Technology Transfer

Commercializing Discoveries at Research Centers

Through Linked Innovation
Author
Josemaria Siota, IESE Business School

Collaborators
Tony Dávila, IESE Business School
Xavier Contijoch, Opinno

Partners
John Breslin, NUI Galway
Gabe Mullarkey, NUI Galway
Louis Papaemmanuel, European Young Innovators Forum
Mathieu Carenzo, VentureHub
Wyatt Rosental, VentureHub
Paolo Merialdo, Roma Tre University
Andrea Dal Piaz, Roma Tre University
Sébastien Bratières, Translated

Experts
TO ALL MANAGING DIRECTORS
Alfonso Gironza, CRUMIC
Alison Baldyga, Harvard Innovation Lab AND ACADEMIC LEADERS AT
Anjali Sastri, Massachusetts Institute of Technology
Carlos Paladella, Elsevier RESEARCH CENTERS WHO POSITIVELY
IMPACT SOCIETIES AND ECONOMIES
Christoph Zott, IESE Business School
Dietmar Tourbier, General Electric
Esther Jiménez, International University of Catalonia
Fernando de Sisternes, Massachusetts Institute of Technology
Jörn Erselius, Max Planck Innovation
Karolina Korth, Siemens
THROUGH THEIR WORK
Leon Sandler, Massachusetts Institute of Technology
Mª Julia Prats, IESE Business School
Marc Sosna, IESE Business School
Marta Ribeiro, University College London
Núria Castell, Polytechnic University of Catalonia
Sarah Jane, Massachusetts Institute of Technology
Sidhanth Kamath, Ethiopia’s Agricultural Transformation Agency
Thatcher Bell, Cornell Tech
Thomas Eisenmann, Harvard Business School
Thomas Klueter, IESE Business School

Storytelling
Paula Solís, Opinno
Soledad Fernandez, Opinno

Partners
 INTRODUCTION

PAGE 1
STAGE 1

PAGE 7
RESEARCH

STAGE 2
PAGE 14

TRANSFORMATION

STAGE 3
PAGE 23

COMMERCIALIZATION
 HOW TO PASS FROM BROKEN INNOVATION
TO LINKED INNOVATION?

BROKEN The connected process

between research and
INNOVATION commercialization, a route in
which the investigation done is
transformed into economic value
The unconnected process to make the process sustainable
between research and
commercialization, a route in LINKED
which the investigation
undertaken is not transformed INNOVATION
into economic value to make
the process sustainable

WE WILL
SHOW YOU: 19
MECHANISMS
12
BUSINESS MODELS FOR GROWTH IN
RESEARCH CENTERS

SUCCESSFUL

3,881 107 54 ON-SITE

RESEARCH CENTERS IN:
BASED ON THE VISITS
ANALYSIS OF:
RESEARCH CENTERS COUNTRIES 61 INTERVIEWS
WITH LEADERS
University Industry Government

1
 UNDERSTANDING
THE DIFFERENCES
LACK OF
CONNECTION

BROKEN
INNOVATION PULL GAP PUSH
RESEARCH COMMERCIALIZATION

CONNECTION

LINKED
INNOVATION PUSH PULL
RESEARCH COMMERCIALIZATION
ACADEMIC SOCIAL ECONOMIC
RIGOR IMPACT VALUE

STAGE STAGE 1 STAGE 2 STAGE 3

ACTIVITIES
& OUTPUT
RESEARCH TRANSFORMATION COMMERCIALIZATION
Discovery Invention Innovation
translate into translate into

INNOVATION ECOSYSTEM

2
 THE STAGES
OF INNOVATION
STAGE STAGE 1 STAGE 2 STAGE 3

ACTIVITIES
& OUTPUT
RESEARCH TRANSFORMATION COMMERCIALIZATION
Discovery Invention Innovation
translate into translate into

Knowledge assets. Tangible assets, still adaptable Commercial assets. Adaptable and tangible
Intangible and high adaptable (e.g., gas) (e.g., liquid) (e.g., solid)

