Balancing Knowledge Creation and Technology...
Transcript of Balancing Knowledge Creation and Technology...
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April 1, 2009
Copyright 2002-2005 Deshpande Center for Technological Innovation, Massachusetts Institute of Technology
Balancing Knowledge Creation and Technology Transfer
Prof. Charles L. CooneyFaculty Director
web.mit.edu/deshpandecenter
UTEN Portugal Workshop #2
March 29-31, 2009
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Fundamental Beliefs• Technological innovation is a major driver of
economic growth
• Crossing disciplinary boundaries is essential to solve important problems
• National boundaries are increasingly porous with respect to technological innovation thru the internet and human mobility
• Research universities are a hub of technological innovation sustained by government funding
• Pursuit of fundamental science may be done in intellectual silos but the translation requires a broader ecosystem
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MISSION
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The mission of MIT is to advance knowledge and educate students in science, technology, and other areas of scholarship that will best serve the nation and the world in the 21st century
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MISSION
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The mission of MIT is to advance knowledge and educate students in science, technology, and other areas of scholarship that will best serve the nation and the world in the 21st century
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Tension: Knowledge Creation vs. Problem Solving
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AcademicResearch Marketplace
Federal
grants
Corporate
Sponsored
Research
SBIR
Angel
Investing
VC Funding
Corporate
Licensing
The University is about Knowledge Creation and Education
The Market is about Products and Services
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Mission of University Technology Transfer
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Enhance the impact of university research by transferring intellectual
property to address commercially important
problems
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Copyright 2002-2005 Deshpande Center for Technological Innovation, Massachusetts Institute of Technology
7The Deshpande Center for Technological Innovation
• Launched September 2002
• Founded by gift of$20M from Desh and Jaishree Deshpande
MISSION:
• Create impact through technological innovation
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Evolution of an IdeaUniversityResearch
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Copyright 2002-2005 Deshpande Center for Technological Innovation, Massachusetts Institute of Technology
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Supporting the Idea-Innovation Value Chain
IGNITION GRANTS
INNOVATION PROGRAM GRANTS
OUTSIDE FUNDING
Idea Invent Innovate Impact
2-3 cycle timeIn the university
SELECT DIRECT CONNECT
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SELECTION OF IDEAS
• Request for Pre-Proposals from anyone at MIT (3 page concept paper)
• Peer Review by panel of both technical and business experts
• Request for full proposal (10 pages) from subset of investigators
• Peer review of technology plus a team presentation
• Selection and award of grant plus catalyst
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Risk = Probability X Impact
A journey into new territory involves risk
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3-D IMAGING TECHNOLOGY
• A tool for lab analysis
• Very fast, high resolution 3D imaging with off-the-shelf parts
• What should be the commercial focus?
Innovation: A solution in search of a problem
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Entrepreneurship: A problem in search of a solution
• Commercial photography
• Rapid prototyping
• New video games
• Medical imaging
• Security cameras and facial recognition
• Aerial imaging of bombing targets
• Digital imaging for complicated parts manufacturing
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Let’s find a way to do high resolution 3-D images
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The Dental Impression Market
Approximately 200 million dental impressions are done worldwide each year… dentistry is a $250 billion dollar cottage industry.
Brontes TechnologiesDigitizing Dentistry
A.K.A. ‘No More Goop!’
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How do we accelerate translation of ideas to commercial impact?
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LasersrDNAStem cellssRNAiSearch engine……….
The Right Solution to theRight Problem at the Right Time and theRight Price
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Events
CatalystProgram
AcademicResearch Marketplace
Federal
grants
Corporate
Sponsored
Research
SBIR
Angel
Investing
VC Funding
Corporate
Licensing
Managing Risk While Closing the GAP
GrantProgram
Innovation-Teams
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The i-Teams “Reactor”An Educational Experience
• Develop go-to-market strategy for emerging science and technology
» Look at technology by its application (rather than how it works)
» Identify users, customers, markets: a path to realize potential
» Identify a business model
» Make a recommendation to develop the technology
• We do not address business plans. This is a next step
» Without a market focus, one cannot begin to write a plan
• An acceptable option is “there is no good market”
» Student evaluation is based on the process to assess potential and
NOT on the market outcome
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VALIDATED BUSINESS MODEL
MIT INNOVATION ECOSYSTEMSupporting environment with
complimentary assets
DESHPANDECENTER
MIT ENTERPRISE
FORUMMIT TLO
ENTREPRENEURSHIPCENTER
MIT VMSSEBC
VCPE
$100K BP COMPETITION
InnovationIdea for
a companyBusiness
PlanCustomers
FundingGrowth
INNOVATIONCLUB
TECHLINK
MIT SLOANSCHOOL
I-Teams
Legatum Center
D-Lab
X-PrizeLab
How can we stimulate more ideas?
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Prize Taxonomy
Pre/Grant Post/Award
Inducement
Recognition
Nobel Prize
Millennium Technology Prize
Lasker Award
X PRIZE
DARPA Grand Challenge
NASA Centennial Challenges
MacArthur Grant
Guggenheim
Award
Fellowships
Research grants: NIH, NSF, NASA
Erika Wagner
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ANSARI X PRIZE – The Teams
ARCA Space Transport Corp.
Pablo DeLeonStarChaser Scaled Composites –
SpaceShipOne
DaVinci Project Canadian Arrow Rocketplane
Armadillo Aerospace
26 teams from 7 nations spending over $100 million to win $10 million purse
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•What is it?
•What is the opportunity?@
PRIZE LAB
• Prize definition, development, and testing• Nexus for interdisciplinary innovation and problem definition• Research effort into when prizes are most
Dr. Erika Wagner
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Grand Challenges Class Concept
• Action-oriented course• Engaging multiple Schools: Science, Engineering,
Sloan, Health Science and Technology• Targeted at the process of prize definition • Students define prize scope and rules, • Interdisciplinary teams deliver a prize concept,
including: incentive design, public relations strategies, and anticipated global impact
• Spring ‘08: Developing World Healthcare• Fall ‘08: Energy Sustainability• Spring ‘09: Bionics
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Copyright 2002-2005 Deshpande Center for Technological Innovation, Massachusetts Institute of Technology
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Translating Academic Research Into Commercial Impact • Ideas emerge from a platform of basic
science – “Prior Scientific Knowledge”
• Ideas need to be recognized as solutions to problems – “Prior Market Knowledge”
• BOTH funding and mentoring are needed to bridge the Knowledge GAP
• The “internal Ecosystem” stimulates and rewards innovative risk
• The “External Ecosystem” supports, nurtures and absorbs innovative ideas
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C. L. Cooney, Faculty Director Deshpande Center. Approaching summit of Ama Dablam, 22,600 ft
“Progress is about taking and managing risk”
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Moving Forward
• In difficult economic times – cash may be constrained but ideas continue to flow
• Reward Risk Takers – “Failure is not fatal and success is not final”
• Imagine “if this technology works …then I could …!”
• Students respond well to challenge
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