Protection, Mistakes and Your Yellow Brick Roadin learning, teaching and research • Today - Most...
Transcript of Protection, Mistakes and Your Yellow Brick Roadin learning, teaching and research • Today - Most...
Protection, Mistakes and
Your Yellow Brick Road
Managing Intellectual Property in Engineering and Manufacturing
Dr Jamie Ferguson, Isis Innovation
Followed by a networking session with light refreshments
Operational Programme II – Cohesion Policy 2007-2013
Empowering People for more Jobs and a Better Quality of Life
Event part-financed by the European Union
European Social Fund (ESF)
Co-financing rate: 85% EU Funds; 15% National Funds
Investing in your future
isis-innovation.com
Objectives for this evening
• Introductions
• Developing a strategy for IP
• Managing Innovation
• Effective Engagement with the University
• Case studies on what other companies have done well/badly - Do's and Don'ts
• Discussion
• Networking
isis-innovation.com
Isis Innovation Ltd
Oxford Technology Transfer IP, Patents, Licences, Spin-outs, Material Sales, Outcome Questionnaires, Seed Funds, Isis Angels Network, Isis Software Incubator, OUH NHS Trust
Oxford Expertise Consulting, Services
@isisinnovation
A profitable company 100% owned by the University of Oxford
Isis Consulting Business Technology Transfer and Innovation Management
isis-innovation.com
Oxford University & Isis Innovation Ltd
• Oxford University is the oldest university in the English-speaking world (founded c.1188), and a leader in learning, teaching and research
• Today - Most Powerful UK Research University
• Research Fortnight, December 2008 Research Assessment Exercise
• Highest University Research Spend in UK
• £501 million (2010/2011)
• Isis Innovation Ltd is a company 100% owned by the University of Oxford, established in 1987
• Isis helps researchers who wish to commercialise the results of their research
• A world-class Technology Innovation business
• Isis 9th highest British filer of PCT patent applications (WIPO Data, 2010)
• Highest European University PCT applicant (WIPO Data, 2010)
Christ Church, Oxford
Ewert House, Oxford
isis-innovation.com
Isis Innovation, year-ending March 2012
0
20
40
60
80
100
120
2000 2003 2006 2009 2012
0
1
2
3
4
5
6
7
8
9
2000 2003 2006 2009 2012
Start-Ups
Spin-Outs
0
20
40
60
80
100
120
2000 2003 2006 2009 2012
0
50
100
150
200
250
300
2003 2006 2009 2012
isis-innovation.com
Isis Innovation, year-ending March 2012
0
10
20
30
40
50
60
70
80
90
2000 2003 2006 2009 2012
0
200
400
600
800
1000
1200
1400
1600
2000 2003 2006 2009 2012
0.0
1.0
2.0
3.0
4.0
5.0
6.0
2000 2003 2006 2009 2012
Subvention
Return
Intellectual Property in the Physical Sciences
© Copyright 2011 Isis Innovation Ltd.
Overview of Different Forms of Intellectual Property
Legal right For what? How?
Copyright Original Creative or
Artistic forms
Trademarks Distinctive
Identification of Products or Services
Use and / or Registration
Reg. Design External Appearance Registration
Patent New Inventions Application and
Examination
Exists Automatically
8 Trade Secret?
Q. What IP would you find in an iPhone?
9
© Copyright 2011 Isis Innovation Ltd.
IP found in a mobile phone
• Trade Marks
• Made by “Apple“
• Product “iPhone 5“
• Software “iOS6"
• Patents
• Data-processing methods
• Semiconductor circuits
• Chemical compounds
• Gestures
• Copyright
• Software code
• Instruction manual
• Ringtone
• Trade secrets
• ? manufacturing
• Designs (some of them registered)
• Form of overall phone
• Arrangement of buttons
• Three-dimensional form of buttons
Image: Wikipedia 10
© Copyright 2011 Isis Innovation Ltd.
Other examples of valuable intellectual property
Coca-Cola®
Apple® iPod®
DNA copying process
Harry Potter
Instant camera
11
© Copyright 2011 Isis Innovation Ltd.
What is a patent?
12
• Protects technical innovation (an Invention) and requires a formal application process
• Gives the owner the right for a limited period to stop others from making, selling or using the invention without the permission of the owner (on a geographical basis)
• Bargain between the State and the owner/inventor offering a short term monopoly (20 years) in return for a full description of the invention, which is published (after 18 months)
© Copyright 2011 Isis Innovation Ltd.