AREAS OF PERFORMANCE MARKET INDUSTRY

CHALLENGES METRICS UNDERSTANDING COLLABORATION

CAUSES OF 4 CAUSES OF FAILURE TO SELECT 4 CAUSES OF FAILURE TO 8 CAUSES OF FAILURE TO

FAILURE APPROPRIATE RESEARCH INITIATIVES TRANSLATE DISCOVERIES INTO INVENTIONS ACHIEVE INDUSTRY COLLABORATIONS

Lack of
1
Non holistic 2
Lack of 5
Ignorance of 6
Lack of 9
Unclear 10
Lack 11 experienced 12
Unclear value
prioritization knowledge sharing market needs business vision business model of brand
research team
proposition

Lack of non Lack of Teams lacking Uncoachable Internal Nonaceptance

3 4 7 academic or 8 13
Disproportional 14 politics and 15 of generated 16
Lack of
academic experience academic experience researchers research team public funding
executive profiles bureaucracy research results

1 2 5.1 5.2 6 9.1 9.2 10.1 10.2 11

Prioritize Map Map Follow Complement Design a Align center’s Write mediatic Rethink your Partner with
research with researchers' market needs lean research knowledge collaborative age and reports with communications recognized
holistic KPIs interests principles transfer services business model orientation complementary professors
MECHANISMS brands
TO TACKLE
DIFFICULTIES 3 4 7 8 12 13 14 15 16

Attract an Use professional Mix PhDs and Measure the ability Lecture Adapt Map decision Pre-sell Build a unit
advisory board recruitment MBA teams to be coachable translating team’s size makers and your solution for raising
research their KPIs public funds
into impact

3
THE DILEMA: ACADEMIC QUALITY
OR ECONOMIC SUSTAINABILITY

HOW TO ACHIEVE ECONOMIC

SUSTAINABILITY WHILE
PRESERVING ACADEMIC QUALITY?
This was the most common answer given
61
LEADERS
at
35
INTERNATIONAL
28
ON-SITE
by leaders of research centers when asked to identify RESEARCH CENTERS VISITS Achieve a research center
their top challenge, according to interviews with: that is financially sustainable

RESEARCH
QUALITY PARADOX ECONOMIC
SUSTAINABILITY
Research centers’ Research centers’
academic directors executive directors

PRIORITIZES: academic metrics 2 STREAMS OF THOUGHT PRIORITIZES: economic metrics

FOCUS: preserving the quality REGARDING THIS PARADOX FOCUS: ensuring economic sustainability
RESULT: low levels of revenues RESULT: the quality of the research
to sustain the center economically may decline

There is not only an opposition

of thought but also a:

KNOWLEDGE GAP FUNDING

THE FAILURE IS THE CONTINUING ASSUMPTION THAT RESEARCH CENTERS SHOULD

CHOOSE BETWEEN ACADEMIC RIGOR AND ECONOMIC PROFITABILITY
4
 INNOVATION FUNNEL

3,000 300 125 9 4 1.7 1

RAW IDEAS IDEAS SMALL SIGNIFICANT DEVELOPMENT COMMERCIALLY COMMERCIALLY
PROJECTS PROJECTS EFFORT LAUNCH SUCCESSFUL

STAGE STAGE 1 STAGE 2 STAGE 3

ACTIVITIES
& OUTPUT
RESEARCH TRANSFORMATION COMMERCIALIZATION
Discovery Invention Innovation
translate into translate into

Knowledge assets. Tangible assets, still adaptable Commercial assets. Adaptable and tangible
Intangible and high adaptable (e.g., gas) (e.g., liquid) (e.g., solid)

AREAS OF PERFORMANCE MARKET INDUSTRY

CHALLENGES METRICS UNDERSTANDING COLLABORATION

How to choose from different Principles for understanding the market and successfully Mechanisms to commercialize
initiatives in the research stage transforming discoveries into products and services discoveries effectively

6 SYMPTONS ECONOMIC VS. ACADEMIC ASSUMING VS. FOLLOWING RESEARCH VS. FURTIVE
TO IDENTIFY
BROKEN 1 Are you experiencing a decline 3 Are you coming up with products or 5 Are you experiencing increased
INNOVATION in research quality? services that no one wants to buy? difficulty in monetizing your discoveries?

