
Robert Trzebski and Jeremy Stone - Extend into global marketsMelanie Innes
Presentation by Robert Trezbski, CEO Austmine and Jeremy Stone, Group Manager - Innovation GHD. An overview of the [EXTEND] supply chain development program and how businesses can learn to [EXTEND] into global markets.
Technology Business Incubator Manual by Lalkaka 2000Vasily Ryzhonkov
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Find out why Sophia Antipolis and Nice in Côte d'Azur attract industry leaders and innovative startups alike.
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Join the Digital Elite in Nice, Sophia Antipolis, Cannes and Grasse.Team Côte d'Azur
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Newcomers enjoy dedicated incubators and accelerators, competitive office prices, a great international network and the connections offered by an efficient airport hub at the heart of EMEA. It also offers a unique lifestyle with 300 days of sun a year.
Welcome to a High Tech Land!
http://www.investincotedazur.com
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1. The company implemented telework accidentally in 2005 due to a revenue collapse that required cost reductions, including closing regional offices.
2. The CEO was convinced of the importance of employee fulfillment for business success and saw telework as an innovation to try.
3. An agreement was negotiated with the employee union and representatives to establish a socially innovative telework system open to all worker categories and based on voluntary flexibility.
ESCWA Workshop on “Innovation and Commercialization for Economic Development” 12-13 November, 2012 in Amman-Jordan.
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Are you looking for the best location in Europe to set up a R&D center, a shared services center, or an innovative business? Have you thought of the key factors that will make you successful? Talents, innovation, infrastructure, dense ecosystems in the areas of IT, cleantech, health & life sciences as well as tourism and services, a strategic location, premium offices at affordable prices, the best research tax credit in Europe and an uncomparable lifestyle: the Cote d'Azur has it all! Discover what's on offer in Nice, Sophia Antipolis, Cannes and Grasse on the French Riviera, and get ready for your next move.
Open data for social impact and better decision making - Denis GurskyDataFest Tbilisi
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The document discusses smart cities in Europe and EU policy support for smart city development. The main focus of EU smart city policy is facilitating smart cities projects to extract more value from existing infrastructure through research and innovation, and creating new products and services that generate economic growth and meet social and environmental challenges. The EU provides various forms of funding and policy support for smart cities. This includes funding for research, coordination and knowledge sharing between cities. Public-private partnerships are seen as important for smart city development. The document also discusses opportunities for Chinese cities to participate in EU smart city programs and funding.
Report on the Tunisian national innovation systemMondher Khanfir
This report is based on a master set of data and observations compiled by the author , as an expert in Innovation, Policy Advisor, Strategist and practitioner in Technology Transfer.
The main documentary sources mentioned in this report and attached in the annex, include research studies, academic and grey literature, numerous exchanges with key players in the innovation ecosystem in Tunisia, with no formal interviews. The qualitative and quantitative information collected in this report has been confronted and analysed through a dialogue with the main stakeholders, in the frame of a national workshop, which gave orientations on ways to enhance the Innovation capacity and develop action plans to address this issue. In particular, the proposal to implement a National Technology Transfer Offices network in the MENA region has been approved as a key initiative that will provide guidance on policy formulation on Science Technology and Innovation, and the commercialization of research findings in the region.
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The document outlines government grant opportunities for investments in Serbia, except for certain excluded sectors. Grants are available for projects that meet minimum requirements related to investment costs and new jobs created, with higher grant amounts available for projects located in less developed municipalities. Maximum grant amounts are calculated based on a percentage of eligible costs, which include capital expenditures, rentals, and payroll costs. Requirements for obtaining grants include applying through a public call, providing detailed investment and financial projections, creating the planned new jobs, keeping the investment in Serbia, and following the planned project execution.
This document outlines strategies for creating a successful hardware startup ecosystem in Japan by leveraging the country's existing strengths and making improvements. It recommends thinking globally and ambitiously, promoting overseas experience, updating unemployment policies to support startups, and communicating success stories to inspire future entrepreneurs. The goal is to build world-class startups and resources by treating hardware as an opportunity rather than a threat, and fully utilizing Japan's skills in R&D, prototyping, production and sales.
This document summarizes information about India as an investment destination and business partner, and introduces Focus India Group (FIG) which aims to facilitate business partnerships and investments between organizations and India. FIG provides market research, consulting, and advisory services to help clients understand opportunities in India and leverage the country for business growth. Their network of professionals and industry leaders provides expertise across various sectors of the Indian economy.
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1. The company implemented telework accidentally in 2005 due to a revenue collapse that required cost reductions, including closing regional offices.