Can You Patent? – Three Criteria
13
• Novel? = is it different
• Inventive? = so what
• Useful?
• Also has to be.....
• Not excluded
• Sufficiently described
© Copyright 2011 Isis Innovation Ltd.
Can You Patent? - What Can’t Be Patented
14
• Business Models (In Europe)
• Inventions not considered to be useful or possible (e.g. Perpetual Motion Machines)
• Various non-technical categories
• Non-technical software – but complex
• Anything contrary to the laws of physics
• Surgical Methods
• Physical Phenomena
• Abstract Ideas
© Copyright 2011 Isis Innovation Ltd.
Patenting Process
> US system had been very different to UK & Europe (first to invent, not
first to file. Now changing under America Invents Act)
> PCT (Patent Cooperation Treaty)– International application
> ISR (International Search Report)
–prior art the Examiner thinks may be relevant, about which we can
make arguments
> Costs build significantly at each stage ~ GB£30k by year 4
> Complex and requires professional advice
Month 20
0 12 18 30 years
Priority PCT ISR National ……………Grant………………
Filing Publication Phase
15
Q. You’ve developed a new microprocessor: why protect it?
16
© Copyright 2011 Isis Innovation Ltd.
You’ve developed a new microprocessor: why protect it?
• It blocks my competitors
• I can choose to licence it to others and can take action against infringers
• It’s valuable in R&D collaboration
• It’s the starting point for a new spinout company
• It’s good for our reputation
• We have to gain a monopoly on commercialising otherwise developing it is not worthwhile
• Society in general benefits from improved and better made products
17
Q. What inventions need IP protection most?
18
© Copyright 2011 Isis Innovation Ltd.
19
Answer:
• IP is particularly necessary to offset extremely high development costs, such as for new drugs.
• Pharmaceutical companies sell these much above costs, but if we did not grant, through IP, ‘monopolies’ then governments might have to fund expensive clinical trials
Q: What inventions need IP protection most?
© Copyright 2011 Isis Innovation Ltd.
Relationship between Technology Positioning and Possible Exit Scenarios IP in different sectors
20
Patent alone is enough
Patent + Trade Secret
Trade Secret + Patent
Trade Secret
Contracts
Trading, Cooperation
Functional integration
Dynamic integration
Level o
f in
teg
rati
on
req
uir
ed
betw
een
p
artn
ers t
o t
ran
sfe
r t
ech
no
log
y
Type of asset, and role of patents in commercial protection
High
High
Low
© Copyright 2011 Isis Innovation Ltd.
Is This Protectable?
21
• Proof of Fermat’s Last theorem Y/N
• New method of medical treatment for eczema Y/N
• A smartphone Y/N
• This course Y/N
• ‘Great Expectations’ novel by Charles Dickens Y/N
© Copyright 2011 Isis Innovation Ltd.
Is This Protectable? - Answers
22
• Proof of Fermat’s Last theorem
• No. Scientific and mathematical theories and methods cannot be patented.
• New method for medical treatment of eczema
• No, exceptions might include combination (eg of drugs) that create a new therapeutic entity, copyright around published literature.
• A smartphone
• Yes, multiple patents manufacturing process, parts – patents; shape and colour – design; ringtone and website content – copyright, logo – trademarks.
© Copyright 2011 Isis Innovation Ltd.
Is This Protectable? - Answers
23
• This course
• Yes. Owned by the University of Oxford, copyright-protected, uses ‘Isis Enterprise’ trademark.
• ‘Great Expectations’ novel by Charles Dickens
• No. original written works or ‘literary works’ are covered for the lifetime of author plus seventy years.
© Copyright 2011 Isis Innovation Ltd.
IP protection
• Patenting not always possible for software…
• Article 52 – Excluded matter
• method for doing business
• program for a computer
• method for performing a mental act
• ….or desirable
• Value of patent to licensees
• What is the industry norm? Open source/patents/trade secrets?
• Value to Isis/Oxford
• Enforceable? Could the Oxford contribution be written-out? Other IP protection may be relevant
Copyright and Design protection
Database right
Trade marks
© Copyright 2011 Isis Innovation Ltd.
Taking on the Project: Commercial Value
25
Before patenting:
• Does it have commercial value?
• Stage of invention – time to market
• Market size and need
• Freedom to operate
• Competition
• Can you really sell it?
© Copyright 2011 Isis Innovation Ltd.
