innovation and entrepreneurship uai experience
TRANSCRIPT
Why do we teach innovation?(and how) THE UAI EXPERIENCE
Inti NuñezAssistant [email protected]
Ramón MolinaExecutive [email protected]
Six years ago, the UAI Business School, decided that innovation and entre-preneurship will be a fundamental matter in his development. A cornerstone that adds value together with UAI’s strong links with firms, business leaders and public policies institutions.
Thanks to UAI’s vision and its model that connects business, technology and design the Business School has been able to develop a distinctive in-sight of a world trend, which is design thinking. Sony, Apple, IDEO, and BMW represent good examples of companies that are leaders in this tech-nological wave.
This document remarks UAI Business School commitment to innovation. It shows why it is kept as core and how a complex ecosystem has been built that supports this vision.
Contents
1
2
Context: Issues / Trends that drive our design
The UAI experience
The current MBA market dynamic· The changing social contract for science and the evolution of the university
· Rethinking the MBA: business education at crossroads· The design of business· LATAM opportunity
Teaching Innovation and entrepreneurship· A new value for innovation· Innovation`s nature
The UAI Model· Model· Undergraduate· Graduate
UAI EcosystemSome Figures
1. Context Issues / Trends that drive our design
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The MBA market current dynamic
P. Feres para el Consejo de Innovación (2008); B. Martin (2003): The Changing Contract for Science and the Evolution of the University, Science and Innovation; H. Etzkowitz (2005): Second Academic Revolution: The Incubation of Innovation; R. O’Shea, T. Allen and K. Morse (2005): Creating the Entrepreneurial university: The Case of MIT
Medieval Social Contract European Social Contract Vannevar Bush Social Contract New Social Contract
The changing social contract for science and the evolution of the university
Universities as guardians/keepers of the
truth/knowledge
Universities as responsable of knowledge expansions/
spread
Science, the endless frontier connected to development
xvii - xvii xviii - xx second half of xx 80`s to now
TEACHING SCIENCE DEVELOPMENT
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The MBA market current dynamic
The changing social contract for science and the evolution of the university
Martin, B. (2003). The changing social contract for science and the evolution of the university, in A. Geuna et al. (eds.) Science and Innovation: rethinking the rationales for funding and governance. Edwar Elgar: Cheltenham.
“The triple helix theory”
“New revised social contract”Martin 2003
“...fifth phase that can be called the institutional reconfiguration of the university”
Geuna 1998
“The entrepreneurial university”Leydersolorff Etzkowitz 1998
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The MBA market current dynamic
The changing social contract for science and the evolution of the university
Martin, B. (2003). The changing social contract for science and the evolution of the university, in A. Geuna et al. (eds.) Science and Innovation: rethinking the rationales for funding and governance. Edwar Elgar: Cheltenham.
Boundaries between University & society are being redefined
“The triple helix theory”
“New revised social contract”Martin 2003
“...fifth phase that can be called the institutional reconfiguration of the university”
Geuna 1998
“The entrepreneurial university”Leydersolorff Etzkowitz 1998
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The MBA market current dynamic
Rethinking the MBA: business education at crossroads
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
WALL STREET MESSAGE
Greed is good” Gordon Gekko
I created nothing. I own” Gordon Gekko
FINANCIALCRUSH
In 2006, 52% of Chicago Booth graduates took jobs in financial service
FINANCIALCRASH
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The MBA market current dynamic
Rethinking the MBA: business education at crossroads
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
WALL STREET MESSAGE
Greed is good” Gordon Gekko
I created nothing. I own” Gordon Gekko
“A recent report by the Association to Advance Collegiate Schools of Business points out, we need research that is more practice – oriented and interdisciplinary”
FINANCIALCRASH
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The MBA market current dynamic
Rethinking the MBA: business education at crossroads
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
WALL STREET MESSAGE
Greed is good” Gordon Gekko
I created nothing. I own” Gordon Gekko
“Rebalancing must occur”Srikant M. Datar
FINANCIALCRASH
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The MBA market current dynamic
Rethinking the MBA: business education at crossroads
The common question we heard was about the value added of an MBA degree. In every interview, deans and executives returned repeatedly to the question, as well as to a large set of unmet needs that they identified in areas such as:
Leadership developmentSkills at critical, creative and integrative thinkingUnderstanding organizational realities”
David A. Garvin
123
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
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The MBA market current dynamic
Rethinking the MBA: business education at crossroads
harvard medical school
16510.00017
students per year
affiliated hospital
faculty ?Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
IS THERE A VISION FOR BUSINESS SCHOOLS
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The MBA market current dynamic
From a mystery to a heuristic (not algorithm)
Moore, W. and Tushman, M. (1982) Managing Innovation Over the Product Life Cycle in Readings in the Management of Innovation, eds. Michael L. Tuschman and William L. Moore, Boston, MA: Pitman. Martin, R. (2009) The design of business. Harvard Business Press. Boston. Massachusetts
maturity
growth
low cost strategy
differentiation strategy
initial stage
HEURISTIC ALGORITHMMYSTERY
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The MBA market current dynamic
The design of business
Martin, R. (2009) The design of business. Rotman Management
Modern firms must become more like design shops
From Traditional Firms...
Flow of Work Life
Source of status
Style of work
Mode thinking
Dominant attitude
...To “design shop”
· Ongoing tasks· Permanent assignments
· Projects· Defined terms
· Defined roles· Wait until it is “right”
· Collaborative· Iterative
· Managing big budgets and large staffs
· Solving “wicked problems”
· Deductive· Inductive
· Deductive· Inductive· Abductive
· We can only do what we have budget to do· Constraints are the enemy
· Nothing can’t be done· Constraints increase the challenge and excitement
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The MBA market current dynamic
LATAM opportunity
The Economist, September 2010
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The MBA market current dynamic
LATAM opportunity
The Economist, September 2010WEF 2010
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The MBA market current dynamic
LATAM opportunity
The Economist, September 2010WEF 2010
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The MBA market current dynamic
LATAM opportunity
The Economist, September 2010WEF 2010
LATAM needs to work in the last 5 factors
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A new value for innovation
BCG 2009 Senior Executive Innovation SurveyBCG 2009 Senior Executive Innovation Survey; BCG Value Science Center Analysis
40
Perc
enta
ge o
f res
pond
ents
30
20
Top priority
Top three priority
Top tenpriority
Not apriority
25
39
26
1010
0
Where does innovation rank among your company`s strategic priorities?
Innovation Remains a Top Strategic Focus for the Majority of Companies
Three and ten-year annualized total share-holder-return premiums of innovative com-panies compared with their industry peers
Innovative Companies are Superior Investments
Innovation is now recogni-zed as the sin-gle most impor-tant ingredient in any modern economy”
The Economist
18
44.3
2.6
1.0
2.8
1.31.0
17.7
5.5
2
0
Annu
aliz
ed T
SR p
rem
ium
(%)
Global Innovators
Three year premium Ten year premium
Americas Innovators
EuropeanInnovators
Asia PacificInnovators
Teaching creativity &
entrepreneurship
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A new value for innovation
BCG 2009 senior Excecutive Innovation Survey, BCG 2008 Senior Excecutive Innovation Survey, BCG 2007 Senior Excecutive Innovation Survey, BCG 2006 Senior Excecutive Innovation Survey
There is a lack of knowledge about managing innovation”
40
60
20
2006 2007 2008 2009
52
4643
52
80
0
40
60
20
2006 2007 2008 2009
7267
63
58
80
0
40
60
20
2006 2007 2008 2009
41
30 2926
80
0
Percentage of respondents who say they are satisfied with their company´s return on innovation spending
Percentage of respondents who say their company will increase innovation spending in the co-ming year
Percentage of respondents who say their company will increase innova-tion spending significanty (by more than 10%) in the coming year
Persistently low satisfaccion with innovation ROI may be weighing on spending plans
Teaching creativity &
entrepreneurship
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A new value for innovation
BCG 2009 senior Excecutive Innovation Survey
20
30
10
Moving quickly from idea gene-ration to
initial sales
Enforcing projects ti-
melines and milestones
Ear marking sufficient
funds
Balancing risk time frames and returns across the portafolio
Partnering with suppliers and others of
new ideas
Developing a deep unders-
tanding of customers
Ensuring excecutive
level suport
Fostering a culture of innovation
4541 40 39 38 38
32 31
40
50
0
How strong is your company`s current perfomance in each of the following innovation capabilities?
