INNOVATION SUPPORT between TECHNOLOGY PUSH and MARKET PULL

Transcription

1 INNOVATION SUPPORT between TECHNOLOGY PUSH and MARKET PULL IX International Symposium IP in Innovative Economy Cracow, Sept. 5th, 2013 TUM-Tech GmbH The Transfer Company Contact:, Goethestr. 43, D Munich, Germany, Tel: , Main Areas of Activities Service Offering of TUM-Tech GmbH Technology-Transfer We identify the most suited expert in the academic field for individual questions of companies We work independent and (mostly) demand-oriented We do have a large network, well beyond TUM* Innovation-Management We are experts on innovation-management (incl. Open Innovation) We offer individual support for companies and additional services (e.g. securing public funding) We also work for public authorities (e.g. concept for technology center, innovation vouchers) * Technical University of Munich 2

2 Activity 1 Technology - Transfer TUM-Tech GmbH Is not the typical tech-transfer office of a university (marketing only the know-how of their own university, supply-oriented) Is working on behalf of the industry to fulfill the needs of the industry (demand-oriented). The starting point is understanding the needs of the industry and the search for the best experts for this need (technology- and knowledgetransfer) Is working as knowledge broker to bridge the gap between supply and demand (know-how, technology, ) Is working closely with the TUM*, but not exclusively Is offering additional services, like project management (incl. management of deadlines / budget; hiring additional personell) and acquisition of public funding for (joint) R&D-projects TUM: Technische Universität München - Technical University of Munich 3 Areas of Activities 1 2 Cooperations with Innovation Management Research Institutions 3 User Innovation Projects Company Technology Customer Technology Push Market Pull 4

3 Agenda Successful Innovation Management Cooperations with research institutions Innovation management User Innovation Discussion 5 Areas of Activities Technology - Transfer Technology Provider supply Supply-oriented Demand-oriented Technology Recipient demand Types of Partnership: University Company Company Company Company University 6

4 Areas of Activities Technology - Transfer Technology Provider supply Supply-oriented Demand-oriented Technology Recipient demand Technology can be: IP Know-how / experience Other (material, samples, ) 7 Areas of Activities Technology - Transfer Technology Provider supply Supply-oriented Demand-oriented Technology Recipient demand Technology-Transfer can be: - Main goal of cooperation - Basis for cooperation 8

5 Non-destructive material testing (radiography) X-ray Neutrons Example: Supply-oriented TechTransfer X-ray: metals: black Ceramics: no contrast Neutrons: All details are clearly shown Dr. B. Schillinger9 FRM-II TU-München How to emerge from supply-oriented Tech-Transfer to demand-oriented Tech-Transfer..??? 10

6 How to support a demand oriented Tech-Transfer? There is a need for support through intermediaries Help companies (SME) find possible partners, neutral brokering Build up trust It takes time For Policy Makers Innovation Vouchers Best tool ever Additional support: brokers (brokering between demand and supply) 11 Agenda Successful Innovation Management Cooperations with research institutions Innovation management User Innovation Discussion 12

7 TUM-Tech Service Offering on Innovation Build Innovation process Conduct Innovation audit Generate Ideas Evaluate Ideas Realize Ideas Use Open Innovation Find Public Grants Use Intellectual Property 13 TUM-Tech Activity 2 - EU-Project: webbased questionnaire, 41 questions on - Innovation strategy - Organisation and culture of innovation - Innovation lilfe cycle management - Supporting factors - Financial data Innovation Management Innovation audit IMP 3 rove Idea Managemnt Innovation Strategy Innovation Organization and Culture Innovation Life Cycle Management Product/ Process Development Launch/Cont. Improvement Enabler, e.g. Human Resource Management, Knowledge Management, Project and Program Management, Controlling and IT - Benchmark I: against total Data base (approx companies, defined by conutry, sector, size and age) - Benchmark II: against growth champions (10% best companies, according to growth of revenue, profit and number of emplyees) - Audit report: summary and detailed evaluation (approx. 100 pages) - TUM-Tech is certified consultant for IMP 3 rove 14 14

8 Conventional Innovation Inside company Ideas Development Testing Launch 15 Open Innovation Inside company Outside company Ideas Development Testing Launch 16

9 Innovation Management IP Management Development Commercialisation IP Protection / Valuation Exploitation (own) Ideas Development Testing Launch 17 Innovation Management / IP Management Using Open Innovation Development Commercialisation IP Protection / Valuation Own exploitation Inside company Transfer of Ownership Licensing Outside company Spin-off Ideas Development Testing Launch 18

10 Agenda Successful Innovation Management Cooperations with research institutions Innovation management User Innovation Discussion 19 What do these 3 items have in common? They were all invented by users not manufacturers! 20

11 Lead User - Concept Classical view: Product innovations introduced by the product manufacturer The manufacturer generates ideas and develops prototypes New perspective: Many innovations do not come from manufacturers but from users of the product Users often supply not only the idea, but also prototypes 21 Lead Users are users that: 1. Have needs that foreshadow general demand in the marketplace; 2. Expect to obtain high benefit from a solution to their needs. (Such users are more likely to innovate Necessity is the mother of invention! ) 22

12 2 Variations of Lead User - Projects Classical approach: Development of Product Concepts Filling up your innovation pipeline New Approach: Development of new applications for existing technologies Technology-Push 23 1 Classical Approach 1. Industry Starting point: Industry / branch of company Realized projects: 2. Trend Search for new Trends 3. Lead User Identification of Lead Users and their individual needs 4. Product concept Development of product concepts, together with Lead Users 5. Technology Development of necessary technologies for new product concepts 24 LS für Technologie- und Innovationsmanagement Prof. Dr. Joachim Henkel Lead User-Projekt 24

13 2 Technology Push- Variation 2. Trend Identification of trends, which are supported by technology Realized projects: 3. Industries Identification of industries, where these trends are relevant 4. Lead User Identification of Lead Users and their needs 5. Product concept Development of product concepts, together with Lead Users 1. Technology Starting point: new technology of company 25 LS für Technologie- und Innovationsmanagement Prof. Dr. Joachim Henkel Lead User-Projekt 25 Different Functional Roles in User Innovation A user innovator expects to benefit by using the innovation In principle, it could also benefit by manufacturing the innovative product or by licensing the innovation However: Manufacturing: a change from user to manufacturer (vertical integration) is typically difficult (e.g., complementary assets missing) Licensing a user innovation might be possible, but requires effort (securing IP) and is typically not the intention of the user innovator User innovators are often willing to reveal their innovations Collaboration between user innovator and manufacturer (e.g., development of product concept) But: don t forget to discuss IP 26

14 Thank you! Contact: TUM-Tech GmbH Goethestr. 43 D München Germany T: