Simple overview

2. • About the Technology Innovation and
Entrepreneurship Center
• Research Linkage to Market
– Innovation versus Invention
– Research Commercialization
• What is an Entrepreneur?
• CASE STUDY: Osborne Computer Company
2

3. • About the Technology Innovation and
Entrepreneurship Center
• Research Linkage to Market
– Innovation versus Invention
– Research Commercialization
• What is an Entrepreneur?
• CASE STUDY: Osborne Computer Company
3

4. Vision:
To become the Leading Regional Hub and world class center for
ICT-based innovations and entrepreneurship.
Mission:
To stimulate an innovation-based economy through strategizing,
facilitating, and promoting innovation, entrepreneurship, and
the creation of intellectual property in ICT and its applications.
4

5. Objectives:
 Act as a catalyst between government, private sector, and
academia.
 Mobilize the different components of the ecosystem.
 Define, manage, and coordinate the various programs and
initiatives delivered in the new 2011-2014 ICT Innovation Strategy
jointly with the different stakeholders.
 Focus on generating revenue from IP sharing and/or solve national
existing problems.
 Brand Egypt as a global competitor in high value-added innovation.
5

6. • About the Technology Innovation and
Entrepreneurship Center
• Research Linkage to Market
– Innovation versus Invention
– Research Commercialization
• What is an Entrepreneur?
• CASE STUDY: Osborne Computer Company
6

7. Technology, more than any other human endeavor, has the
power to transform and improve our lives in every way!
7

8. SOCIETY, CUSTOMERS &
STAKEHOLDERS
Markets
Products
BUSINESS
TECHNOLOGY
8

9. Product B
BUSINESS
Product A
TECHNOLOGY DYNAMICS
Innovation
Technology PUSH Market PULL
 Unknown value  Existing business
 Business evolves  Instant value
perspective
 Takes time
 Lower perceived risk
9

10. INVENTION INNOVATION
• It’s is either a concept of a creation • It’s is the creation of a new
of a novel technology. It could be a product, service, or process within
product, a process or a previously an organization. It’s the
unknown system. introduction into the marketplace,
either by utilization or by
commercialization of a new
product, service or process
10

11. 11

12. Research/Technology Commercialization: The standard type of
a research-based or technology-development-based Innovation
Two Possible Scenarios:
1. Patent Licensing to Industry (Intellectual Property Licensing)
2. Forming New Ventures (Technology Startups)
12

13. 13

14. 14

15. 15

16. • Technology Transfer Offices in US universities:
– Office of Open Innovation at Berkeley
http://openinnovation.haas.berkeley.edu/
– Office of Technology Licensing at Stanford
http://www.stanford.edu/group/OTL/flash.html
– MIT Technology Licensing Office http://web.mit.edu/tlo/www/
– UCF Office of Technology Transfer http://tt.research.ucf.edu/
– Yale Office of Cooperative Research http://www.yale.edu/ocr/
– Harvard Office of Technology Development
http://www.techtransfer.harvard.edu/
– Texas IC2 Institute: http://www.ic2.utexas.edu/
16

17. 17

18. 18

19. Innovation is not only Research-driven!
19

20. Scientific Research / For Technology
New Technology Entrepreneurs
Based
For Business
Entrepreneurs and
Existing Firms
20

21. • About the Technology Innovation and
Entrepreneurship Center
• Research Linkage to Market
– Innovation versus Invention
– Research Commercialization
• What is an Entrepreneur?
• CASE STUDY: Osborne Computer Company
21

22. Business Entrepreneurship (Companies – technology-based or not)
Social Entrepreneurship (NGOs – Non Profit)
22

23. 23

24. 24

25. 25

26. 26

27. 1. Self starter, defines goals as he/she goes alone.
2. Does the important things by himself/herself.
3. Not a good delegator, strong need to control.
4. Charismatic leader, but hard to follow.
5. Extremely strong drive and capacity for work.
6. Reward oriented for money, visible rewards (cars, boats, clubs, etc.)
community admiration for accomplishments, prerequisites.
7. Excellent problem-solving abilities.
8. Innovative thinker.
9. Realistic, takes moderate and well calculated risks.
10. Committed to the company.
27

28. 1. Career oriented with well defined goals.
2. Accomplishes tasks through people.
3. A good delegator and motivator.
4. Good leader and people person.
5. Competitive and politically astute.
6. Reward oriented for cash, visible rewards, status, prerequisites.
7. Experience, ability, and accomplishments are evident.
8. Plays by the rules, not a risk taker.
9. Committed to self, more than company.
28

29. • About the Technology Innovation and
Entrepreneurship Center
• Research Linkage to Market
– Innovation versus Invention
– Research Commercialization
• What is an Entrepreneur?
• CASE STUDY: Osborne Computer Company
29

30.  The personal computer (PC) market began in the middle 1970’s.
 Adam Osborne decided to package all the PC components together as a
portable computer (July, 1981).
 In two months the company had its first $1,000,000 in sales.
 By the second year the net revenues reached $100,000,000.
 Consumers were interested in a larger, more standard 80-characters display
 What do you think happened?!
30

31. Company Bankruptcy after 6 months!!
 The personal computer (PC) market began in the middle 1970’s.
 Adam Osborne decided to package all the PC components together as a
portable computer (July, 1981).
 In two months the company had its first $1,000,000 in sales.
 By the second year the net revenues reached $100,000,000.
 Consumers were interested in a larger, more standard 80-characters display
 What do you think happened?! 31

32.  Osborne lagged in his R&D efforts to introduce the large screen model
 Osborne delayed the generation of needed capital through public offering
for 6 months
 Kaypro, a competitor, took advantage of the weak points and
introduced the larger screen model in the perfect time for market
demands.
 Osborne announced he will introduce the bigger screen one while still has
orders for the 1st model (large inventory) – A serious mistake.
 Kaypro offered 5 million shares to the public in 1983 realizing $9 millions
from the sale of part of their equity 32

33. 33

34.  Entering a market with a new innovation gives a company an early
advantage in sales (Leader)
 New product concept creates new markets or alters old markets
 If a company competes with innovation, it should plan to continue
competing with innovation
 All products have a finite life span. Timely product innovation should be
part of every management’s technology strategy
 The timing of announcements is very important
 Capital formation and cash flow are very important for a growing
business
 Successful new ventures must be able to cope with the rapid market
growth and with increasingly tough competition.
 Incremental innovation is easy to imitate.
 Market information and buyer behavior are critical
34