1 Impact & Innovation in H2020 IP Management & Exploitation Jörg Scherer Tallinn 04 March 2015 Get your ticket to innovation.
2 Author: expert Dr. Eugene Sweeney 36 years experience of commercialising IP/research and new technology 22 years experience with EC as proposal evaluator, rapporteur, project reviewer and consultant Member of International (ISO) and (CEN) Standards Technical Committees on Innovation Management Member of The Licensing Executives Society (LES)
3 Horizon 2020 The Union Commissioner for Research, Science and Innovation, Máire Geoghegan-Quinn, emphasised Europe s determination to link science and research and innovation to market Brussels, 18 th February 2010
4 Roadmap Impact and Innovation in H2020 proposals Getting the information for the proposal Developing the proposal to maximise impact Excellence Impact Implementation
5 Objectives To understand the road from research to exploitation To understand the practical steps needed to recognise, capture, manage, protect and exploit project outputs To better steer projects as they progress
6 Intellectual Property (IP) Products of the mind Products of research, experimentation and creativity Intellectual Property, like Physical Property can be a valuable asset. Like physical property, intellectual property is an asset which can be traded
7 Intellectual Property Rights () The law provides legal rights to protect your Intellectual Property, known as Intellectual Property Rights (s) Patents (technical inventions) Copyright (Software, Written works, Engineering drawings, Semiconductor Topologies, etc) Design Rights (appearance) Database Rights (creation and arrangement of data) Trade marks Plant Breeders Rights Utility Models/petty patents etc Confidentiality Agreements (Know-how) Secrets (Trade Secrets) National rights Time limited rights NOT ONLY PATENTS
8 Intellectual Property Rights () WHY? To promote innovation by encourage invention and creativity, and thereby benefit society HOW? The state grants a limited monopoly in return for publishing the invention The state benefits by avoiding secrecy, thus stimulating further innovation, and thus enriching society The creator benefits by preventing unauthorised use by others, unless they come to an agreement (usually financial!)
9 Impact and Innovation in H2020 H2020 is based on: An impact orientated approach Delivering strategic technologies that can drive competitiveness and growth
10 Idea to Impact! Creation/ Research Protect Bring to market Idea/ Concept IMPACT! Capture Nurture and Develop Innovation
11 Innovation Potential How much benefit? Innovation Capacity Can the invention/new creation/design be used to develop other innovations?
12 Exploitation and Dissemination Exploitation can be commercial or research Dissemination (or publishing) stimulates further research and development (the rationale for )
13 Communication, Dissemination and Exploitation Dissemination of results Review and Protect Exploitation of results Project Start First project outputs End Communication activities
14 STOP Addressing Impact & Innovation in 2020
15 Impact and Innovation in H2020 Impact and Innovation must be addressed in all sections of a proposal, NOT JUST the impact section Impact and Innovation must be managed in all stages of a project, NOT JUST during exploitation
16 Proposals for all Actions (RIA, IA, SME, etc) Demonstrate an understanding of the technology and market environment Justify the project objectives Presenting a credible and viable methodology and plan to achieve the project objectives Demonstrating capability to deliver what is planned, including governance, policies, systems, structures, operational processes and risk management. Demonstrate and justify the potential impact and how it will be achieved
17 For Innovation & SME Actions Focus on the business opportunity Include the concept for commercialisation Ensure good level of innovation, i.e. develop something new Analyse competing solutions and explain why you will succeed and not your competitor
18 Technology Readiness Levels Where are you starting from and where do you want to go??? Invention value Basic Research Basic invention Lab demo/ Proof of Concept Working prototype/ Market acceptance Scale-up validated Market Ready Market Deployment Technology Readiness Level (TRL)
19 Not adequately addressed! Observations from evaluations Innovation management Management of Innovation potential Enhancing Innovation Capacity Integration of new knowledge Draft exploitation strategies and plans Contributions to the expected impacts of the call Barriers/Obstacles (i.e. patent/ search, standards)
20 SME Instrument 6 lessons learnt from the first evaluation (EASME) Too much focus on the project and not enough on the business opportunity; Not convincing when describing the company (you have to explain why your company will succeed and not your competitor); Not providing enough information on competing solutions; Having a too low level of innovation, planning to develop a product that already exists on the market; Proposing just an idea without any concept for its commercialisation; Just trying their luck (the SME Instrument is not a lottery!).