Are you facing a decrease 4 Are you producing outdated products? Are you experiencing increased
2 6
in economic profitability? difficulty in getting access to industry
data and professional networks?

5
I KNOW I HAVE A BROKEN INNOVATION
PROCESS, AND NOW?

Two aspects interconnected:

HOW CAN I SOLVE
THE LACK OF CONNECTION?
PUSH OF PULL OF
Perceived demand will be met only if the appropriate
knowledge or technology is available, and innovation KNOWLEDGE MARKET NEEDS
will be realized only if there is a market for it

AGE
MATURE

TWO
YOUNG: Research centers MATURE: Research centers
that have been created that have been created
within the last 7 years more than 7 years ago

VARIABLES
AGE

These will help you to identify

what challenges are more common
ORIENTATION
YOUNG

in research centers like yours

RESEARCH: Answering INNOVATION: Answering

theoretical questions more practitioner-oriented questions
(e.g., centers in university) (e.g., centers in industry)

RESEARCH INNOVATION
ORIENTATION

6
STAGE 1
RESEARCH
STAGE 1

7
 STAGE 1
RESEARCH
STAGE 1: RESEARCH

2 SYMPTOMS ARE YOU EXPERIENCING ARE YOU FACING A

OF BROKEN 1 A DECLINE IN A 2 DECREASE IN ECONOMIC
INNOVATION RESEARCH QUALITY? PROFITABILITY?

ADMINISTRATORS RESEARCHERS
Prioritizes: Economic metrics Prioritizes: Academic metrics

What they want? What they want?

• Be economically sustainable to support research activities • Greater level of research freedom
• Provide outreach and make research results visible • Greater involvement in pure academic research

4 CAUSES NON HOLISTIC LACK OF LACK OF LACK OF

1 2 KNOWLEDGE 3 NONACADEMIC 3 ACADEMIC
OF FAILURE PRIORITIZATION SHARING EXPERIENCE EXPERIENCE

8
 1 NON HOLISTIC
PRIORITIZATION

ANSWER THESE Are you not economically

QUESTIONS TO CHECK A Are you experiencing B sustainable or experiencing a
WHETHER YOU HAVE a decline in research quality? decrease in economic profitability?
THIS PROBLEM:
STAGE 1: RESEARCH

BEST SOLUTION
1 PRACTICE: TO THIS PROBLEM:

New projects KPIs Recommended

PRIORITIZE + circles, + value - circles, - value order of priority
RESEARCH WITH
HOLISTIC KPIS

viability

Decline
Start
IMPACT IMPACT IMPACT VIABILITY

Test
Design a holistic ACTIVITIES Academic Economic Social No-riskt
group of few KPIs to
measure the ongoing RESEARCH
progress of your Apply to the public funding of the institution x1
center and align goals Apply to the public funding of the institution x2
Start negotiations with the institution x3

INITIATIVES
Create an open innovation competition with the institution x4
Create a conference with the institution x5
Propose a consulting project about x1

EXAMPLE: MIT Deshpande Center HELPS TO: IMPORTANT LESSON

FOR CENTERS:

ACADEMIC SOCIAL ECONOMIC

RIGOR IMPACT VALUE

MIT Deshpande Center uses holistic metrics

in the whole organization, considering Research Innovation
academic, economic and social impact Align both sides Mature Mature
(academic rigor + economic value)
to an integrated vision

Research Innovation
Young Young

9
 2 LACK OF
KNOWLEDGE SHARING

ANSWER THESE Do you know what Do your researchers know Are you sure that there is
QUESTIONS TO CHECK A your research teams B what the center’s other C no duplication among your
WHETHER YOU HAVE are investing time in? researchers are doing? center’s research projects?
THIS PROBLEM:
STAGE 1: RESEARCH

BEST SOLUTION
2 PRACTICE: TO THIS PROBLEM:

MAP Interest vs. profesor Professor/researcher Total

RESEARCHERS'
INTERESTS Synergies between
Identifying and 1 2 3 4 5 6 7 research projects

connecting the focus

of researchers in a
research map, which
illustrates on a single
page the interests of
each researcher and
of the center
Alliances / Joint ventures
Behavioral finance
Corporate entrepreneurship
Corporate governance/finance/financial anaysis
Electronic market
Entrepreneurial finance