2. The CEO was convinced of the importance of employee fulfillment for business success and saw telework as an innovation to try.
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The presentation gives an overview on the R&D and innovation in environment in Morocco and presents the results of a study on how PhD students perceive entrepreneurship as a personal career alternative.
Are you looking for the best location in Europe to set up a R&D center, a shared services center, or an innovative business? Have you thought of the key factors that will make you successful? Talents, innovation, infrastructure, dense ecosystems in the areas of IT, cleantech, health & life sciences as well as tourism and services, a strategic location, premium offices at affordable prices, the best research tax credit in Europe and an uncomparable lifestyle: the Cote d'Azur has it all! Discover what's on offer in Nice, Sophia Antipolis, Cannes and Grasse on the French Riviera, and get ready for your next move.
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Report on the Tunisian national innovation systemMondher Khanfir
This report is based on a master set of data and observations compiled by the author , as an expert in Innovation, Policy Advisor, Strategist and practitioner in Technology Transfer.
The main documentary sources mentioned in this report and attached in the annex, include research studies, academic and grey literature, numerous exchanges with key players in the innovation ecosystem in Tunisia, with no formal interviews. The qualitative and quantitative information collected in this report has been confronted and analysed through a dialogue with the main stakeholders, in the frame of a national workshop, which gave orientations on ways to enhance the Innovation capacity and develop action plans to address this issue. In particular, the proposal to implement a National Technology Transfer Offices network in the MENA region has been approved as a key initiative that will provide guidance on policy formulation on Science Technology and Innovation, and the commercialization of research findings in the region.
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- CANEUS International aims to facilitate international public-private partnerships through consortia to help transition promising aerospace technologies from mid-level development to deployment.
- One such consortium is the CANEUS Fly-by-Wireless Consortium which works to develop wireless technology solutions to replace wired systems for applications like avionics and flight controls.
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This document discusses financing innovation through R&D and the use of Monte Carlo simulation and real options analysis. It begins by looking at typical sources of R&D funding in the US and definitions of basic research, applied research, and development. It then discusses challenges in financing long-term projects like pharmaceutical R&D. Strategic alliances and licensing are presented as major sources of funding for small biotech companies. The document introduces tools like event trees, decision trees, and Monte Carlo simulation that can be used to evaluate projects with uncertainty. It explains how these tools relate to venture capital valuation of companies with significant R&D components.
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Paweł Waszak (Uniwersytet Przyrodniczy w Poznaniu): Zabezpieczenie praw własności intelektualnej i wnoszenie ich do spółek typu Spin-Off. (projekt Open Code Transfer) 12.01.2012.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Prof. dr hab. Jacek Guliński: Doświadczenia brytyjskie na podstawie Uniwersytetu w Oxfordzie - Isis Innovation Ltd. (projekt Open Code Transfer) 24.11.2011
1. DOŚWIADCZENIA BRYTYJSKIE
NA PODSTAWIE
UNIWERSYTETU W OXFORDZIE
- ISIS INNOVATION LTD.
Prof. UAM dr hab. Jacek Guliński
Prorektor Uniwersytetu im. Adama
Mickiewicza w Poznaniu
2. WPROWADZENIE
SPECYFIKA BRYTYJSKICH UNIWERSYTETÓW
I BRYTYJSKIEJ GOSPODARKI
ROLA PARKÓW TECHNOLOGICZNYCH W
TRANSFERZE WIEDZY DO GOSPODARKI
IMPORTOWANE MODELE TRANSFERU TECHNOLOGII
– CZY TO MOŻLIWE?
