d ± Û - 東京工業大学aes.ssr.titech.ac.jp/wp-content/uploads/general/20121029.pdf2012/10/29...

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BUSINESS SENSITIVE 1

Gerald Hane President, Battelle-Japan October 11, 2012

University - Industry - Government Cooperation to Accelerate Innovation: Building the Intersections

1

BUSINESS SENSITIVE 2Battelle overview.ppt 5/3/04

Outline of Discussion

• Battelle and Laboratory Management • IP Management and Commercialization • Addressing Increasingly Complex Challenges

through Innovation Partnerships and Interdisciplinary Expertise – Technology at the Intersections

19


Battelle A global leader in Research and Development

• Founded in 1929 to do “creative and research work”; the “making of discoveries and inventions”; and the “education of men and women for employment”

• To “benefit mankind through science”

• A US Non-profit charitable trust

3

Our core purpose is translating scientific discovery to innovative applications


Battelle uses its capabilities to solve the problems for customer in several ways • Contract Research;

– Develop or identify technology that can contributeto the processes or products of our clients.

– Develop products that clients can use to challengethe market position of their competitors.

– Conduct strategic analyses of markets and technologies.

• Commercialization: – Take the intellectual property of our clients,

improve it and help put it in the market. – Combine the IP of our clients with Battelle IP to

create a product for the market. – License Battelle intellectual property to our

customers.

• Laboratory Management – Manage the research facilities of our clients

allowing them to more effectively achieve their missions.

420


National Lab Value and Relevance

Battelle Managed National Labs

BNSBC_1-14-10_Townsend


Battelle and the “Go-Co” Laboratory Management Model

6

National Renewable Energy Lab

BrookhavenIdaho

$6.5 billion R&D volume 23,000 staff

31 scientific user facilities

BEST Center

Oak Ridge

Columbus Pacific Northwest

Lawrence Livermore NBACCWest Jefferson

21


Government Owned Government Operated

(GOGO) Most common government lab model

In transition (Defense, NASA, Transportation)

Privately Owned Privately Operated

(POPO) Most common private lab model

Mixed performance

There are several common laboratory management models used by the US

Government Owned Contractor Operated

(GOCO) Less common but growing segment Most impactful government model

(Energy, DHS & selected other agency labs)

Privately Owned Contractor Operated

(POCO) Least common model

Growing interest in private sector

Management models for government-funded laboratories

The GOCO model has proven highly effective for laboratories serving enduring public missions requiring specialized or leading-edge capabilities


Different Government Roles in Different Models

GOGO GOCO

Physical Plant Governmentowns Government

owns or shared

Staffing Governmentstaff Contractor

staff

MissionDirection Government

Governmentwith contractor

advice

Strategy & Execution Government

Contractor with government

oversight

22


Advantages of the “GO-CO” Model

• Flexibility in staff hiring – Can recruit broadly for best expertise

• Flexibility in salary and benefits – Can match salary to experience and not be constrained by government schedules – Can provide financial rewards for performance and innovation

• Flexibility in staff management – Can adjust staff size to match business priorities and needs

• Flexibility in intellectual property management – In additional to direct licenses option for equity position and other forms of value

sharing to accelerate commercialization • Flexibility in facilities operation

– Establish facilities for applied development and commercialization • Flexibility in developing the innovation ecosystem

– Partnerships with local organizations to strengthen the overall ecosystem - Educational initiatives


Lab Agenda Strategic Objectives (5+ years) Critical Outcomes (3–5 years) Lab Initiatives (1–3 years)

Tactical Actions (current year)

Resource allocations • R&D investments

• Key hires • Capital equipment • Major new facilities

Performance management • Tied directly to the Agenda

• Fully integrated • Transparent to all staff

Understanding customer needs

Assessing our capabilities • Technical • Financial• Human

• And those of our partners

• National policies • Planning documents

• Budgets• Public statements

• Requests from Industry

We Apply a Planning Framework for Achieving the “Outcomes”

Mission/Vision/Purpose/Outcome

23


Universities are Active Partners in National Laboratory Management National Laboratory Industrial Partner UniversityBrookhaven Natl Lab Battelle State University of New

YorkOak Ridge Natl Lab Battelle University of Tennessee Lawrence Livermore Natl Lab