Innovation
International business/globalization

EXAMPLE: Roche HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Hoffmann - La Roche uses a knowledge map - a

directory that points people who need knowledge to Identify synergies Reduce the cost Improve the
the places where it can be found. It has three parts: between research of duplication assignment of
First, a question three for each question that must be projects project needs Research Innovation
answered (e.g., to receive drug approval). to research interests
Mature Mature
Second, each question points users with knowledge
in those areas.
Thirdly, there are set of guidelines that instruct Recognize Improve the Increase networking
knowledge providers as to when and with whom collaborations research strategy opportunities among
they should be sharing their knowledge. with non at the center level researchers Research Innovation
Lastly, a best-practice repository academic units within the institution Young Young

10
 3 LACK OF
NON ACADEMIC EXPERIENCE

ANSWER THESE Do you lack either the Do you find it difficult to assess the
QUESTIONS TO CHECK A academic or business B potential economic impact that a
WHETHER YOU HAVE expertise for your strategy? project may have on the industry?
THIS PROBLEM:
STAGE 1: RESEARCH

BEST SOLUTION
3 PRACTICE: TO THIS PROBLEM:

ADD A GREAT TEAM OF Great advisors with a lot of experiences and expertise complement
ATTRACT ADVISERS TO HELP THE MISSION the skills. Advisors guide to help avoid mistakes and to expand the
network of investors, partners and/or clients
AN ADVISORY
BOARD Some benefits of the advisory board
Attract and recruit Designing the research roadmap
an international Ensuring sustainability planning
advisory board Positioning the internal knowledge in the market
Referring to partnership
Supporting internships
Assessing technology
Understanding the value proposition to industry
Preparing candidates for research in the industry
Enhacing technical capabilities
Assessing the market

0% 10% 20% 30% 40% 50% 60%

EXAMPLE: Cornell Tech HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Cornell Tech recruited a professional investor Have a pool of new ideas for better
with research experience to increase the connection with market need
Research Innovation
number of spin-offs from research projects Mature Mature
and to assess built projects involving the
institution’s faculty and business units
Identify and give visibility to
how those initiatives affect the
external and internal ecosystem
Research Innovation
Young Young

11
 4 LACK OF
ACADEMIC EXPERIENCE

ANSWER THESE Is your executive team failing to Is it difficult for your Has the academic rigor
QUESTIONS TO CHECK A understand the preferences and B executive team to handle C of your publications
WHETHER YOU HAVE mindset of the institution’s academics? academic environments? declined recently?
THIS PROBLEM:
STAGE 1: RESEARCH

BEST SOLUTION
4 PRACTICE: TO THIS PROBLEM:

USE
PROFESSIONAL
RECRUITMENT 1 SPECIALIZE
THE LEADERSHIP
2 CONSIDER PARTNERING
WITH PROFESSIONAL
Use a professional ROLE INTO TWO RECRUITMENT FIRMS
recruitment and
consider splitting To fill a talent gap for a weakness
the leadership in two

Academic Executive
Director Director

EXAMPLE: Knowledge Circle of Amsterdam HELPS TO: IMPORTANT LESSON

FOR CENTERS:

The Knowledge Circle of Amsterdam meets Identify and recruit potential directors
regularly to formulate and propose ideas for
KNOWLEDGE enhancing knowledge based development. Research
Mature
Innovation
Mature
CIRCLE OF “After hours clubs in New York City can also be
considered as a consensus space, providing
Increase the quality of the process,
avoiding internal biases (in same cases)
AMSTERDAM venues for artists, fashion designers, and other
creative individuals to develop new projects Ensure that someone will keep the academic
across arts and fashion” research institutions rigor and the financial sustainability
Research Innovation
Young Young