3. UNIWERSYTET W OXFORDZIE
4700 PRACOWNIKÓW NAUKI
NAKŁADY NA BADANIA 2009 MLN £
AGENCJE BADAWCZE 113
FUNDUSZE CHARYTATYWNE 113
INNE ŚRODKI KRAJOWE I Z ZAGRANICY 40
ŚRODKI POCHODZĄCE Z PRZEMYSŁU (W KRAJU I POZA KRAJEM) 39
ŚRODKI RZĄDOWE 38
ŚRODKI UE 24
ŚRODKI Z HIGHER EDUCATION FUNDING COUNCIL FOR ENGLAND (BADANIA+DYDAKTYKA) 119
RAZEM 486
4. ISIS INNOVATION LTD. (I)
SPÓŁKA W 100% WŁASNOŚCIĄ OXFORD UNIVERSITY
GŁÓWNA MISJA – WSPARCIE TRANSFERU TECHNOLOGII Z
UNIWERSYTETU
ŹRÓDŁA PRZYCHODU
BUDŻET OD UNIWERSYTETU NA PATENTOWANIE (2,5 MLN £ W 2010 ROKU)
UDZIAŁY W HONORARIACH, W PRZYCHODACH ZE SPÓŁEK I KONSULTACJI
KLUB PRZEDSIĘBIORCÓW
EWENTUALNY ZYSK Z DZIAŁALNOŚCI WRACA NA KONTO UCZELNI
5. ISIS INNOVATION LTD. (II)
TO SPÓŁKA A NIE ODDZIAŁ UCZELNI
1. UWOLNIONA OD UCZELNIANYCH ZASAD WYNAGRADZANIA
I PODEJŚCIA DO CZASU
2. ATMOSFERA I PODEJŚCIE KOMERCYJNE
TO SPÓŁKA NALEŻĄCA CAŁKOWICIE DO UCZELNI
1. BRAK ZEWNĘTRZNYCH UDZIAŁOWCÓW
2. UCZENI ŁATWIEJ WIERZĄ W JEJ DOBRE INTENCJE
6. ISIS INNOVATION LTD. (III)
PATENTOWANIE, LICENCJONOWANIE
KONSULTACJE, EKSPERTYZY
TWORZENIE SPÓŁEK Z UDZIAŁEM UNIWERSYTETU
SPRZEDAŻ USŁUG DOT. TRANSFERU TECHNOLOGII I
KOMERCJALIZACJI WYNIKÓW PRAC BADAWCZYCH
WSPARCIE FINANSOWE PROJEKTÓW (KAPITAŁ ZALĄŻKOWY)
7. STRUKTURA ISIS INNOVATION LTD.
ISIS TECHNOLOGY TRANSFER 34
OXFORD UNIVERSITY CONSULTING 5
ISIS ENTERPRISE 21
ADMINISTRACJA 14
SIED ANIOŁÓW BIZNESU (IAN)
OXFORD INNOVATION SOCIETY (OIS)
8. ISIS INNOVATION LTD.
DZIAŁALNOŚD OD 1987
PRZEŁOM W RELACJACH Z UCZELNIĄ – 2000
(POROZUMIENIE CO DO WŁASNOŚCI INTELEKTUALNEJ)
KOMPETENTNE KADRY (50% OSÓB ZE STOPNIEM DOKTORA)
KONTAKTY Z 30% UCZONYCH Z UNIWERSYTETU
STRATEGICZNE PARTNERSTWO
CENTRUM PROJEKTÓW BADAWCZYCH (70 OSÓB, 2 OSOBY OD IP)
CENTRUM PRZEDSIĘBIORCZOŚCI I INNOWACJI
9. UCZELNIANE CENTRUM TRANSFERU TECHNOLOGII
CO JEST NAJWAŻNIEJSZE
1. KORZYŚCI DLA SPOŁECZEOSTWA
(NOWE PRODUKTY, TECHNOLOGIE, POMYSŁY)
2. KORZYŚCI DLA UCZELNI
(UCZELNIE MUSZĄ SIĘ CZUD JAKO UŻYTECZNE INSTYTUCJE)
3. KORZYŚCI DLA GOSPODARKI
(REGIONALNEJ, NARODOWEJ I GLOBALNEJ)
10. UCZELNIANE CENTRUM TRANSFERU TECHNOLOGII
CENTRUM MUSI BYD ZORIENTOWANE NA BADACZA
1. POLITYKA UCZELNI (UCZENI MUSZĄ BYD WSPIERANI I NAGRADZANI)
2. CENTRUM MUSI WSPIERAD UCZONEGO (A NIE BYD „POLICJANTEM”
POLITYKI WŁASNOŚCI INTELEKTUALNEJ)
3. CENTRUM MUSI POSIADAD NIEZBĘDNE KOMPETENCJE
11. UCZELNIANE CENTRUM TRANSFERU TECHNOLOGII
TEN PROCES ZABIERA WIEK CZASU ORAZ
1. WYMAGA PRZEKONANIA I WSPÓŁPRACY Z ZESPOŁEM REKTORSKIM
2. WYMAGA ZASOBÓW LUDZKICH I DOŚWIADCZENIA
(OSIĄGNIĘTEGO PO 10 LATACH PRACY)
12. POLITYKA WOBEC PRAW
WŁASNOŚCI INTELEKTUALNEJ (OD 2000 r.)