Bechtel, Babcock and Wilcox, URS Corp, Battelle

University of California

Los Alamos Natl Lab Bechtel, Babcock andWilcox, URS Corp


Argonne Natl Lab Jacobs Engineering Group

University of Chicago

Lawrence Berkley Natl Lab


Jet Propulsion Lab (NASA)

Cal Tech


Operating Philosophy - Simultaneous Excellence …in Science and Technology, Laboratory Operations, and Community Service (Oak Ridge National Laboratory) Science and Technology • Expanded Research Capabilities - Expand ORNL's research capabilities in

the areas of neutron science, energy, high-performance computing, systems biology, materials science at the nanoscale, and national security Stronger University Partnerships - Establish additional relationships with major research universities to generate more joint appointments, collaborative research, graduate student opportunities, and regional support for ORNL

Lab Management • Integrated Safety Management - Plan and perform Laboratory operations in

a reliable and effective manner to protect the environment, safety, and health of our staff and the publicMore R&D per Dollar Spent - Optimize research facilities while minimizing operational costs and shutting down facilities in which safe operations or adequate mission support work cannot be sustained Revitalization of ORNL Facilities

• Science and Technology Park - Link with new Oak Ridge Science & Technology Park businesses in ways that benefit both ORNL and our partners

Community Service • Education Partnerships - Enhance our role as the region's premier supporter

of science education Economic Partnerships - Establish ORNL as an active participant with state and regional economic development groups Civic and Cultural Partnerships - Coordinate a program of corporate outreach that includes robust community volunteerism and highly visible legacy projects

24


Oak Ridge National Laboratory

Jeff Wadsworth, President and CEO Battelle Memorial Institute

Tom Mason, Director Oak Ridge National Laboratory


IP Management and Commercialization

25


Battelle and Technology Commercialization

• Created more than 100 spin-off companies over the last 10 years

• Second only to General Electric in R&D 100 awards • Battelle Technology is also commercialized via:

Commercial alliance partners Battelle Ventures 360ip

1929 2008


R&D 100 Awards Battelle and the national laboratories it manages have won numerous R&D 100 Awards. These

awards are given annually by R&D Magazine for the 100 most significant, newly introduced research and development advances in multiple disciplines. It is considered to be one of the marks of excellence

and innovation in the R&D community. Battelle and its labs won 26 in 2009, 25 in 2010, 19 in 2011, and 21 in 2012.

*.

Amonix 7700 Solar Power Generator - automated assembly, conversion efficiency of 25% in the

field

Supercritical/Solid Catalyst (SSC) Biodiesel Production Process -producing ASTM-quality biodiesel

from waste feedstock

Ultrapermeable Carbon Nanotube Membranes -

speeds the flow of water by up to 1,000 times

The Live-Cell Monitor - Real time cell monitoring

Sulfur-Carbon Nanocomposite Cathode Material and Additives for

Lithium-Sulfur Batteries - adding three to ten times the cycle

Stack Trace Analysis Tool

Mesoporous Carbon for Capacitive Deionization

Electrodes for Desalination

Flash Quantum Efficiency System for Solar Cells

Rad-Release Chemical Decontamination

Technology

Innovalight Silicon Ink for High-Efficiency Solar Cells

Self-assembled, Ferromagnetic-

InsulatorNanocomposites for

Ultrahigh-Density Data Storage

Scanner to detect threats in liquids

such as wine bottles

26

BUSINESS SENSITIVE 17Battelle overview.ppt 5/3/04 Battelle Commercialization Council 17

Bringing innovations to markets - surrounding inventors and inventions with an innovation ecosystem


Commercialization Council

SharedNetworks

Common Policy Interface

HumanResources

SharedAsset such

asMaturationFunding

BestPractices

27


Commercialization Council • Best Practices

– Accessible IP terms – low cost option – Managing patent portfolio and patent maintenance, copyright, trademarks – Maturation and proof of prototype assistance – Entrepreneurial leave – Recruiting industrial partners – Metrics of evaluation – Guide on how to work with the labs – Agreement templates

• Shared Networks – Angel and VC investors – Business mentors – Potential development partners and customers – Entrepreneur in residence

• Common Policy Interface – Government policies to strengthen technology commercialization

• Human Resources – Sharing key industrial contacts and venture management leads – Entrepreneurship development – Reward recognition programs

• Shared Assets such as Maturation Funding – Central maturation fund in addition to lab funds – Shared international reach – Marketing information


