How LBNL & UCB Innovations Get Commercialized Locally

Transcription

1 How LBNL & UCB Innovations Get Commercialized Locally Mike Cohen Director, Innovation Ecosystem Development UC Berkeley Office of Technology Licensing

2 Agenda: 15 Minutes 1. How UCB/LBNL Innovations Get Commercialized 2. How Can the Commercialization Occur Locally 3. Case Study: Berkeley CA 4. Q & A Page 2

3 Research: How Univ Innovations Get Commercialized? q Questions: How do university innovations get commercialized? Ø Conventional answer is linear (research=>invention=>license =>commercialize) Ø What and/or who catalyzed the commercialization? Ø How are universities involved in the process? Ø How can universities increase innovation commercialization? q Answers: Ø Researched commercialization of >50 UCB & LBNL innovations Ø Research revealed 4 common patterns/pathways Ø Developed a useful framework based on 4 patterns Ø Developed strategies for optimizing the 4 pathways Page 3

4 4Ms Framework: 4 Pathways for Commercialization Milked Methodically out of research by corporate collaborators Organic Activities by University & External People Morphed Mined Gradually out of research by team member(s) Opportunistically by entrepreneurs (e.g. MBA students) that scour campus Marketed Periodically to industry by campus (e.g. PI, PR, IPMO, etc) Systematic Activities by University Employees Page 4

5 4Ms Framework: Morphed, Mined, Milked, Marketed Organic Morphed Gradually out of research by team member(s) q Examples: Amyris, Calimetrics, CaliSolar, CellASIC, Chiron, Ensighta Security, Excellin, Fluxion Biosystems, GoodGuide, Harmonic Devices, Hybrid Wisdom Labs, Inktomi, Integrated Diag, IntelliOne, Kalinex, Lumiphore, Mercator Med, MicroClimates, MicroFluiDX, OnWafer, ON Diagnostics, PhotoSwitch Bioscience, Redwood Bioscience, Safely, SiClocks, TheraFuse, Urban Scan, Verimetra Med, Wireless Industrial Tech, Dust Networks, Iris AO, SiTime, NanoGripTech* Systematic q Drivers: q IP: Ø Quantity & Quality of Research Ø Ecosystem: Spin-out vs Blast-out Ø Some obtain exclusive license to improve biz plan & attract investors Ø Some ignore or abscond with IP Page 5

6 4Ms Framework: Morphed, Mined, Milked, Marketed Organic Mined Opportunistically by entrepreneurs (e.g. MBA students) that periodically scour campus Systematic q Examples: Adura Tech, Aurora Biofuels, CommandCAD, Euclid Media, MediFuel, NanoRay, nanoprint q Drivers: q IP: Ø Quantity & Quality of Research Ø MBAs, Biz plan comp, OTL mrktg Ø Many obtain exclusive license to improve biz plan & attract investors Ø Some ignore or abscond with IP q Comments: Ø Pathway with highest growth rate Ø MBAs are the campus s EIRs Page 6

7 4Ms Framework: Morphed, Mined, Milked, Marketed Organic Milked Methodically out of research by corporate research sponsor Systematic q Examples (that licensed IP): Analog Devices, Nueprene (XL Tech), Google, Honeywell, Intel, Berkeley Bionics (first morphed then milked) q Drivers: q IP: Ø Great sponsored research with optimized terms (i.e. 1st access, NERF, open source, etc) Ø Off-campus corporate labs (i.e. BWRC, Intel, Cadence, Yahoo, Starkey, etc) Ø Some jointly own IP Ø Some obtain a license to legally use IP or thwart competitors Ø Some ignore or abscond with IP (why license when get know-how) Page 7

8 4Ms Framework: Morphed, Mined, Milked, Marketed Organic Periodically to industry by campus faculty & staff (e.g. PI, PR, OTL) Marketed Systematic q Examples: Arkal Medical, Cisco, ClimateCooler, FuelFX, Luminus Devices, Honeywell, Microchip Biotech, Renovis, Sand9, Silicon Basis, Solexel, Vitesse, 3M q Drivers: q IP: Ø Quantity & Quality of Research Ø Marketing (i.e. IP Licensing offices, University PR programs, Faculty pubs & ppts, Patent pubs, etc) Ø Most obtain exclusive license to stay legal, improve BP, attract investment, or thwart competitors Ø Some ignore IP or abscond with IP q Comments: Didn t get morphed, milked or mined because tech or market too nascent when invented Page 8