Is it Worth it? Patent Costs v Market Opportunity
Potential commercial gain must outweigh costs of technology development and
patenting
Over a 20 year lifetime, filings and maintenance costs in major territories can total £100,000
26
© Copyright 2011 Isis Innovation Ltd.
Look Ahead at the Cost-Benefit
Our Proprietary Patent Portfolio Analysis Tools
Periodic review
is
recommended!
27
• How much will the patent portfolio cost to
maintain?
• Which countries are crucial? Which are optional?
• What is the size of the market opportunity?
• How close to market is the technology?
© Copyright 2011 Isis Innovation Ltd.
Patent Can Take Twenty Years
28
© Copyright 2011 Isis Innovation Ltd.
Should an Invention be Patented?
Advantages Disadvantages
Advantages Disadvantages
• Exclusivity, enables investment and higher return on investment
• Strong, enforceable legal right
• Makes invention tradable (licensing)
• Reveals invention to competitors (after 18 months)
• Can be expensive
• Patent enforceable only after grant
• (This can take 4 – 5 years)
29
© Copyright 2011 Isis Innovation Ltd.
Alternatives to Patenting
• Cheap • Hinders others to patent
• Does not offer exclusivity • Reveals invention to competitors
• Cheap (but there is a cost of maintaining secrecy)
• Does not reveal invention
• No protection against reverse engineering / duplicating invention
• Difficult to enforce • ‘Secrets’ often leak quite fast
• No effort required • Does not offer exclusivity • Competitors will often learn
details
Information Disclosure (Publish)
Secrecy (Create Trade Secret)
Do Nothing
30
© Copyright 2011 Isis Innovation Ltd.
Summary
31
• Patents are as complex and value-laden as politics; take advice
• The law is more grey, than black and white
• It’s not often worth it if it’s not new
• Consider your options.
• It’s only worth it if you can fight it.
Managing Innovation
32
© Copyright 2011 Isis Innovation Ltd.
What is Open Innovation?
• A term promoted by Henry Chesbrough in his 2003 book entitled “Open Innovation…“*
• “Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology.”
• “The use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively.”
• ...The new imperative for creating and profiting from technology?
33
* Open Innovation: The New Imperative for Creating and
Profiting from Technology (HBS Press, 2003).
© Copyright 2011 Isis Innovation Ltd.
The Basic Idea
Technology Providers
Technology Seekers
• Universities
• Research Institutes
• SMEs
• Large Companies
• Start-ups
• SMEs
• Large Companies
Technology Providers
• Government • Research
Funders • Investors • Science Parks
…to commercialise, source & develop new technologies.
Maturity ideas products companies
1 2 3 4 5 6 7 8 9 10 Technology readiness level (TRL)
Skilled translators
34
© Copyright 2011 Isis Innovation Ltd.
Prof Henry Chesbrough UC Berkeley, Open Innovation: Renewing Growth from Industrial R&D.
The Closed & Open Innovation Paradigms Open Innovation in a Company
Our current
market
Our new
market
Other firm´s
market
External technology
insourcing
Internal
technology base
External technology base
Internal/external
venture handling
License, spin out,
divest
Where the firm’s boundaries are ‘porous’…
…allowing flow of ideas and IP in and out.
35
© Copyright 2011 Isis Innovation Ltd.
36
Why is There a Need?
© Copyright 2011 Isis Innovation Ltd.
Economic Evolution
37
• In the past, economic power was built on manufacturing capability which was in large part dependent on semi-skilled labour
• Over the last 50 years, manufacturing has been steadily moving from global region to region in search of low cost labour, the least amount of government regulation and the most attractive tax structure
• China and India now dominate the manufacturing world and there is little room or interest in most other countries to try undercut these by offering a less expensive labour alternative
© Copyright 2011 Isis Innovation Ltd.
If Manufacturing is No Longer a Significant Economic Option, What are the Alternatives?
38
• Service Based Economies – In some countries, the trend is toward service based economies that employ mainly semi-skilled people and are often centred around tourism
• Wages are relatively low, less opportunity for social mobility and
career growth
• Tax base low compared to evolved economies
• Knowledge Based Economies - Knowledge is the New Product of Choice for Many Countries
• More opportunity for bright, ambitious young people
• More potential to grow the economy faster and create a larger tax
base
© Copyright 2011 Isis Innovation Ltd.
Stay Competitive in Changing Markets
39
• To develop new markets
• To improve brand reputation
• To offer customers & society new benefits
• Ultimately, to sustain and grow business
• Build a knowledge economy (government)
© Copyright 2011 Isis Innovation Ltd.