Speed and Discipline are companies`greatest challenges
Percentage of respondents who said “below average” or “poor”
Teaching creativity &
entrepreneurship
There is a lack of knowledge about managing innovation”
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Based in Stephen J. Kline & Nathan Rosenberg Model
Market Evaluation
Design &Testing
Redesign& Adaptation
CustomerInteractionConception
Research
Knowledge
both public and proprietary
Public, practitioner, proprietary
Innovation - Commercialisation
Kline & Rosenberg`s Systemic ModelTeaching
creativity & entrepreneurship
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Teaching creativity &
entrepreneurship
Based in Stephen J. Kline & Nathan Rosenberg Model
Innovation is process (dynamic)
is systemic (not linear)
is complex
Market Evaluation
Design &Testing
Redesign& Adaptation
CustomerInteractionConception
Research
Knowledge
both public and proprietary
Public, practitioner, proprietary
Innovation - Commercialisation
Kline & Rosenberg`s Systemic Model
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Teaching creativity &
entrepreneurship
Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard Business School Publishing. Boston.
resources
INNOVATION
management practices
organizational motivation
task motivation
CREATIVITY
expertise
creativity skills
IMPACTS
Work Enviroment
Individual/Team Creativity
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Teaching creativity &
entrepreneurship
Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard Business School Publishing. Boston.
resources
INNOVATION
management practices
organizational motivation
task motivation
CREATIVITY
expertise
creativity skills
IMPACTS
Work Enviroment
Individual/Team Creativity
Innovation
is practical knowledge: experiences, abilities, skillsis people, leadership and culture, motivationis enviroment, ecosystem, association, team-upis strategy and management practices
context
Teaching creativity &
entrepreneurship
100
90
50
40Non innovators
Scott Cook
Pierre Omidyar
Michael LazaridiaMichael Dell
Associating Questioning Observing Experimenting Networking
This chart shows how four well known innovative entrepreneurs rank on each of the discovery skills. All our high profile innovators scored above the 50th percentile on questioning, yet each combined the discovery skills uniquely to forge new insight
How Innovators Stack Up
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Dyer, J., Gregersen, H. and Christensen, C (2009) “The innovator´s DNA”. Harvard Business Review, December, Boston.
percentile
context
Teaching creativity &
entrepreneurship
100
90
50
40Non innovators
Scott Cook
Pierre Omidyar
Michael LazaridiaMichael Dell
Associating Questioning Observing Experimenting Networking
This chart shows how four well known innovative entrepreneurs rank on each of the discovery skills. All our high profile innovators scored above the 50th percentile on questioning, yet each combined the discovery skills uniquely to forge new insight
How Innovators Stack Up
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Dyer, J., Gregersen, H. and Christensen, C (2009) “The innovator´s DNA”. Harvard Business Review, December, Boston.
percentile Teaching innovation represents a challenge for management education
2. The UAI Model and Experience
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the uai model
Gomez, A. & Villena, M (2005), UAI
The UAI model
tech
nolo
gy
design
business model
entrepreneurs
innovators
Business Ecosystem
CUSTOMER
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the uai model
We created (and managed) 8 new work-shops that re-cieve more than 3.000 students per year”
Undergraduate
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the uai model
MSc I&E, Master of Science in Innovation & Entrepreneurship
Two specialized graduate programs
MI, Master of Innovation
Graduate
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the uai model
landing concentraciónbuilding business foundations(4 weeks) (16 weeks)(24 weeks)
innovación y cultura desi. thinking gestión innov.
8 electivosIntl.
week
proyecto tesis
transform. organiz.
inn. y etrepr. biz. models biz. plans
building business foundations focus
(12 weeks) (12 weeks)
fundam. innovación
gestióninnovación
proyecto final
transform. organiz.
Cult. innovdesign think.
Biz. mod. y plan
(12 weeks)(12 weeks) (6 weeks)(6 weeks) (6 weeks)1 1 1
MBA Full time Executive MBA (EMBA) F/S
From 2011, every UAI MBA will attend to a minium 5 courses in a special innovation track
Context and cultureDesign ThinkingManaging InnovationBusiness model and planOrganizational transformation
Graduate
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the uai model
landing concentraciónbuilding business foundations(4 weeks) (16 weeks)(24 weeks)
innovación y cultura desi. thinking gestión innov.