9 4Ms Framework: University Startups Organic Morphed Mined Systematic Page 9

10 University Startups: Spin-outs vs Blast-outs Organic Morphed Mined SPIN-OUT Examples: Amyris, CaliSolar, Chiron, Ensighta Security, GoodGuide, Inktomi, IntelliOne, Mercator Med, OnWafer, ON Diagnostics, Safely, TriFacta, Dust Networks University Resources (e.g., Biz Plan Competitions, Incubators/Accelerators, Mentor Networks, etc) Systematic Page 10

11 4Ms Framework: 4 Pathways for Commercialization Milked Methodically out of research by corporate collaborators Organic Activities by University & External People Morphed Mined Gradually out of research by team member(s) Opportunistically by entrepreneurs (e.g. MBA students) that scour campus Marketed Periodically to industry by campus (e.g. PI, PR, IPMO, etc) Systematic Activities by University Employees Page 11

12 Innovation Ecosystem: Definition Cluster of R&D-oriented entities readily accessible including small & large corps, tech vets, entrepreneurs & early stage investors as well as related supply chains & service providers Page 12

13 Innovation Ecosystem: Continuum Cluster of R&D-oriented entities readily accessible including small & large corps, tech vets, entrepreneurs & early stage investors as well as related supply chains & service providers Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Regional National Global Accessibility (not just Proximity) to LBNL & UCB Page 13

14 Innovation Ecosystem: 4M Pathways Milked Morphed Mined Marketed Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Regional National Global Accessibility (not just Proximity) to LBNL & UCB Page 14

15 Innovation Ecosystem: 4M Pathways Locations Milked Depends if corporate R&D center is local Morphed Yes, unless squander opportunity Mined Yes, unless squander opportunity Marketed Depends on licensee Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Regional National Global Accessibility (not just Proximity) to LBNL & UCB Page 15

16 Innovation Ecosystem: Low Barriers to EB Exit Milked Morphed Mined Silicon Valley Bay Area Regional Cluster San Francisco Marketed Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Regional National Global Accessibility (not just Proximity) to LBNL & UCB Page 16

17 Innovation Ecosystem: Bay Area Silicon Valley Bay Area Regional Cluster San Francisco Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Accessibility to Campus Regional National Global Page 17

18 Innovation Ecosystem: Initiative for East Bay Silicon Valley East Bay Green Corridor/ ihub Bay Area Regional Cluster San Francisco Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Accessibility to Campus Regional National Global Page 18

19 Innovation Ecosystem: Initiative for City of Berkeley Silicon Valley Berkeley Startup Cluster East Bay Green Corridor/ ihub Bay Area Regional Cluster San Francisco Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Accessibility to Campus Regional National Global Page 19

20 Innovation Ecosystem: Incubators & Accelerators Silicon Valley Skydeck Berkeley M37 Berkeley Startup Cluster QB3 East Bay Innovation Center East Bay Green Corridor/ ihub Bay Area Regional Cluster San Francisco Hyper Local: Convenient: walk, bike, shuttle or short drive (with easy parking) Local: Less than 30 minutes drive + easy parking Metro: About minutes + - commuter traffic Accessibility to Campus Regional National Global Page 20

21 Localization: Deep Integration into Univ STEM-B* Education Mission Research Mission BENEFITS: *STEM-B: Science, Technology, Engineering, Math & Business Service Mission Deep Integration into LBNL & UCB STEM-B Research, Education & Service Programs Ø Commercialization of campus innovations (& licensing of Intellectual Property) Ø Experiential learning & internships for students Ø Entrepreneurship opportunities for graduates Ø Collaborations with university faculty Ø Mentorship from alumni & UC Berkeley network Skydeck Berkeley QB3 East Bay Innovation Center Ø Exchanges with partner university incubators Ø Advantages to attract top faculty & students Ø Serendipitous discussions that create corps (researchers, entrepreneurs & investors) Page 21

22 Strategy: Segmenting Local Resources Skydeck Berkeley QB3 East Bay Innovation Center Ø Rebrand Berkeley to Help Attract Tech Corps Ø Overlay Local Resources to Help Retain Startups Generic / Commodity Startup Resource Value Strategic / Mission Critical Page 22