21 Evaluation Criteria - Exellence Clarity and pertinence of the objectives Soundness of the concept, including trans-disciplinary considerations, where relevant Extent that proposed work is ambitious, has innovation potential, and is beyond the state of the art (e.g. groundbreaking objectives, novel concepts and approaches) Credibility of the proposed approach
22 Evaluation Criteria - Impact The expected impacts listed in the work programme under the relevant topic Enhancing innovation capacity and integration of new knowledge Strengthening the competitiveness and growth of companies by developing innovations meeting the needs of and global markets; and, where relevant, by delivering such innovations to the markets Any other environmental and socially important impacts (not already covered above) Effectiveness of the proposed measures to exploit and disseminate the project results (including management of ), to communicate the project, and to manage research data where relevant
23 Evaluation Criteria - Implementation Coherence and effectiveness of the work plan, including appropriateness of the allocation of tasks and resources Complementarity of the participants within the consortium (when relevant) Appropriateness of the management structures and procedures, including risk and innovation management
24 STOP What to look for in a good proposal?
25 STOP Gathering the information to prepare the proposal
26 Strategic Intelligence to Action Plans Gather information to understand the landscape (market, technical,, SOTA, Competitors, etc) Analyse the information to obtain strategic intelligence... to allow you to Justify the project objectives... and to Plan the a route to get there, resulting in: Realistic, credible, achievable and measurable strategies and plans, based on a sound analysis and quantitative information where possible
27 Understand the landscape Strategic Intelligence to plan a route WP and Call Challenges, Objectives & Topics Research Competitors Technology Standards Regulations Related Research Industry Competitors Market Factors SOTA IP &
28 Data > Intelligence > Plans > Action Study and Analyse the landscape with respect to WP Topics, SOTA, IP, market environment, barriers, risks, etc. Elaborate and Justify project objectives, considering consortium expertise, capabilities and proposed resources Plan to deliver developing strategies and plans to maximise impact and exploitation: R&D strategy and delivery plan Research result dissemination strategy and plan Commercial exploitation strategy and plan
29 Data > Intelligence > Plans State of the Art (how will you go beyond it what new IP?) Academic papers Patents and other registered IP Market: size, segmentation, distribution, growth, needs and wants (what will you target, and how will you be positioned?) Market reports Industry partners Patents and other registered IP
30 Data > Intelligence > Plans Competitor Intelligence: market share, technologies, current and future plans (Where will you be positioned; what will your key differentiators/usp s be?) Company websites, annual reports (incl. financial) Market reports Patents and other registered IP Technologies: other technical solutions which can address the objectives; their status, strengths and weaknesses (Why will your technical solution be better, and in which areas?) Technical reports Industry partners Patents and other registered IP
31 Data > Intelligence > Plans Potential Barriers/Obstacles: s (freedom to use), statutory requirements, industry standards, health & safety requirements Statutes Standards Patents and other registered IP Standards: prescriptive, advisory, best practice (barriers or opportunity)
32 Standards Standardization is identified in Horizon 2020 as one of the measures that will support market take-up of research results and innovation. Help on addressing standardization in Horizon 2020 projects is available from CEN-CENELEC. For more information see: Download guide from: ublications/standards_horizon2020.pdf
33 STOP Implementing the project Governance, Structures & Processes (Management)
34 Implementation Management structures and procedures to: Create, capture and manage the research results (IP) The management framework (who is responsible) The management procedures (how it will be done) Establish good foundations and guiding principles/policies IP management and protection strategies and procedures Exploit the research results (IP) Assess the opportunties Exploitation strategies and plans Exploit/Extract value from research outputs Dissemination and communcation of research outputs
35 Management Structure & Work Plan (related to impact and innovation) Management Top level management (e.g. Project board, Project Manager) Tasks and Processes Consortium Agreement Access and usage rights (foreground, background, during and after project) Ownership of foreground Management of foreground Exploitation of foreground Cost and Revenue sharing IP Policy IP awareness (training for researchers)
36 Management Structure & Work Plan (related to impact and innovation) Management Exploitation Management (e.g. Innovation Manager, Exploitation Manager) Communication/ Dissemination Management (e.g. Communications Manager) Tasks and Processes Commercial exploitation strategy, plan and implementation Scientific exploitation strategy plans and implementation Business Plan Project result dissemination as appropriate to support exploitation objectives Project dissemination strategy, plan and implementation Support to exploitation communication activities Community building Public awareness
37 Management Structure & Work Plan (related to impact and innovation) Management Research Management (e.g. Project Manager, WP Manager, Technical Managers) Tasks and Processes Good research practice Record Keeping Recognising and capturing IP IP disclosure to Manager Management (e.g. Manager, Innovation Manager) Assessment and protection of IP Pre-publication reviews Access and usage rights (foreground, background and 3rd party), during and after project)
38 Evaluation Criteria - Implementation Coherence and effectiveness of the work plan, including appropriateness of the allocation of tasks and resources Complementarity of the participants within the consortium (when relevant) Appropriateness of the management structures and procedures, including risk and innovation management (What is Innovation Management all about?)
39 STOP Innovation Management
40 Innovation Management Overall management of all activities related to understanding needs, with the objective of successfully identifying new ideas, and managing them, in order to develop new products and services which satisfy these needs. Innovation management starts at the point of capturing the creative works and finishes when it a product or service is deployed.