8 electivosIntl.
week
proyecto tesis
transform. organiz.
inn. y etrepr. biz. models biz. plans
building business foundations focus
(12 weeks) (12 weeks)
fundam. innovación
gestióninnovación
proyecto final
transform. organiz.
Cult. innovdesign think.
Biz. mod. y plan
(12 weeks)(12 weeks) (6 weeks)(6 weeks) (6 weeks)1 1 1
MBA Full time Executive MBA (EMBA) F/S
Context and cultureDesign ThinkingManaging InnovationBusiness model and planOrganizational transformation
More than 350 MBA students per year with special training in innovaton and entrepreneurship
From 2011, every UAI MBA will attend to aminium 5 courses in a special innovation track
Graduate
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ecosystem for innovation & entrepreneurship
Ecosystem
In developing economies we have not only the challenge of identify business opportunities and extraordinary entre-preneurs, but also to establish an ecosystem of innovation and entrepreneurship that make possible the miracle of having rapid growth companies with global reach.
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ecosystem for innovation & entrepreneurship
Mission - Vision
· The most efficient ecosystem of innovation and entrepre-neurship, to facilitate the dynamic creation of new busi-nesses, in both established companies and new ventures.
· Relations with those who design the future in various fields, providing methodological support, infrastructure support, networks, expertise, training. We will be partners of the creators of new business areas in the region and the world.
· Reinforce our research teams, innovation, packaging - de-sign, orchestration systems, and global and regional net-works.
From the School of Business at the UAI will position us as the
benchmark in the region of “doing” innovation and entre-
preneurship at the global level.
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ecosystem for innovation & entrepreneurship
Let s̀ have a little tour...
Universities and technology centers are developing strong and large ecosystems around the world. For example: Boston cluster, MIT, UC group, networks, Standford, Oxforbridge, UCL...
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ecosystem for innovation & entrepreneurship
Cambridge (USA)
CAMBRIDGE ENTREPRENEURS
Company Founders
Strong Academic Links
Membership of organizations
MultipleDirectorships
Mentoring
BusinessAngels
Source: Yim M. Myint, Shailendra Vyakarnam
Cambridge entrepreneurs play several roles
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ecosystem for innovation & entrepreneurship
Silicon Valley
Source: Unknow male entrepreneur
Mobile workforce
of qua-lified &
technical talent Mentors
/ informal network
Venture specific services
University strengths in
IT, biotech & business
Government organizing
the economist structure
Sources of funding
Media / Press
THE ENTREPREUNER
“Stem” of assumptions
Flower Petal ModelThis Model named by a male ven-ture capitalist, illustrates the sup-porting network that exist in Silicon Valley to accelerate and sustain succesful entrepreneurship
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ecosystem for innovation & entrepreneurship
Silicon Valley
Source: Unknow male entrepreneur
Mobile workforce
of qua-lified &
technical talent Mentors
/ informal network
Venture specific services
University strengths in
IT, biotech & business
Government organizing
the economist structure
Mobil Labor:Must be experienced, talented and numerous. Critical for senior manage-ment talent to stay within the ecosys-tem. Ideas and knowledge to be shared within an acceptable framework of patents, copyrights and open sources
Capital and experience:Service firms, founding sources and former entrepreneurs –serving as ad-visors– provide experienced guidance and access to various forms of capitals (real and virtual) at every stage of a company`s development
Sources of funding
Media / Press
THE ENTREPREUNER
“Stem” of assumptions
Flower Petal Model
Government:Can establish an economic
structure that`s favorable to entrepreneurship
University-Industry connectionsUniversities serve not only as a training ground in business or technology, but
also as a sourse of breakthrough ideas, talent and relationships
Media:Influences culture and perception of
high-growth business as important contri-butors to the economy and a way of life;
looking at entrepreneurshio as an hono-red profession, promoting both success
and faiture stories.