Where Does Knowledge Come from?
40
If knowledge is becoming the most
valuable product, where is it being
produced?
• Individuals
• Companies
• Government Research
• Universities
© Copyright 2011 Isis Innovation Ltd.
Traditional Innovation Management
Traditional innovation management:
• R&D department develops products
• M&A activity acquires innovation
41
© Copyright 2011 Isis Innovation Ltd.
Traditional or ‘Closed’ Technology & Product Development
…mainly optimizing internal flows of knowledge & information.
Technology research
Product development
Closed system
view Organizational
boundary
Limited ideas from outside
Ideas &
requirements
New
products
Internal innovation
42
© Copyright 2011 Isis Innovation Ltd.
Drawbacks & drivers for change
43
Drawbacks of closed technology
• Insular, not responsive to the environment
• Focus too much on efficiency to detriment of creativity
• Arguably discourages an ‘entrepreneurial spirit’
Drivers for change
• Competitiveness & globalisation
• Increasing development costs
• Increased mobility of skilled workers – leaving corporate R&D
• Expansion of venture capital
• External options for unused technologies
© Copyright 2011 Isis Innovation Ltd.
Typical Features of Open Innovation
• Active IP management (licensing)
• Licensing in rather than developing in-house
• Out-licensing agreements, patent sales, joint ventures and spin-offs
• ‘Platform’ technologies licensed exclusively to different markets
• Less dependence on centralised R&D (for mature technologies)
• More collaborative R&D with universities and other companies
• More Corporate / start-up / SME interaction
• Launching new ventures using internal and external technologies
• Focuses more on ‘configuring’ technology and external supplier relationships
44
© Copyright 2011 Isis Innovation Ltd.
Much Talk of Innovation Values
• “Innovation is a cornerstone of Siemens’ success. We closely align
R&D activities with business strategy…have a strong position in both
established and emerging technologies”
• “The process of developing new products – from initial research to
reaching the market never ends at GE. Across the business we follow a
long standing process for new product introductions”
• “The Innometer is a tool for Tata companies to spark and nurture
innovation, and ultimately build and foster a culture that encourages
new idea generation and implementation”.
• “At Kodak, we’re smart enough to recognize that we don’t have all the
technologies needed for success nor do we need to re-invent the wheel.
Where there are gaps we’ll seek out the best – from universities, start-
ups and the leaders in the field. You can see these partnerships and
collaborations in action across our product portfolio today. And will
continue to see additional collaboration announcements in the future, as
an ongoing strategy.”
45
© Copyright 2011 Isis Innovation Ltd.
Corporate Agenda and Research Policy are Converging
Companies are looking to the outside for R&D and new ideas:
• Increasing competitiveness and inadequate results from internal R&D
• Increasing development costs and pressure to reduce R&D Spending
• Increased mobility of skilled workers – leaving corporate R&D
Research Organisations (including Universities) are under pressure as well:
• More scrutiny to show that government
and donor spending on research is
relevant to society and contributing to
the national economy
• Reduced government funding for
research
• Entrepreneurial culture increasing in
Universities
46
© Copyright 2011 Isis Innovation Ltd.
Example - Pharmaceutical Industry
Some of the largest pharmaceutical companies, such as Astra Zeneca, are shutting down most of their internal R&D:
• Will rely on new drug discovery and development being done by universities
• Will acquire these new products in the final stages of human trials
47
© Copyright 2011 Isis Innovation Ltd.
Example – Proctor & Gamble (P&G)
48
• P&G used to be a very closed organization
• “We invented ‘Not Invented Here’; now we
don’t care where good ideas come from”
- Jeff Weedman VP External Business
Development
• P&G financial crisis, in 2000
• Missed a series of quarterly financial
estimates;
• Stock market lost confidence in the
company;
• Stock price fell by more than half in 4
months - CEO was fired
• Searching for the root cause:
• “…Our current brands were performing well.
But we weren’t developing many new
brands.” – C. Wynett
2001 <10% new initiatives involved external innovation partnerships
2008 this was >50%
Huston, L., & Sakkab, N., Harvard Business Review (2006)
© Copyright 2011 Isis Innovation Ltd.
P&G Asks on Open Innovation
49
• Business architecture modelling and simulation
• Digital skills – improve digital skills of organisation
• Next generation visualisation – mapping of networks
• Projection and simulation capability
• A service to simply and reliably select, recruit, train, educate, manage, assess performance, execute payroll processes for a distributed non P&G workforce that interacts with shoppers in-store on P&G behalf.
