live webinar april 19, 2013. charles johnson-bey, phd, corporate open innovation program manager,...

Live Webinar April 19, 2013

Charles Johnson-Bey, PhD, Corporate Open Innovation Program Manager, Lockheed Martin Corporation. Dr. Johnson-Bey has over 21 years of engineering R&D experience that has spanned technologies in the commercial and defense industries, small business, and academia. He is currently the Open Innovation Program Manager for Lockheed Martin Corporate Engineering and Technology and is responsible for identifying and implementing means to leverage innovative ideas and expertise at organizations outside the corporation to achieve Lockheed’s strategic objectives. He has worked for Motorola Corporate Research Labs, Corning Incorporated Science & Technology Division, and was an Electrical Engineering professor at Morgan State University.

Laura Schoppe, President, Fuentek LLC. In her 20 years of experience in IP management, Laura Schoppe has established an impressive track record of success in helping corporate, government, and university clients manage their technology proactively, efficiently, and effectively. She has helped clients move their technologies into new markets as well as find sources for technology solutions to address their own R&D needs. Laura has experience in all aspects of IP management, but she is uniquely qualified to provide effective and experienced negotiation and licensing support and strategy consulting to innovating organizations. She has developed and delivered technology commercialization training programs nationally and internationally. She also has successfully managed many technology marketing projects. Since founding Fuentek in 2001, Laura has managed IP and technology management activities for dozens of clients. Most notably, Fuentek has served as the strategic and technology transfer consultant for NASA’s Innovative Partnerships Program with Laura as the principal investigator for the $30M, 5-year contract. Laura served as the 2011–13 vice president of strategic alliances for Association of University Technology Managers (AUTM).www.fuentek.com

[email protected]@fuentek

www.linkedin.com/in/laschoppe/

Kevin Wozniak, Executive Director, Industry Engagement at Georgia Tech Research Corporation. Mr. Wozniak heads Industry Engagement – a group responsible for the Georgia Tech’s industry collaborations, international contracts and innovation commercialization. His responsibilities include the establishment of meaningful collaborations with industry through the negotiation of sponsored research agreements, technology licenses, and other various agreements with companies throughout the world. Mr. Wozniak has worked full-time in university technology transfer field since 1999, at three separate institutions within the State of Georgia, helping to turn promising scientific ideas into useful products and companies. Prior to entering a career in academia, he worked as a manufacturing engineer in the automotive industry designing assembly systems for new vehicles. He is a member of and serves in board positions for AUTM as well as the Council of Government Relations (CoGR).

[email protected]

Setting the stage for innovation – Schoppe

University models for collaboration – Wozniak

Industry’s needs and approach – Johnson-Bey

ChallengesSuggestions for Success

The process of moving

technologies, ideas, and capabilities from one organization to

another…it’s ubiquitous



Finding a new use for an innovation by an

external organization


Working with an external organization

to identify, fund, and/or solve a

problem together

Looking for technologies, ideas,

or capabilities (external to your

organization) to solve a problem and create

something new



Looking to grow and sell more productsLooking to grow and sell more products

BehaviorSlow, cautious


Looking to survive and become target for mergerLooking to survive and become target for merger

BehaviorFast, risk takers


Looking to be good stewards of taxpayer dollarsLooking to be good stewards of taxpayer dollars

BehaviorSlow, erratic (political)


Looking for sponsored research and licensesLooking for sponsored research and licenses

BehaviorMethodical, reactive


Looking to grow and sell more product

Looking to survive and

become target for merger

Looking for sponsored

research and licenses

Looking to be good stewards of

taxpayer dollars

Large companies Small companies

Research Organizations

Government

New Ventures

Company FundedResearch

3rd Party FundedResearch

New Markets

Exi

stin

g M

arke

t

Adopted from Chesbrough (2006)

Research Consortiums

Transfer of IP ownership

Pre-paid exclusive license

Continuum of contracts

Potential Bayh-Dole implications

Due diligence clauses Background for multiple

collaborations NERFs common place

Non-development of IP Termination of research Fields of use(s) Multi-party agreements Managing IP rights Bayh-Dole implications Regulatory compliance

Accelerators and Incubators

Seed and Early-Stage Funding

‘Safe Place’ to fail Facilitated licensing

agreements

Each university is unique

Know your regulatory environment

Consider all potential value of IP

Take your time Researcher buy-in

critical

Consider students IP are not trading

cards Use existing resources

© Copyright 2012 Lockheed Martin Corporation

Industry LeaderIndustry Leader

Lockheed MartinLockheed Martin#1 Aerospace and #1 Aerospace and

Defense Company with Defense Company with Revenue Greater than Revenue Greater than

$20 Billion$20 Billion2008-20112008-2011

“Strong Financial Metrics Keep Lockheed Martin On Top”

