Perspectives on Technology Commercialization
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1 Perspectives on Technology Commercialization Dr. Spiros Dimolitsas Georgetown University
2 Technology Commercialization Can take many forms and can be driven by different needs CRITICAL IMPORTANT Acquire necessary mission capabilities Necessary end-game for funding Agency Support Science and Technology goals Enhance and exercise critical capabilities Public service and recognition BENEFICIAL Derive a (direct) financial benefit
3 Early supercomputing systems required collaboration with Cray leading to the development of the Cray operating system
4 Enhanced structural models were required and a simulation-based engineering industry was established
5 The EUVL story
6 X-Ray Laser
7 Multi-layer precision reflective optics
8 Precision lithography is reaching the limits of feature resolution in the sub 100 nm domain due to the large wavelength of visible light
9 Focusing X-rays or Extreme Ultra Violet Light
10 The $300 million AMD, Motorola and Intel partnership drove EUVL from third most likely to succeed to the most promising
11 The Peregrine Story
12 The nuclear arsenals have evolved since Little Boy and Fat Man
13 Simulation such as radiation transport, were pivotal to the evolution of weaponry
14 Simulations became more sophisticated as the need of fidelity had to match heterogeneous geometries
15 Radiation treatment still mostly considers the body as a homogeneous entity
16 PEREGRINE uses CT imaging & radiation transport modeling to develop a treatment plan for a heterogenous body FDA Approval in 2000
17 From the weapons lab to the bed-side from Livermore Lab to Nomos Corporation
18 The Micro-Impulse Radar (MIR) story
19 NOVA: 10 Laser Beams, 45 kj, 60TW of pulsed energy
20 NOVA Target Chamber
21 The 1 mm Deuterium Tritium capsule
22 The National Ignition Facility (NIF)
23 NIF- A Very Large Optical Bench!
24 7,400 large optics (40 cm x 40 cm), 2 nm surface finish
25 Precision fabrication, alignment and assembly is even more critical
26 Everything is larger and more extreme than NOVA Validate 1
27 The mm-sized capsule must be placed in the middle of this chamber!
28 Precision alignment at low cost using micro-impulses
29 Construction of an American house
30 Once the walls are completed, finding the studs is a problem though
31 The stud finder
32 Finding studs alone inside walls made the MIR famous
33 Bridge imaging at 30 km/h (50 km/h) -another application for MIR
34 MIR and fluid measurement Licensed to: Endress+Hauser (E+H) Reinach, Switzerland
35 Used during the World Trade Center disaster to look for people
36 Precision manufacturing
37 Shrinking engineering to create break-through medicine
38 Different approaches to deal with ischemic stroke 10 ns 200 ns 400 ns P ~ 400 bar peak 440 µm 800 ns 1 mm
39 Precision technology integration 3.50 OCT Image Ultrasound Image Y [mm] X [mm] Resolution ~ 12 µm Resolution ~ 150 µm
40 HPV
41 The drug development process
42 Conditions for Commercialization Success Ideas Talent Networks Discipline Proper risk aptitude Support infrastructure
43 Ideas: the innovation process always starts with one (or more) The problem is can it be followed through? What talent is needed to follow through? What roles does the talent who developed the ideas plays in the follow through process? What general conditions need to exist to facilitate or enable follow through? What partnerships might be required? What questions needs to be asked that might not have been relevant or important during the invention or innovation phase? How does one treat risk for the capital providers, the inventors, and the other stakeholders?