© Copyright 2011 Isis Innovation Ltd.
Kodak Interest Areas
50
© Copyright 2011 Isis Innovation Ltd.
The Machinery of Open Innovation
51
© Copyright 2011 Isis Innovation Ltd.
What Makes Open Innovation?
52
Relationships Agreements Product
Innovation
Knowledge Transfer
© Copyright 2011 Isis Innovation Ltd.
Risk or
Uncertainty Applied
Research (Corporate Research)
Product
Development
(Business Unit Focus)
Event Driven Event Driven Schedule Driven
Basic
Research
(Universities,
Government labs)
Universities/Govt Labs/Research Institutions Venture Capital/Early Stage Firms
JDA Fellowships Grants Supply/Distribution
Sponsored Research Consulting
Agreements
Minority Equity Investments
License
Research & Development Continuum
53
© Copyright 2011 Isis Innovation Ltd.
Collaboration Mechanisms with Universities & Public Research
UNIVERSITY OF
CAMBRIDGE
54
• Academic Engagements
• Fellowship Grants
• Unrestricted Grants
• Sponsored Research Agreements
• Consortia / Memberships
• Advisory Boards
• Internships
• Student Projects
• Sponsored postgraduate Research Agreements
• IP agreement up front
• Accelerated project development
• Broad collaboration
© Copyright 2011 Isis Innovation Ltd.
The Rolls-Royce Approach
55
“University
Technology Centres
help protect our
capability into
the future”
© Copyright 2011 Isis Innovation Ltd.
Organisational Bridges
University tech transfer
offices:
• University research
connection to commercial
world
• Focus for commercialization
and corporate collaboration;
models vary across
University / Research
organisation sector
University Science Parks and
Applied Research Centres:
• Providing cross-discipline resources
for companies
• Nurturing resources for university
spin-outs
56
© Copyright 2011 Isis Innovation Ltd.
Small & Medium Sized Enterprises (SMEs)
Enterprise category
Headcount Turnover or Balance sheet total
medium-sized
< 250 ≤ € 50 million ≤ € 43 million
small < 50 ≤ € 10 million ≤ € 10 million
micro < 10 ≤ € 2 million ≤ € 2 million
The EU defines SMEs as…
…US small firms (<1,000 employees)
R&D spend increased x40 from 1981 to 2005.
57
© Copyright 2011 Isis Innovation Ltd.
Limiting features affecting SMEs Engagement with Open Innovation
• Less capacity for managing the external relationships
• Lack capability and capacity for translating and exploiting technology.
• Insufficient market power to capture value of ‘in-sourced’ technology?
• Potentially less attractive as partners to other firms (Corporate or start-ups).
• Limited resources available to manage & protect IP.
= structural disadvantages, or possible advantage?.
58
© Copyright 2011 Isis Innovation Ltd.
Some Structural Advantages
59
• Exploit new trends sooner,
greater agility and focus
• Focus on expertise
technology. offering narrow
field knowledge to a wider
range of markets.
• Entrepreneurial
spirit...finds new business
models for new
technologies, adaptable
• Speed of decision making
and committing to action.
• Respond to the innovation
needs of MNEs, e.g.
providing sub-system
innovation within the
supply chain
• Provide specialised low volume product
& services
• Provide vehicles for assessing
technology & market potential (sharing
risk)
• Provide acquisition targets
• Act as ‘early adopters’ of larger firm
technologies
© Copyright 2011 Isis Innovation Ltd.
Crowdsourcing – R&D Platforms
60
• TekScout - crowdsourcing R&D solutions
• Idea Connection- idea marketplace and
problem solving
• Yet2.com- IP market place
• Hypios - online problem solving
• Innoget - research intermediary platform
• One Billion Minds - online (social)
challenges
• NineSigma- technology problem solving
© Copyright 2011 Isis Innovation Ltd.
Data Analytics - Open Innovation
61
© Copyright 2011 Isis Innovation Ltd.
Apple’s App Store
Closed?
Open?
62
© Copyright 2011 Isis Innovation Ltd.
Open Innovation as Utopia
Universities
Public domain IP
Competitors Or collaborators?
Intermediaries
Government
SMEs
Research organisations
…‘universe’ of potential technology and IP opportunities.
Regional Government
Science Parks
Clusters
63
© Copyright 2011 Isis Innovation Ltd.
Barriers to Open Innovation?
What do you think are the main challenges in adopting an open
innovation model?