Using Incubators to Facilitate Commercialization

28


Creating Commercial Value with Integrated Approaches

Tunable Film-Si Photovoltaics

Value-creating intellectual property strategies

Venture investment with focus on labs

Effective technology translation

Committed professionals

DOE mission relevance

Glenn Kline Kef Kasdin Steve Hane Bill Farris Mark Reeves

2007

2009

• Battelle Ventures technology scouting identifies opportunity at labs

• Ampulse formed & run by Battelle Ventures

2008• DOE technology maturation investment

• Scale-up at NREL’s Process Development & Integration facility

• Combined technology from NREL & ORNL

• Series A financing completed with BV and

outside investors

Example


Managing and Integrating Complementary Assets

-

29


Greater Challenges, Greater Opportunities at the Frontiers • The scale and complexity of challenges to science

and technology increasingly require expertise in multiple areas

• The advance of science and engineering is accelerated and enriched by interdisciplinarity anda fusion of disciplines


Managing and Integrating Complementary Assets • Organizations have a

natural tendency toward “stovepipes” – “tatewari”

• Solution is not “hoping for cooperation”

• Solution is providing “value-added” to address new, frontier challenges as complexity and scale extend beyond disciplines – Facilities – Access to expertise – Enabler of systems approach

to complex systems

30


Facilities to Acceleration Integration of Skills and Knowledge


Integration Across Organizations: Battelle Integrates Varied Capabilities Across Labs to Achieve Goals – Example in Bioenergy

BasicBiology

Researchh

Systems Biology

FeedstockAssembly

ky

Conversion Processes

Better crops and organisms to process them

Efficient harvesting and transportation

Effective processes to produce fuels

Foundationalunderstanding

31


Integration Through Facilities: DOE Interdisciplinary Nanoscience Research Centers • The five NSRCs are DOE’s premier user centers for interdisciplinary

research at the nanoscale, serving as the basis for a national program that encompasses new science, new tools, and new computing capabilities.

• Each center has particular expertise and capabilities in selected theme areas, such as – synthesis and characterization of nanomaterials – catalysis – theory, modeling and simulation – electronic materials – nanoscale photonics – soft and biological materials – imaging and spectroscopy – nanoscale integration.

• The centers are located near one or more other major BES facilities for x-ray, neutron, or electron scattering, which complement and leverage the capabilities of the NSRCs.

• These facilities are routinely made available to the research community during normal working hours


Integration Through Organizational Partnership: University-National Lab Cooperation – Example of Oak Ridge National Laboratory

• The University of Tennessee conducts $17.3 million annually in research sponsored by ORNL.

• Areas of joint research with ORNL include – the Bioenergy Science Center’s work on cellulosic ethanol– the Center for Computational Sciences partnership with the

National Science Foundation – the Science Alliance, with divisions in biological, chemical,

physical, and mathematical/computer science

• Other UT/ORNL Joint Institutes and Centers include – Neutron Sciences, Heavy Ion Research – the National Transportation Center

32


Multiple Disciplines at the Frontiers of S&T at the Intersections


TABLE 3. Interdisciplinary dissertations, by knowledge domain of primary field: 2001–08Primary dissertation research field categories

Dissertations in category (number)

Interdisciplinary dissertationsNumber Percent

Total 310,470 88,293 28.4

Business management and administration 8,416 2,437 29.0

Communications 3,349 1,227 36.6

Computer and information sciences 8,604 1,646 19.1

Education 43,506 11,890 27.3

Education research and administration 33,451 8,573 25.6

Teacher education and teaching fields 10,055 3,317 33.0

Engineering 45,220 11,866 26.2Humanities 36,817 11,018 29.9

Foreign languages and literature and letters 14,485 4,916 33.9

History 7,275 2,053 28.2Other humanities 15,057 4,049 26.9Life sciences 68,386 23,826 34.8

Agricultural and natural resource sciences 8,176 3,010 36.8

Biological and biomedical sciences 47,312 17,140 36.2

Health sciences 12,898 3,676 28.5Mathematics 8,537 1,823 21.4

Miscellaneous fields not elsewhere classified 6,164 2,051 33.3

Physical sciences 31,581 7,975 25.3

Earth, ocean, and atmospheric sciences 6,984 2,181 31.2

Physics and chemistry 24,597 5,794 23.6Psychology 22,412 5,086 22.7Social sciences 27,478 7,448 27.1