Aviation Week & Space Technology

Delivering Disciplined PerformanceDelivering Disciplined Performance


Our Core MarketsOur Core Markets

DefenseDefense

CivilCivilGovernmentGovernment

IntelligenceIntelligence


Strategic ThrustsStrategic Thrusts

GrowthGrowth

RelevanceRelevance

AffordabilityAffordability


InnovatiInnovationon

CultureCulture

ToolsTools

ProcessProcess

CreativeCreativeEnvironmentEnvironment

CreativeCreativeEnvironmentEnvironment

ExecutiveExecutiveCommitmentCommitment

ViralViralIdeaIdea

ForumForum

SocialSocialMediaMedia

SimpleSimpleRepeatableRepeatable

MethodsMethods

SimpleSimpleRepeatableRepeatable

MethodsMethodsPipelinePipeline

ManagementManagementPipelinePipeline

ManagementManagement

BusinessBusinessModelsModels

IdeaIdeaPromotionPromotion

IdeaIdeaPromotionPromotion

Clear andClear andUsableUsable

Creating an Innovation EcosystemCreating an Innovation EcosystemCreating an Innovation EcosystemCreating an Innovation Ecosystem


External Action

Internal Action

Value Capture

Corporate-wideBusiness Need

Portfolio

YesYes

Use it

NoNoDevelop Obtain

Business Need Addressed

Solution

Internal External

Innovation Channels

Value Creation

Open Innovation Framework ProcessOpen Innovation Framework Process


ProcessProcess

FieldApplication

of Technology

(Transition (Transition Process)Process)

FieldApplication

of Technology

(Transition (Transition Process)Process)

ImplementationImplementationDeploymentDeployment

IdeationIdeationInvestigationInvestigation

InvestigationInvestigationProof of Concepts/ PilotsProof of Concepts/ Pilots

Initiatives(Internal R&D)Initiatives

(Internal R&D)

Prototypes(External R&D)Prototypes(External R&D)

Collect Ideas

(Social MediaTools)

Collect Ideas

(Social MediaTools)

Shape, Evaluate &

Fund

(Innovation Advocates &

Innovation Forum)

Shape, Evaluate &

Fund

(Innovation Advocates &

Innovation Forum)

BusinessBusinessValidationValidation

Pathfinder/Pathfinder/Proof of ConceptProof of Concept

Value Value RealizationRealization

Idea Idea FormulationFormulation

Experiment/Experiment/PilotPilot

TransitionTransition

Internal Ideas(Innovate the Future)(Innovate the Future) Internal Ideas

(Innovate the Future)(Innovate the Future)

Solicitation &IP Agreement

Shape and Filter Ideas

(Open Innovation)(Open Innovation)

(External Ideation)(External Ideation)

IP Agreement3rd Party

Challenges

Deployment For Use

(Customers and/ (Customers and/ or Business or Business Partners)Partners)

Deployment For Use

(Customers and/ (Customers and/ or Business or Business Partners)Partners)S

TR

AT

EG

YS

TR

AT

EG

Y

ENVIRONMENT

Government perspective

© Fuentek 2013 all rights reserved ● www.fuentek.com31

Spin-in

Using outside innovations to help solve government problems

• Saves money (buying commercial, off-the-shelf vs. inventing)

• Achieves goals faster

• Provides access to expensive equipment/facilities

Spin-out

Finding new applications for government innovations (agriculture, energy, manufacturing, medicine, etc.)

• Expands benefit of tax dollars

• Helps U.S. businesses compete and succeed

• Improves quality of life and public health

Industry perspective


Spin-in

Using outside innovations to help solve market needs

• Saves time and money • Augments capabilities at lower risk• Provides access to new ideas

Spin-out

Fulfilling market needs and finding new markets

• Increase market share• Improve margins• Leverage for noncompeting markets


Your approach

Spin-in

Leverage your technologies to address their needs

• Offer components and features rather than full products• Identify and acknowledge shortcomings• Develop concepts to mitigate shortcomings

Spin-out

Identify how technologies can be used commercially

• Pitch dual use to government and alternate markets to industry

• Expand core competencies and product offerings• License to noncompeting companies for

royalty revenue

© Fuentek 2013 all rights reserved ● www.fuentek.com

• Perform market research

‒ Trends

‒ Market structure

‒ Key players

• Develop relationships and present your capabilities

• Listen to potential partners to learn about their needs and programs

• Identify potential solutions (near and long term)

• Analyze and prioritize

• Ensure mutual value

• Secure IP rights in the agreement

34

live webinar april 19, 2013. charles johnson-bey, phd, corporate open innovation program manager,...

Documents

technology licenses

technology solutions

technology transfer

technology marketing

laura schoppe

university clients

automotive industry

innovation commercialization