23 Strategy: First Exposure (not required or pushed) Highest Quality Institutional Investors Angel Mentor / Investors First Exposure Top Attribute Tax & Accounting Transaction Attorneys Office Space Planning & Execution Insurance Hyper- Local Caterers & Hotels Generic / Commodity Startup Resource Value Strategic / Mission Critical Page 23

24 Strategy: Build Berkeley Angel/Mentor Network Highest Quality First Exposure Top Attribute Hyper- Local Insurance Caterers & Hotels Tax & Accounting Transaction Attorneys Office Space Planning & Exe Institutional Investors Angel Mentor / Investors Berkeley Angel/Mentor Network Successful entrepreneurs, tech vets or early stage investors Living in or adjacent to Berkeley Affiliation with Cal (i.e. alumni) or Affinity for Berkeley Generic / Commodity Startup Resource Value Strategic / Mission Critical Page 24

25 Localization: Role of University Startup Accelerators Over 300 Startup Incubators-Accelerators Why Do We Need Yet Another? What Makes the Berkeley s Different & How Can We Leverage It? Page 25

26 Localization: Accelerator Segmentation Mission Research, Education & Econ Dev Social Impact Return on Investment Over 300 Startup Incubators-Accelerators Why Do We Need Yet Another? What Makes the Berkeley s Different & How Can We Leverage It? For Profit - Equity - Real Estate (shared office space) Business Model Non Profit Page 26

27 Localization: Accelerator Landscape Mission Research, Education & Econ Dev University* Incubator-Accelerator (Berkeley Skydeck, QB3 Garage) Social Impact Return on Investment GreenStart Plug & Play Center Y Combinator Kicklabs RocketSpace Rock Health TechStars The Hub QB3 East Bay Innovation Center Code-for-America (Gov 2.0) Government* Incubator-Accelerator (San Jose Bio Center & Environmental Business Cluster) For Profit - Equity - Real Estate (shared office space) Business Model Non Profit * Frequently, these operations are collaborations between a university & government, but typically the university or government takes the lead in funding & management. Page 27

28 Case Study: Berkeley Hy-LIE Inspiration Challenges Identified Solutions Commenced (see White Paper) Serendipitous Opportunity Arises East Bay Green Corridor Objectives Established Research-driven local economic development Thriving tech cluster near the Campus & Lab can bolster the research & edu missions Page 28

29 Case Study: Berkeley Hy-LIE Challenges Challenges Identified Solutions Commenced (see White Paper) Serendipitous Opportunity Arises East Bay Green Corridor Objectives Established Research-driven local economic development Thriving tech cluster near the Campus & Lab can bolster the research & edu missions 2008 History of innovation drain & squandered opportunities Dearth of office space conducive to startups & emerging growth corps Underdeveloped network of tech vets, early stage investors, & serial entrepreneurs Low exit barrier to leading SV & SF require local competitive advantages Page 29

30 Case Study: Berkeley Hy-LIE Solutions East Bay Green Corridor Objectives Established Research-driven local economic development Thriving tech cluster near the Campus & Lab can bolster the research & edu missions Challenges Identified History of innovation drain & squandered opportunities Dearth of office space conducive to startups & emerging growth corps Underdeveloped network of tech vets, early stage investors, & serial entrepreneurs Low exit barrier to leading SV & SF require local competitive advantages Solutions Commenced (see White Paper) Edu campaign to building ownerdevelopers: if you build it, they will stay Feedback: Change zoning laws in West Berkeley for R&D use Biotech Incubator (wet labs): QB3 East Bay Innovation Center (the Bakery) IT cluster: Berkeley Startup Cluster.NET Serendipitous Opportunity Arises Page 30

31 Case Study: Berkeley Hy-LIE Opportunities East Bay Green Corridor Objectives Established Research-driven local economic development Thriving tech cluster near the Campus & Lab can bolster the research & edu missions Challenges Identified History of innovation drain & squandered opportunities Dearth of office space conducive to startups & emerging growth corps Underdeveloped network of tech vets, early stage investors, & serial entrepreneurs Low exit barrier to leading SV & SF require local competitive advantages Solutions Commenced (see White Paper) Edu campaign to building ownerdevelopers: if you build it, they will stay Feedback: Change zoning laws in West Berkeley for R&D use Biotech Incubator (wet labs): QB3 East Bay Innovation Center (the Bakery) IT cluster: Berkeley Startup Cluster.com Serendipitous Opportunity Arises Intel Research Berkeley lablet closing Berkeley Skydeck accelerator conceived Thinking Big: transform area near campus into world-class IT cluster (EBI, BWRC, Skydeck, & more to come ) Page 31