• NIH (Not Invented Here) syndrome
• Competitive (& protective) not collaborative
cultures
• Tendency to protect rather than share
knowledge & IP
• Poorly developed networks – with
universities, start-ups / spin outs etc.
• Lack of IP, licensing and venturing expertise
64
© Copyright 2011 Isis Innovation Ltd.
Research – Corporate Considerations
65
Research Organisations
Academic priorities: freedom,
publication
Timelines less important
Industry needs
“Industry is out to cheat us”
Companies
Protect not share; competitive not
collaborative
Few networks with research
organisations and SMEs
“Academia is out to take our money
and waste our time”
© Copyright 2011 Isis Innovation Ltd.
Company Definition of Strategic Benefits to SME / Uni Partners
• Definition (validation) of market, technology,
business model
• Big company expertise, brand, funding
• Big company market knowledge
• Channel access
• Pull for future product & services
• Scaled
• Manufacturing / supply chain
infrastructure
• Technology access
• Patents, Know-how, Services, Support
• Competitive and technology intelligence
• Early insight to market trends
• Interaction with technology leaders &
innovators
How valuable are
these to
Universities /
Research
Organisations?
66
© Copyright 2011 Isis Innovation Ltd.
Example – Pharmaceutical Company
“Open Innovation enhances our ability to identify and use
externally originated innovation. In exchange, we offer our
partners:
• Insights on important unmet needs in the healthcare industry
• Information on innovation processes and best practices
• Guidance, advice, and partnership on commercialization efforts and
links to our company”
Adoption
Historic Targets Open Innovation
Targets
Adoption Curve
67
© Copyright 2011 Isis Innovation Ltd.
Corporate Culture of Innovation
Network across many types/sector
Try things; prototype fast; allow failure
“Dreamers with Deadlines”
Decision-making of every sort is far better with diverse views
Good project managers key
HR is chief carrier of culture of innovation
68
© Copyright 2011 Isis Innovation Ltd.
The Six Deadly Sins of Open Innovation
• Not Building Enough Flexibility into Timetables and Deliverables - Managing outside schedules and deliverables requires a higher level of risk management and contingency planning
• Not Looking Far and Wide Enough for What you Need – Utilizing outside global networks for scouting and evaluating innovations is essential to find what you need
• Not Exploiting the Value of Internal IP to the Outside World – Out licensing of technology can be a significant source of revenue for companies
• Not Getting Buy-In - Open innovation initiatives require senior management commitment and guidance, but also, real buy-in from everyone involved is essential for success
• Not Understanding Both Sides – A keen understanding of how R&D is conducted in universities, research labs, and start-ups is as important as knowing your own internal innovation programs and processes
• Not Involving Outsiders as a Part of Your Internal Team - Looking to the outside world for innovation requires bringing outsiders into your R&D planning and management
69
© Copyright 2011 Isis Innovation Ltd.
Companies….
NEED:
• Support for both parties to
navigate the other’s
system
• Flexibility to enable
movement of key people
• Balanced IP terms
• Understanding of
resources required to
commercialize an
invention
• Understanding of
university constraints
70
• Technology portfolio management and responsiveness
• Enables investments in different approaches to reduce uncertainty
• Provides alternatives to acquisition with options for increased future participation or exit
• Early access to new technologies / IP or business models
© Copyright 2011 Isis Innovation Ltd.
Summary - Closed & Open Innovation – Corporate & SME
SMEs
• Recognise how they can support the innovation needs and ambitions of their larger customers.
• Identify niches and specialist opportunities.
• Acquire capabilities to support growth, innovation & IP management.
71
Large companies:
• Need a combination of ‘closed & open’
innovation approaches, policies &
processes.
• Engage established SME suppliers in their
innovation plans for existing technologies.
• Network, monitor & invest in spin-outs /
start-ups for new technologies.
Discussion
isis-innovation.com
www.isis-innovation.com
Isis Innovation Ltd, Ewert House, Ewert Place, Summertown, Oxford OX2 7SG
T 01865 280830 F 01865 280831 E [email protected]
Register to receive Isis E-News at: www.isis-innovation.com/news/enews
Follow us @IsisInnovation
Thank You!
For more information on events in this series visit
www.um.edu.mt/knowledgetransfer
or email [email protected]
Operational Programme II – Cohesion Policy 2007-2013
Empowering People for more Jobs and a Better Quality of Life
Event part-financed by the European Union
European Social Fund (ESF)
Co-financing rate: 85% EU Funds; 15% National Funds
Investing in your future