41 Idea to Innovation Innovation potential? Exploitation strategies and plans IP Management and Strategies Innovation capacity Innovation Management Impact Meeting needs and delivering benefits Identifying market opportunities and monitoring markets, technologies and
43 Innovation Management From Opportunity to Benefit Overall management of all activities related to understanding needs, with the objective of successfully identifying new ideas, and managing them, in order to develop new products and services which satisfy these needs. Innovation management starts at the point of capturing the creative works and finishes when it a product or service is deployed.
44 The management framework Strategic and overall project management Driver Navigator Engine room Innovation management Work packages and task management Someone must be responsible for managing all activities related to innovation, from market need through capturing the IP, to market deployment
45 Securing the foundations (at the start of the project) Consortium agreement Agree IP access, usage rights and policies (foreground, background, during and after project) Agree IP exploitation policies IP awareness training for participants (to avoid IP value leakage) Ensure good research practice (GRP) training and procedures in place
46 Processes to Capture the IP (during the project) Record Keeping (part of GRP) Help researchers to recognise and capturing IP Regular reviews/training/feedback Facilitate IP disclosure (to Manager) Standard disclosure forms Pre-publication review procedures Ensure appropriate access and usage rights (foreground, background and 3rd party). Processes to manage.
47 Capturing the IP is only the start!
48 STOP Exploitation Management
49 Exploitation Management Policies and strategies the exploitation roadmap Exploitation might be commercial or research Preparation of exploitation and commercialisation strategies (and plans, if appropriate) - including the project results as a whole Coordination of individual partner s exploitation plans to avoid conflicts Preparation of more detailed strategies and plans during the project Adapting to changes and trends in market and technologies
50 Technology Readiness Levels Where are you starting from and where do you want to go??? Invention value Basic Research Basic invention Lab demo/ Proof of Concept Working prototype/ Market acceptance Scale-up validated Market Ready Market Deployment Technology Readiness Level (TRL)
51 Exploitation Management Practicalities to address How far down TRL road to go? Expected business models (licence, start-up, JV, etc) Do you need to licence in 3 rd party components, etc? Prepare a draft business plan or investment proposition, if appropriate (with financials) Prepare a marketing (communication/dissemination) campaign to support exploitation Might more investment needed? what for (PoC, scale-up, company start, etc) how much, where from
52 Nothing in isolation!, Exploitation, Dissemination management are all closely interdependent They are all an integral part of innovation management but are different activities. They rely on understanding the IP, technical and commercial landscapes
53 STOP Choose the best exploitation route(s)
54 Many Different Business Models Sale Licence Licence to a spin out Spin out Licensing Joint Venture Investment Joint venture Venture fund strategic alliance Increasing level of involvement
55 What exploitation route? Sale? Start a new company? Licence to an existing company? Joint Venture? Further research?
56 Licence or Start-up? Market & Technology Licence Established markets and suppliers Evolutionary/incremental technology The IP fits a gap in someone else s portfolio The IP is a one-off standalone invention Start-up/Spin-out New market for new suppliers Revolutionary or platform technology The IP can deliver a unique and independent business advantage There is a pipeline of potential products
57 Licence or Start-up? Finance and return on investment Licence Low financial commitment Can have early returns Licensee might fund further R&D with inventors The inventors have no interest in a commercial role Start-up/Spin-out More capital more risk Returns take longer (via IPO or trade sale) Company will need to finance further R&D The inventors are interested in a commercial role
58 Summary Impact and Innovation needs to be addressed in all 3 sections (excellence, impact and implementation) of a proposal Proposals must demonstrate an understanding of all aspects of the landscape (market, technical,, SOTA, Competitors, etc), and analyse it to obtain strategic intelligence....to select and justify the project objectives and to plan the best route for achieving them (strategies, methodologies and plans) The implementation plan must ensure that there the management structures, processes and governance are appropriate and sufficiently comprehensive (for IP) to ensure project results are effectively captured, managed, protected and exploited
59 Thank you. Questions? For further questions and general IP advice, please contact our Helpline team: Phone (Helpline) Fax (Helpline) For questions related to our training activities, please send us an at:
60 Union ( ) Presentation produced by Dr. Eugene Sweeney, Iambic Innovation Ltd. September 2014 Credits istockphoto.com/maridav (slide 1) istockphoto.com/bliznetsov (slide 6) Iambic Innovation Ltd (slide 14) Disclaimer/Legal Notice The information and advice contained in this presentation is not intended to be comprehensive and attendants are advised to seek independent professional advice before acting upon them. The is not responsible for the consequences of errors or omissions herein enclosed. Re-use of information contained in this presenation for non-commercial purposes is authorised and free of charge, provided the source is acknowledged. The use of images other than in the mere reproduction of this presentation is prohibited. The is not responsible for any impact or adverse effects on third parties connected with the use or re-use made of the information contained in this presentation. The is managed by the Commission s Executive Agency for Small and Medium-sized Enterprises (EASME), with policy guidance provided by the Commission s Enterprise and Industry Directorate - General. Even though this leaflet has been developed with the financial support of the EU, the positions expressed are those of the authors and do not necessarily reflect the official opinion of EASME or the Commission. Please see our full disclaimer at
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