item file 3177 alistrair brett

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Information about item file 3177 alistrair brett

Published on October 26, 2007

Author: Woodwork


Technology Commercialisation Practical Lessons from other Countries:  Technology Commercialisation Practical Lessons from other Countries Dr Alistair M. Brett Senior Consultant Oxford Innovation Ltd Oxford, UK Opinions expressed are those of the presenter Numbers Trends Opportunities:  Numbers Trends Opportunities Information sources: The Industrial Research Institute European Industrial Research Management Association Centre for Research on Innovation and Competition Institute of Innovation Research Manchester University Nottingham University Business School Association of University Technology Managers A few numbers (2001):  A few numbers (2001) Russian Academy of Sciences: R&DCCs :  Russian Academy of Sciences: R&DCCs Pilot Research & Development Commercialisation Centre (R&DCC) at Chernoglovka Science Centre, Moscow Region 2001 –2004 Work supported by the British Council and UK Foreign & Commonwealth Office Based on previous work since 1994 (USAID, Tacis, BC, Eurasia Foundation) R&DCC accepted as model for Russian Academy of Sciences research institutes Problems: Structure, Financing Lessons learned :  Lessons learned Be patient Make and maintain personal contacts with companies – large and small Set up open communications Don’t fall in love with the technology Offer solutions not technologies Work on multiple projects simultaneously Keep new projects in the “pipeline” Lessons learned (2):  Lessons learned (2) Ownership rules for IP must be clear Government funding of research is important Industry-directed research at universities does not damage scholarship Plan for commercialisation early manage risk One success is better than years of plans Monitor costs, including indirect costs Trends :  Trends Motorola “We are moving more and more of our research off shore because of unavailability of the top researchers that we needed in growing our research efforts” Survey (2003) of 104 large US/European companies, 90% said “innovation is integral to our current strategic goals” Nokia “We have 18,000 engineers at 69 sites worldwide” Infineum (Exxon-Shell) “We want access to networks of scientists” Trends :  Trends R&D, products, becoming more complex, more embedded knowledge Reputation and track record in managing projects are more important than cost Build long-term strategic partnerships with networks of specialists across borders Stimulate methods development Access to specialized resources rather than finished technologies Role of Innovation in firms :  Role of Innovation in firms Opportunities for Latvia :  Opportunities for Latvia Take advantage of the trend towards distributed R&D Reduce bureaucracy compared to other countries Establish clear point of contact for industry at each university Support exchanges of scientists between universities and industry Work with existing Latvian organizations Advertise Latvian successes to gain new industry customers Mis-match of supply and demand :  Mis-match of supply and demand UK/USA Other Supply Demand Supply Demand Positioning strategies:  Positioning strategies Feasibility studies Few long-term Prototype development benefits Internal investment in both More long-term “R” and “D” to progress benefits beyond prototypes Industry External Investment “Management of intellectual property in publicly-funded research organisations: Towards European Guidelines” :  “Management of intellectual property in publicly-funded research organisations: Towards European Guidelines” Open Science model - PROs do not retain any intellectual property rights (IPR) Licensing Model - PROs retain, protect and commercialise inventions through licensing the IPR to industry and to start-up companies Innovation Model – PROs have active policy of collaborative research with industry and a pro-active involvement in the creation of spinout companies. Importance of technology transfer factors :  Importance of technology transfer factors N= 150 1 2 3 4 5 6 What drives market opportunities? :  What drives market opportunities? Survey of 1000 European firms % effect Why Latvia? :  Why Latvia? Why should a company look to Latvia to access research expertise or outsource R&D? Is Latvian research of any value, is it innovative? How can we overcome barriers of language, culture, distance? Will the cooperative R&D be carried out efficiently? Will our company’s IPR be protected? How can investors make a return on investment? What do Investors want from universities and research institutes? :  What do Investors want from universities and research institutes? “Show me” -- don’t tell me Promote successful ventures Recent cases of successful contracts or alliances Is there a market for the technology? What is the size of the market? How should the market be entered? What are your industrial contacts? Finished technology or expertise? How will the investor make money? Risks? How much money is needed? Issues :  Issues Feasibility of conducting technology audits at Latvian universities and institutes, or –   Accessing and promoting expertise at Latvian universities and institutes, previously identified and evaluated by the institute  Promoting technologies, expertise, and resources from Latvian universities and institutes to foreign companies. Industrial Liaison Office model Web Portal Issues :  Issues Promoting success stories Analyse existing contracts with Western companies for attractiveness to investors  Selecting a small number of companies who can act as "bridges" between universities/institutes and foreign companies Strategies for Latvian Government investment in technology commercialisation Incentives for innovation, and retention of young scientists  The "Why Latvia?" question. What is Latvia's competitive advantage?   Strategic drivers of R&D outsourcing :  Strategic drivers of R&D outsourcing New markets New technologies Access to IP Access to new specialist expertise Filling capability gaps Resources flexibility Management of risk Time to market Focus on core activities Build on core strategic assets Slide21:  Fuzzy front end New product development Traditional Stage Gate™ Process Technology Stage Gate™ Process Overall New Product Development process Slide22:  Gate Stage New Product Development Stage Gate™ Process Market/ customer input Preliminary assessment Full product launch Testing & validation Development Business case Initial screen Next screens Decision on business case Post- development review Post- commercial analysis Post- implementation review Slide23:  Project Charter Six Elements of the Stage Gate™ Process TR1 TR2 TR3 …… Technology Development Team Technology Review Committee Planning Process Owner Technology Review Process New Member joins Current member leaves Slide24:  Gate 2 Stage 2 Gate 1 Stage 1 Tech Stage Gate™ Process Technology Review 1 Technology Review 2 Stage 1 Activities Technical literature search Patent and IP search Competitive alternatives Resource gaps Plan for feasibility assessment Experimental work Analysis and interpretation Develop action plan for Stage 2 Deliverables Understanding of IP situation Demonstrate feasibility Results of experiments Stage 2 Activities Perform technical work Analyse and report results Competitive assessment Environmental assessment Commercial product possibilities Preliminary market assessment Preliminary manufacturing assessment Develop action plan for Stage 2 Deliverables Results of feasibility experimental work Results of commercial application assessment Forward planning Technology Review N Slide25:  2 3 4 5 Preliminary investigation 1 Technology audits Other ideas Seed projects Detailed investigation Development Validation Commercial launch Exploratory Research B A Development Research C RESEARCH TRACK COMMERCIAL TRACK Outside ideas Bio-fuels Stage Gate™ Process Reduced risk Increased costs Slide26:  Development $ D Commercialise $ C $ ECV Pts Technical failure $ ECV = [($ PV * Pcs - $ C) * Pts - $ D] Pcs $ PV Commercial failure $ ECV = Expected Commercial Value of the project Pts = Probability of technical success Pcs = Probability of commercial success $ D = Development costs remaining in the project $ C = Commercialisation costs $ PV = Present value of project’s future earnings (discounted to today) Expected Commercial Value (ECV) Slide27:  High Low $10M 8 6 4 2 0 NPV Pts Risk-Reward Bubble Diagram

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