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ecosystem for R&D &
entrepreneurship
ChileKnowledge suppliers
Financing
Sophisticate suppliers
Starting up
Markets
Culture & Society
Regulaty framework
Venture capitalsSeed capitalGuaranty fundsAngel investors
Local MarketsInternational Markets
CorporationsCompetitiveness of sectors
Legal IssuesAccounting tax issues
IP protectionBranding
Product design
Focused public policyIntellectual propertyMKII - IIIShareholders agreementNDAEasy mechanism to open & close new Co
Value of being entrepreneurTolerance to failure
To live outside / englishDiversity
Role ModelsNetworking
Openess to Innovation
Scientifics labs - R&DAvailables technologieAccess to associationsUniversity incubatorsNetwork - all entrepreneursNetwork of key partnersNetwork users & clientsAccess to technical people
Asset CapitalRaw Materials
DYNAMIC & INNOVATIVE ENTERPRISES
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ecosystem for R&D &
entrepreneurship
UAI BUSINESS SCHOOL
we are working in two levels
12
Technology Transfer Ecosystem
Triple Helix Networks
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
Empresas
Empresas
Empresas
Empresas
Empresas
Empresas
Incubadoras
Inversionistas
Emprendedores
Consorcios investigación
Emprendedores
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
Núñez, I. (2010)
technology tranfer systemstructure
Administration service platforms: · Accounting· Proyect managent· Events / Difusion· Innovation technology platform· Strategyc Partnership management
Academic offer/Innovation and entrepreneurship products & services: · Research centers· PHD· Masters· Certificate· Executive education· Reasearch and publications
Technology transfer ecosystem: · Centers· Labs· Programs
System of funds: · Prouf of concepts· Early stage· I + D· Angels· Venture capital
1
5 4
3Governance Board · Representative· Executive
Policies PI 2
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
Technology transfer ecosystem: There are different business units created , TOP DOWN & BOTTOM UP, by universities, faculties or schools to response the innovation and entrepreneurship challenge. These units are created spontaneously from academic , firms and go-vernment demands. It is necessary to establish policies that regulate activity, for example: intellectual property policy.
1
Núñez, I. (2010)
1technology tranfer systemstructure
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
Governance board: Board that drive institutional policies, power distribution and authorities role and other. In addition, it is worried about performance (strategy and control), synergies, scale economies, information, brand, growth, and delivery stan-dards. Intellectual property and conflict of interest policies: these issues are central in a technology transfer system.
1
Núñez, I. (2010)
2technology tranfer systemstructure
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
Academic offer/ Innovation and entrepre-neurship products and services: System of technology transfer must be connect with acade-mic university offer, both systems must talk generating lear-ning , this process could generate new models, feedback, contacts, which add experience and service quality.
1
Núñez, I. (2010)
3technology tranfer systemstructure
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
Administration service platforms: administrative units that offer support at: accounting, pro-ject management, events & diffusion, information techno-logy platform, strategic partnership management
1
Núñez, I. (2010)
4technology tranfer systemstructure
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
System of funds: Technology transfer system needs a system of funds align-ment with projects management process, funds that sup-port: research, development, innovation and entrepreneur-ship. This system provides: negotiation capabilities, power, independence, other.
1
Núñez, I. (2010)
5technology tranfer systemstructure
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem system arquitecture & roles
Technology Transfer System Academic Group I&ETechnology Transfer Board
Venture LinkCorporate Governance of the system
OctantisCorp entrepreneurshipNew ventures
Venture LabLast mile innovationOutsource R&DPatenting
Southern Angels
Proof of concepts
PrivateFund
R&D fund early stage
Design LabCommunity understandingPrototypingDesign support
Tecnological Infraestructure
Highly specializaed human capital
Center for I&EResearchAwarenessEducation
Academic ProgramsMaster en InnovaciónMaster en Gestión y empren-dimiento tecnológico
Support PlatformsProject managementAccountingEvents
Others · Companies· Alumni UAI· Entrepreneurs· Government
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
business modeltransfer system
INFRASTRUCTURE VALUE PROPOSITION CLIENTES
Core CapabilitiesBrandCredibilityResearches in Tecnologhy Unfraestructure and asso-ciated services Understanding of techno-logy transfer Financial Capacuty
Cost StructureLeveraging HR costs, distribution and technology infrastructure with the university systemR & D investment by public subsidies; HR areas from recent graduates and engineering curricula, the lower the market cost.; Royalty by brand UAI.
Income / ProfitSale of technology infrastructure services and consulting; Participation in% of sales revenue administration; Participation in % of utility-related business, other businesses, investment funds.
Value UAI TTSbeing a member and support the extension activity of teachers and departments providing: resources, administrative support, brand (credibility), partnerships, staff, infras-tructure, management control, negotiation and dissemination.