44 Talent is essential, but needs to be integrated constructively Diversity of expertise Commitment Mobility G. Gordon Bell & John E. McNamara, High-Tech Ventures
45 Networks: can be formal or informal (explicit or implicit) The odds of success grow exponentially when clusters of mutually supporting economic actors exist within the same geographic region. Context Context for for Firm Firm Strategy Strategy and and Rivalry Rivalry Factor Factor (Input) (Input) Conditions Conditions High quality, specialized inputs available to firms: human resources capital resources physical infrastructure administrative infrastructure information infrastructure scientific and technological infrastructure natural resources A local context that encourages investment and sustained upgrading eg intellectual property protection Open and vigorous competition among locally based rivals Related Related and and Supporting Supporting Industries Industries Availability of capable, locally based suppliers and firms in related fields Presence of clusters instead of isolated industries Demand Demand Conditions Conditions A core of sophisticated and demanding local customer(s) Unusual local demand in specialized segments that can be served nationally and globally Customer needs that anticipate those elsewhere Sources: Council on Competitiveness, Washington DC., and Michael E. Porter, Harvard Business School
46 The California Wine Cluster Winemaking Equipment Grapestock Fertilizer, Pesticides, Herbicides State Government Agencies (e.g., Select Committee on Wine Production and Economy) Barrels Barrels Bottles Bottles Grape Grape Harvesting Equipment Caps Caps and and Corks Corks Irrigation Technology Growers / / Vineyards Wineries // Processing Facilities Labels Labels Public Public Relations and and Advertising Specialized Specialized Publications Publications (e.g., (e.g., Wine Wine Spectator, Spectator, Trade Trade Journal) Journal) California Agricultural Cluster Educational, Research, & Trade Trade Organizations (e.g. (e.g. Wine Wine Institute, UC UC Davis, Davis, Culinary Institutes) Tourism Cluster Sources: California Wine Institute, Internet search, California State Legislature. Based on research by MBA 1997 students R. Alexander, R. Arney, N. Black, E. Frost, and A. Shivananda. Food Cluster 46
47 The Washington DC region: Half of the US internet traffic goes through Washington, while the region is the third fastest growing bioscience region in the country # of Patents ( ) Potential role in Internet Hub Potential Role in Life- Sciences US Health and Human Services 399 Context, Demand US Navy 374 Demand Bell Atlantic (Verizon) 113 Context Supporting US Army 105 Demand Demand IBM 92 Factor (Input) Supporting Fuiz Technologies 57 Factor (input) US Dept of Commerce 57 Context Context Hughes Electronics 56 Factor (input) Human Genome Sciences 38 Factor (input), Context W.R. Grace 33 Demand University of Maryland 32 Supporting Context Comsat Corporation 29 Factor (input) Georgetown University 27 Factor (input) Hughes Aircraft 27 Factor (input) Life Technologies 23 Demand Lockheed Martin N/A Factor (input) America On Line (AOL) N/A Factor (Input) Supporting Marriott Corporation N/A Demand
48 Most licensing income
49 Largest Universities
50 Discipline While many innovations start as problem driven, often, the commercial value lies in a different problem area. Discovery Driven Innovation Transistor It thus becomes critical to establish the value proposition of the innovation for an application other than what was originally intended. Internet Problem Driven Innovation
51 The four key questions require discipline in order to derive credible answers What is the important unmet customer and market need? What is your approach to address this need? What are the benefits relative to the cost of your approach? Why are the benefits relative to the cost better than those of the competition? Source: Curtis Carlson, SRI International
52 Capturing the value correctly is key Quality MIR Sensor as a precision locator of DT capsules for Inertia Confinement Fusion MIR Sensor as a precision locator of inner wall studs for home owner application Convenience Often convenience, or value, is different for commercial markets than it is for a Government (defense) markets, where quality may be the principal objective.
53 Risk Two facets Capital at risk: Availability of early stage capital is important venture capital Availability of even earlier stage capital may also be important (angel funding, or pre-angel funding to bridge the valley of death and develop the concept define its value proposition and develop a validating prototype) Personnel at risk: Successful commercialization almost always requires the inventor to move with the technology, at least for a while. The inventing organization can perceive a loss The inventor can perceive an unacceptable increase in risk Mechanism to manage this risk include sabbaticals and hire back guarantees But, equally importantly, a climate that encourages workforce mobility, and rewards those that do learn from mistakes
54 Support systems A technology commercialization office is essential: Intellectual property protection patenting Business plan development Marketing and business development Interface with the commercial sector License contract generation
55 Some other factors Incubators Patent laws Government funding.. Although important, these factors do not appear (in my view) to be differentiating
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