33


Battelle’s Biofuels/Bio-chemical Capabilities Enables Diverse Commercially -Compelling Offerings to the Market


Example: Biopyrolysis Technology Development – Multiplicity of Expertise Required

• Catalysis• New materials • Fuel blending • Fuel-engine optimization/combustion • Industrial chemical processing • Integrated plant manufacturing• Bioresource management/agricultural

management• Harvesting• Energy systems management • Logistics and materials management• Systems economics

34


Battelle – Market and Expertise Matrix Management (table for illustration)

Market Targets

Are

as o

f Exp

ertis

e

Field Energy Bioresources Environment Water

ChemicalProcesses

Catalysis

New Materials

Mechanical Design

BiologicalSciences

Genetics

Sensing andOptics

Etc.

Etc

STAFF


Example of Intersections – Future Water Technology • Look for Innovation at the Intersections • Data synthesis, analysis and visualization • Healthcare and “omics”• Corrosion• Nanomaterials • Biomimetics• Policies and regulations • Global perspective

35


BUSINESS SENSITIVE 36Battelle overview.ppt 5/3/04 36



Enabling a Systems Approach to Systems Challenges

37


Example of Innovation Partnerships in a Complex System: Smart Grid


(Ref. Frost and Sullivan)

(Base year for all figures is 2010)

Substantial Growth Projected in Asia Pacific

38


Battelle Engagement in Smart Grid Regional Demonstrations • Battelle won two of the top three awards for

system and technology testing and demonstrations

- 32 projects - $870M total w/ $435M from DOE (50%)

- 2 with Battelle (6% of winners) - $328M total w/ $164M from DOE (50%)

• PNNL - $177.6 million ($88.8 million DOE funding) 60,000 consumer sites to demonstrate two-way communications, storage, demand response, interoperability standards, cybersecurity.

• BMI - $150.3 million ($75.2 million) infrastructure for 110,000 consumers testing 13 technologies including distribution automation and control, smart meters and appliances, home area networks, plug-in hybrid electric vehicles, energy and battery storage, and renewable generation sources. SGrid-23Adapted from EPRI source image

Utility Operations Customer Premise

AMI

Smart Appliances

Distribute Generation

HAN


4239


Example: Smart Community in Pullman, WA • As one of the 12 northwest

microgrids in the PNNL demo, Avista is leading an effort to develop a smart community in Pullman, WA which will: – increase reliability – shorten outages – increase efficiency – reduce operating costs – provide roughly 11MW of responsive

assets– create educational opportunities – engage the customer as participants in

the project


Scope: Demonstration Elements • The plan includes the installation of – a distribution management system (DMS) which controls smart switches – smart capacitor banks and smart voltage regulators for fully automated restoration – fault identification – integrated volt/var compensation – conservation voltage reduction – optimized switching – smart transformers

- internal and ambient temperature sensing - low side bushing measurement devices will communicate loading and potential

failure information – fiber communications backhaul to each substation will service an 802.11 wireless

LAN– two way AMI will be installed for all gas and electric services and the electric meter – control for home automation devices will be installed for thermostat and water heater

control as well as in-home displays.

40


Scope (continued): Cooperation with Washington State University • WSU and SEL will provide control of backup

generation (7MW and 2MW respectively) at each campus and SEL will micro-grid their campus.

• WSU will also provide control of 40 air handlers (1MW) and 2 chillers (1MW) for up to 2 hours per request to contribute to load control.

• Educational opportunities will be created at WSU – A smart grid class/lab addition to their

power engineering curriculum.– Funding for Smart Home Research in the

form of energy usage sensors, data and student labor.

– Analysis and reporting duties for the entire project in the form of graduate student and faculty labor.

– Avista will provide a shadow DMS instance for WSU use.


Summary

• The GO-CO Model of Laboratory Management offers opportunities for broader partnerships –university-industry-government – that can strengthen frontier research capabilities.

• Intellectual Property Management is aided by vital presence of risk taking venture managers.

• As frontier challenges in S&T are increasingly larger in scale, scope and need for multidisciplinary approaches, venues to advance these solutions can play an increasingly important role in innovation.

41


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Oct 11, 2012

[email protected]

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Tokyo Institute of Technology

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