UCZELNIA JEST WŁAŚCICIELEM WSZELKICH PRAW
INTELEKTUALNYCH PRACOWNIKÓW I STUDENTÓW, JEŚLI SĄ ONE
SKUTKIEM AKTYWNOŚCI BADAWCZEJ NA UNIWERSYTECIE
UCZELNIA (POPRZEZ ISIS INNOVATION LTD.)WSPIERA TYCH
UCZONYCH, KTÓRZY ŻYCZĄ SOBIE KOMERCJALIZOWAD WYNIKI
BADAO (POPRZEZ PATENTOWANIE, LICENCJONOWANIE,
KONSULTACJE I TWORZENIE SPÓŁEK SPIN-OUT)
13. PODZIAŁ „TORTU”
UCZENI CZERPIĄ KORZYŚCI Z
1. UDZIAŁU W HONORARIACH AUTORSKICH Z UMÓW LICENCYJNYCH
2. DOCHÓD Z OSOBISTYCH KONSULTACJI
3. UDZIAŁÓW W SPÓŁKACH SPIN-OUT
14. DZIAŁALNOŚD
CENTRUM TRANSFERU TECHNOLOGII
MARKETING NA UCZELNI
POLITYKA DOT. WŁASNOŚCI INTELEKTUALNEJ NA UCZELNI
ZATRUDNIANIE WYSOKOWYKWALIFIKOWANEJ KADRY
O DOŚWIADCZENIU Z SEKTORA NAUKI I PRZEMYSŁU
15. „FILOZOFIA” DZIAŁANIA CENTRUM
TRZEBA WYJŚD DO BADACZA I ROZMAWIAD Z NIM
UCZESTNICTWO W SEMINARIACH, LUNCH’ACH, SPOTKANIACH
FORMALNYCH I NIEFORMALNYCH
ORGANIZACJA SZKOLEO, SEMINARIÓW, DNI OTWARTYCH NA WYDZIAŁACH
OBECNOŚD W MEDIACH UCZELNIANYCH, DOBRE RELACJE Z WŁADZAMI
UCZELNI I WYDZIAŁU
„ENTERPRISE CHAMPIONS” – SNIFFER DOGS
16. CENTRUM TRANSFERU TECHNOLOGII
– WARUNKI SUKCESU
PAMIĘTAJMY O RÓZNICACH KULTUROWYCH I SPECYFICZNYM
JĘZYKU ŚRODOWISKA
NIE „ZARZĄDZAJMY” UCZONYMI
WSPIERAJMY TYLKO TYCH, KTÓRZY TEGO OCZEKUJĄ
17. TRANSFER TECHNOLOGII
PIENIĄDZE
(ABY OPŁACID ZAŁOGĘ, PROCES PATENTOWANIA, FINANSOWAD
MARKETING WEWNĄTRZ UCZELNI I POZA NIĄ)
ZAUFANIE
(ZE STRONY PROFESORÓW I ADMINISTRACJI)
18. BAZY DANYCH DLA TRANSFERU TECHNOLOGII
NIE MA GRANIC CO DO ILOŚCI INFORMACJI DO ZARZĄDZANIA
NIE MA GRANIC CO DO CZASU, KTÓRY MOŻNA SPĘDZID PRZY
KOMPUTERZE
WIĘC
MYŚL I PLANUJ RACJONALNIE
SPRAWDZAJ I USPRAWNIAJ BAZY CO ROKU
TRANSFER TECHNOLOGII JEST PRIORYTETEM
(A NIE ROZWÓJ BAZY DANYCH)
19. PATENTY / UMOWY LICENCYJNE
ISIS POKRYWA WSZYSTKIE KOSZTY ZWIĄZANE Z PATENTOWANIEM
(BUDŻET Z UNIWERSYTETU)
ISIS ODBIERA 30% HONORARIÓW AUTORSKICH I DYSTRYBUUJE
POZOSTAŁOŚD WG SCHEMATU
PRZYCHÓD UCZONY (OSOBIŚCIE) WYDZIAŁ/ZAKŁAD UNIWERSYTET
DO 50 000 £ 87,5 12,5 0
DO 500 000 £ 45 30 25
PONAD 500 000 £ 22,5 40 37,5
20. KONSULTACJE
ISIS INNOVATION LTD.
ZNAJDUJE ZLECENIA DLA UCZONYCH – EKSPERTÓW
NEGOCJUJE KONTRAKTY I WALCZY O NAJWYŻSZĄ CENĘ
ZAJMUJE SIĘ SPRAWAMI UMÓW I ROZLICZEO
(KSIĘGOWOŚD, FINANSE)
I POBIERA 15% NARZUTU
21. UDZIAŁY W SPÓŁKACH
UCZENI – AUTORZY ROZWIĄZAO
UNIWERSYTET – WŁAŚCICIEL IP
INWESTORZY (NEGOCJACJE)
ZARZĄD SPÓŁKI (5-15%)
(ISIS NIE BIERZE UDZIAŁÓW)