12
CONCLUSIONS
STAGE 1: RESEARCH

2 SYMPTOMS ARE YOU EXPERIENCING A ARE YOU FACING A DECREASE

OF BROKEN DECLINE IN RESEARCH QUALITY? IN ECONOMIC PROFITABILITY?
INNOVATION

LACK OF LACK OF LACK OF

4 CAUSES 1 NON HOLISTIC 2 KNOWLEDGE 3 NON ACADEMIC 3 ACADEMIC
OF FAILURE PRIORITIZATION SHARING EXPERIENCE EXPERIENCE

INDICATORS INTERCONNECTION LEADERSHIP RIGOR

Too much emphasis Don’t know what Sometimes directors Shortage of work
to a particular criteria, other teams are doing. come from a already published
either academic or Work duplication and non academic in top academic
economic no synergies background journals

1 2 3 3

BEST Prioritize Map Attract Use

research with researchers' an advisory professional
PRACTICES holistic KPIs interests board recruitment

13
STAGE 2
TRANSFORMATION
STAGE 2

14
7
 STAGE 2
TRANSFORMATION
STAGE 2: TRANSFORMATION

2 SYMPTOMS ARE YOU GETTING ARE YOU GETTING

OF BROKEN 1 PRODUCTS NO ONE 2 OUTDATED PRODUCTS?
INNOVATION WANTS TO BUY?

Assuming what the market needs, Following exactly what the market says that
without validating what the market actually wants it currently needs, without taking into account
what the market will desire in the future

4 CAUSES IGNORANCE OF LACK OF TEAMS LACKING UNCOACHABLE

5 6 7 ACADEMIC OR 8
OF FAILURE MARKET NEEDS BUSINESS VISION EXECUTIVE PROFILES RESEARCHERS

15
 1 IGNORANCE OF
MARKET NEEDS
STAGE 2: TRANSFORMATION

ANSWER THESE Do you have Do you lack market traction when Do your competitors
QUESTIONS TO CHECK A products that no B you reach the commercialization C identify market opportunities
WHETHER YOU HAVE one wants to buy? stage of your discoveries? before you do?
THIS PROBLEM:

BEST SOLUTION
1.1 PRACTICE: TO THIS PROBLEM:

MAP DESIGN THINKING IS A

MARKET CUSTOMER-CENTERED APPROACH
NEEDS
Use a market map
to identify the needs
of potential partners
with design thinking
to increase the CUSTOMERS MARKET NEEDS ACTIONABLE INSIGHTS RAPID ITERATIONS
chances to have their
interest Identify customers Understand and translate market Prototyping allows researchers RESULT:
who may use the needs into actionable insights to make rapid iterations and NEEDS
invention subsequently adapt and learn GATHERED
from what does not work

EXAMPLE: Ideo HELPS TO: IMPORTANT LESSON

FOR CENTERS:

IDEO, a global design company that creates

Research Innovation
positive impact through design and applies Learn how researchers should explain Mature Mature
this concept in their research processes their discoveries, gaining outside’s perspective

Research Innovation
Young Young

16
 1 IGNORANCE OF
MARKET NEEDS
STAGE 2: TRANSFORMATION

ANSWER THESE Do you lack market Do your competitors

QUESTIONS TO CHECK A Do you have products that B traction when you reach C identify market opportunities
WHETHER YOU HAVE no one wants to buy? the commercialization before you do?
THIS PROBLEM: stage of your discoveries?

BEST SOLUTION
1.1 PRACTICE: TO THIS PROBLEM:

PROFILING PARTNERS VERIFYING NEEDS IDENTIFYING COMPANIES

MAP Which type of companies • Check databases that analyze the weeknesses of companies/sectors Contact those businesses to validate the
MARKET you think would pay for the • Review the strategic/annual plan of companies model, trying to discover their pain points
NEEDS discoveries or knowledge assets • Spend time with companies' executives in casual conversations

Use a market map 1 MARKET MAP 2 RESEARCH MAP

to identify the needs
INDUSTRIES RESEARCHERS
of potential partners

Manufacturing
with design thinking
Manufacturing

Engineering

Engineering
Company 4
Company 2

Company 3

Company 6
Company 5

Company 7

Company 8
Health care

Health care
Company 1

to increase the TOTAL TOPICS TOTAL

1 2 3 4 5 6 7 8

Banking

Banking
chances to have their
interest
2 Topic 01 3
0 Topic 02 6
3 Topic 03 3
1 Topic 04 2
1 Topic 05 3
3 Topic 06 1