PositioningBusiness ExcellencePrestigeInnovation from demandTransparencyEfficiencySecurityConfidenceProximity to private Part-ner Companies
ClientsCompanies wanting to move in: R & D innovation, sophisticated markets, certified.Ministries who wish to certify processes, access to complex engineering ser-vices, advance innovation in the country challenges
DistributionTop down, contacts, con-fidence. Looking for part-ners rather than clients
University AlliancesR&D network Large companiesInternational players of TTInvestorsStakeholders SNIC
ProcessesInnovation and entrepre-neurshipServicing Administration NegotiationDiffusion
NUMBERS
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ecosystem for R&D &
entrepreneurship
UAI1. Ecosystem
business modeltransfer system
INFRASTRUCTURE VALUE PROPOSITION CLIENTES
Core CapabilitiesBrandCredibilityResearches in Tecnologhy Unfraestructure and asso-ciated services Understanding of techno-logy transfer Financial Capacuty
Cost StructureLeveraging HR costs, distribution and technology infrastructure with the university systemR & D investment by public subsidies; HR areas from recent graduates and engineering curricula, the lower the market cost.; Royalty by brand UAI.
Income / ProfitSale of technology infrastructure services and consulting; Participation in% of sales revenue administration; Participation in % of utility-related business, other businesses, investment funds.
Value UAI TTSbeing a member and support the extension activity of teachers and departments providing: resources, administrative support, brand (credibility), partnerships, staff, infras-tructure, management control, negotiation and dissemination.
PositioningBusiness ExcellencePrestigeInnovation from demandTransparencyEfficiencySecurityConfidenceProximity to private Part-ner Companies
ClientsCompanies wanting to move in: R & D innovation, sophisticated markets, certified.Ministries who wish to certify processes, access to complex engineering ser-vices, advance innovation in the country challenges
DistributionTop down, contacts, con-fidence. Looking for part-ners rather than clients
University AlliancesR&D network Large companiesInternational players of TTInvestorsStakeholders SNIC
ProcessesInnovation and entrepre-neurshipServicing Administration NegotiationDiffusion
NUMBERS
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix 1
we truly believe in a deep collaboration between companies, the state and the universities”
The state helping with the initial funds to create the spinCompanies leading the process of new venture creation Universities transferring knowhow and capacities to companies
123
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix case study
movistar innova
123
MOVISTAR INNOVA is the first corporate entrepre-neurship initiative where the state, a company and a university work together.
Open innovation: more than 1000 projects presented and 25 new companies supported
Creation of a corporate incubator
New entrepreneurship culture in Movistar
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix case study
movistar innova
Open innovation: more than 1000 projects presented and 25 new companies supported
Creation of a corporate incubator
New entrepreneurship culture in Movistar
123
MOVISTAR INNOVA is the first corporate entrepre-neurship initiative where the state, a company and a university work together.
Value creation · open innovation · strategic orchestration
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix case study
venture lab
KNOWLEDGE
$
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix case study
venture lab
Closeness with companies
Understanding of science and business
World class know how networks
123
VENTURE LAB is a unique platform designed to con-nect science and business.
We transform early stage re-search into applied research for various industries.
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix case study
venture lab
patents ip protection
go to market open innovation
corporate r&d
technology transfer
last mile commercialization
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix case study
tecnology transfer from antartica to markets
1 2 3
Bioreactor 1.0 Production 2,5x Prototype 3D Production 400 x
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ecosystem for R&D &
entrepreneurship
UAI2. Triple Helix case study
tecnology transfer from antartica to markets
Patents is just the first step
1 2 3
Bioreactor 1.0 Production 2,5x Prototype 3D Production 400 x
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ecosystem for R&D &
entrepreneurship Just focus on:
I D E A S
innovation
design
entrepreneurship
action
sustentability
some figures
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More than 3000 undergraduate students per year in entre-preneurship, innovation and business practices workshops
More than 500 graduate students with courses in innovation and entrepreneurship
More than 350 MBA students per year with courses in entrepreneurship and innovation
Students from more than 8 countries taking entrepreneurship and innovation courses
3.000500350
8
uai context
Branch in US, Miami Program
Dual degree with US TOP 10National MBA1st
some figures Innovation and entrepreneurship has enabled us to generate:
Inti NuñezAssistant [email protected]
Ramón MolinaExecutive [email protected]