22. REZULTATY PRACY ISIS INNOVATION LTD.
2000 2005 2010
(mln £) (mln £) (mln £)
BUDŻET NA PATENTOWANIE OD UNIWERSYTETU (ROCZNIE) 1,0 1,2 2,5
ZAŁOGA (LICZBA) 17 36 62
PROJEKTY 319 764 1182
ZGŁOSZENIA PATENTOWE (ROCZNIE) 55 58 73
KONSULTACJE (ROCZNIE) - 48 157
FIRMY SPIN-OUT (ROCZNIE) 6 4 3
OBRÓT ROCZNY SPÓŁKI 0,9 2,7 7,5
23. ZARZĄDZANIE PRACĄ
CENTRUM TRANSFERU TECHNOLOGII
KOMUNIKACJA WEWNĄTRZ CENTRUM
KOMUNIKACJA Z BADACZAMI
KOMUNIKACJA Z ADMINISTRACJĄ WYDZIAŁOWĄ
KOMUNIKACJA Z OSOBAMI KLUCZOWYMI
(REKTORZY, KWESTOR, KANCLERZ)
24. KOMUNIKACJA WEWNĄTRZ CENTRUM
RAPORTY, SPECYFIKACJE, ZAKRESY OBOWIĄZKÓW ETC.
COTYGODNIOWE SPOTKANIA ROBOCZE
PLANOWANIE I ROZLICZANIE
RAPORTY MIESIĘCZNE DO KIEROWNICTWA
(FINANSE, KLUCZOWE WYDARZENIA, KLUCZOWE KWESTIE)
25. KOMUNIKACJA Z BADACZAMI
OGÓLNE
(BIULETYNY, STRONA WWW, SPOTKANIA Z NOWĄ ZAŁOGĄ CO
ROKU, UDZIAŁ W UROCZYSTOŚCIACH / WYDARZENIACH NA
WYDZIALE)
SPECYFICZNE
(PRACOWNIK CTT MUSI BYD ODBIERANY JAKO UŻYTECZNY
I KOMPETENTNY A NAWET PRZYJACIELSKI)
26. KOMUNIKACJA Z ADMINISTRACJĄ WYDZIAŁOWĄ
ZAPISY, STATYSTYKI, KONTAKTY – CENNE ŹRÓDŁA INFORMACJI
POMOC (PROBLEMATYKA IP WE WNIOSKACH
GRANTOWYCH, KONTAKTY DO LUDZI BIZNESU –
WYKŁADOWCY, SPONSORZY)
DBAD O ICH UDZIAŁ W SPOTKANIACH
NIE WDAWANIE SIĘ W ROZGRYWKI NA WYDZIALE
27. WYZWANIA
UCZONY ZARZĄD SPÓŁKI INWESTOR
£ => BADANIA BADANIE => PRODUKTY (£) £ => £££
28. UCZONY
CZŁONEK SPOŁECZNOŚCI AKADEMICKIEJ
ZAINTERESOWANY KONKRETNĄ DZIEDZINĄ NAUKI
POSZUKUJĄCY NOWATORSKO ROZWIĄZAO, PRACA TRUDNA DO
ZAPLANOWANIA
W PRZYPADKU PORAŻKI ZMIANA OBSZARU LUB METODOLOGII
29. ZARZĄDCA SPÓŁKI
CZŁONEK SPOŁECZNOŚCI AKADEMICKIEJ ALBO SPOZA
ŚRODOWISKA
SKONCENTROWANY NA SWOIM PRZEDSIĘBIORSTWIE
PRACUJE WG PLANU
W PRZYPADKU PORAŻKI ROZWIĄZUJE TO PRZEDSIĘWZIĘCIE
30. INWESTOR
OSOBA SPOZA ŚWIATA AKADEMICKIEGO
PROWADZI JEDNOCZEŚNIE WIELE BIZNESÓW
OCENIA, INWESTUJE I MONITORUJE
W PRZYPADKU PORAŻKI WYCHODZI Z PRZEDSIĘWZIĘCIA
31. BENEFICJENCI
CENTRUM TRANSFERU TECHNOLOGII
BADACZE (KONTAKTY, KONSULTACJE, HONORARIA AUTORSKIE,
UDZIAŁY W SPÓŁKACH)
PRZEMYSŁ (NOWE TECHNOLOGIE)
UCZELNIA (WYPŁATY AUTORSKIE, UDZIAŁY, IMAGE)
GOSPODARKA (NOWE POMYSŁY I NOWE TECHNOLOGIE)
INWESTORZY (DOBRE ZWROTY NA BAZIE NAUKI NA ŚWIATOWYM
POZIOMIE)