32 Case Study: Berkeley Hy-LIE Next Steps Execution Skydeck accelerator becomes epicenter for the Berkeley Startup Cluster The Berkeley Startup Cluster grows events (see website) The Berkeley Startup Cluster forms an Advisory Committee: - Civic and business missions - Berkeley residents who are successful tech vets, entrepreneurs or early stage investors Status Accelerators: - Skydeck (software) - Foundry@CITRIS - QB3 East Bay Innovation Center Startup Office Space: - NextSpace Berkeley - HUB Berkeley - Sandbox Suites - Berkeley - Skydeck building full Plan More Class A office space More events Larger & denser people networks Better connections between Campus & Berkeley Startup Cluster to West Berkeley (~2 miles from campus) Page 32

33 Case Study: Berkeley Competitive Strategy Cost Capacity (appropriate space) Capital (easy access to VC) Change (inertia of relocating) Coolness (of space & hood) Customers (proximity / density) Credibility (proximity to known corps) Colleagues (recruiting, support services) Commute (finish degree/relocate) Berkeley Advantage Collaboration (with UCB people) Virtual Step (Dorm, Apt, Cafe, Libe, etc) Baby Step (Free space: Incubator, Garage, etc) Big Step (Pay for space) Locating into the Community Big Leap (Pay for space with growth) Page 33

34 Case Study: Berkeley Competitive Strategy Cost Capacity (appropriate space) Capital (easy access to VC) Change (inertia of relocating) Coolness (of space & hood) Customers (proximity / density) Credibility (proximity to known corps) Colleagues (recruiting, support services) Commute (finish degree/relocate) Berkeley Advantage Collaboration (with UCB people) Virtual Step (Dorm, Apt, Cafe, Libe, etc) Berkeley Startup Cluster Baby Step (Free space: Incubator, Garage, etc) Leverage these existing advantages Big Step (Pay for space) Locating into the Community Big Leap (Pay for space with growth) Page 34

35 Berkeley Advantage Case Study: Berkeley Competitive Strategy Cost Capacity (appropriate space) Capital (easy access to VC) Change (inertia of relocating) Coolness (of space & hood) Customers (proximity / density) Credibility (proximity to known corps) Colleagues (recruiting, support services) Commute (finish degree/relocate) Collaboration (with UCB people) Virtual Step (Dorm, Apt, Cafe, Libe, etc) Berkeley Startup Cluster East Bay Green Corridor (including Berkeley) Baby Step (Free space: Incubator, Garage, etc) Leverage these existing advantages Big Step (Pay for space) Establish these potential advantages Locating into the Community Big Leap (Pay for space with growth) Page 35

36 Cost Capacity (appropriate space) Capital (easy access to VC) Change (inertia of relocating) Coolness (of space & hood) Customers (proximity / density) Credibility (proximity to known corps) Colleagues (recruiting, support services) Commute (finish degree/relocate) Berkeley Advantage Case Study: Berkeley Competitive Strategy Collaboration (with UCB people) Can t expect advantages with these attributes, but need to be competitive with alternatives The only way to establish an advantage is to be the incumbent & minimize CHANGE Virtual Step (Dorm, Apt, Cafe, Libe, etc) Berkeley Startup Cluster East Bay Green Corridor (including Berkeley) Baby Step (Free space: Incubator, Garage, etc) Leverage these existing advantages Big Step (Pay for space) Bay Area & beyond especially San Francisco & Silicon Valley; but including EBGC Establish these potential advantages Locating into the Community Big Leap (Pay for space with growth) Page 36

37 Agenda: Q & A 1. Brief Intro 2. How UCB/LBNL Innovations Get Commercialized 3. How Can the Commercialization Occur Locally 4. Case Study: Berkeley CA 5. Q & A Page 37

38 How LBNL & UCB Innovations Get Commercialized, Locally Mike Cohen Director, Innovation Ecosystem Development UC Berkeley Office of Technology Licensing