EXAMPLE: Barcelona Supercomputing Center HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Barcelona Supercomputing Center,

constantly analyzes what are the market Research Innovation
needs of the market through a specific Learn how researchers should explain Mature Mature
team and works the internal research their discoveries, gaining outside’s perspective
development, finding matching

Research Innovation
Young Young

17
 1 IGNORANCE OF
MARKET NEEDS

During research processes, Do you exceed the estimated

STAGE 2: TRANSFORMATION

ANSWER THESE Are the results of your do your interviewees not budget of your projects or
QUESTIONS TO CHECK A research projects B want to repeat the process C increase the analysis sample
WHETHER YOU HAVE irrelevant to the market? because you take up too to a size that does not change
THIS PROBLEM: much of their time? the conclusions?

BEST SOLUTION
1.2 PRACTICE: TO THIS PROBLEM:

FOLLOW THE LEAN RESEARCH PRINCIPLES

FOLLOWING
LEAN RESEARCH
PRINCIPLES
To maximize LEARNING TESTING COST
your learning speed
and minimize
your testing cost
TEST THE HYPOTHESES SHORT FEDDBACK LOOPS
By asking the interviewr if they would like to
Is important because great If not you could invest include any additional thing, and after
work is frequently achieved an enormous amount collected and analyzed pivot your prototype
via quick iteration, repeating of time and money in
the formulation and testing a project that might FAILING QUICKLY
of smaller hypotheses to not go anywhere
achieve a bigger goal Allows to understand your problem
and continually evolve set of facts

EXAMPLE: MIT HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Lean research has been championed Make the commercialization Research Innovation
Mature Mature
by faculty and researchers at MIT D-Lab stage easier

Research Innovation
Young Young

18
 2 LACK OF
BUSINESS VISION
STAGE 2: TRANSFORMATION

ANSWER THESE How easy is it for your research

Do you have researchers who Does your research team team to network with the industry
QUESTIONS TO CHECK A lack business knowledge or B invest too much time in C to gather data, invite guest
WHETHER YOU HAVE commercialization experience? non academic issues? speakers and disseminate their
THIS PROBLEM: discoveries?

BEST SOLUTION
2 PRACTICE: TO THIS PROBLEM:

COMPLEMENTING
KNOWLEDGE Connect
TRANSFER individuals from:
SERVICES
Complement skills
Identify and mix the skills
and resolve the from the beginning
problem of lack of
knowledge in specific RESEARCH COMPANIES EDUCATIONAL TO ACCELERATE THE
areas related to DEVELOPMENT INSTITUTIONS PROCESS AND AVOID
transforming the LABS CONFLICTS OF INTEREST
discovery into
an invention

EXAMPLE: Harvard Innovation Lab HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Optimize the time invested Create prototypes

Harvard Innovation Lab offers services to the by researchers (by leveraging to conduct user or
Harvard community such as coaching through complementary skills) commercialization testing Research Innovation
entrepreneurs in residence, investors in residence, Mature Mature
legal partners, visiting practitioners, experts, etc.

Ensure a product-market Engage with

fit prior to a formal launch the potential market
Research Innovation
Young Young

19
 3 TEAMS LACKING ACADEMIC
OR EXECUTIVE PROFILES
STAGE 2: TRANSFORMATION

ANSWER THESE Do researchers and executives

QUESTIONS TO CHECK
WHETHER YOU HAVE
THIS PROBLEM:
Are your teams formed understand each other in
A of only academics or only B
terms of language, performance
non academics? metrics, timing, and mindsets?

BEST SOLUTION
3 PRACTICE: TO THIS PROBLEM:

MIXING PHDS DIVERSE TEAMS DIVERSE BACKGROUNDS

AND MBA TEAMS
Having diverse teams Academics Executives
of executives and with PhDs with MBAs Gender Ethnical Geographical
academics enhances
having rigor
and relevance

Some centers incorporate “Hybrid profiles”: Ex.: gender diverse and ethnically diverse
people with both MBA and a PhD: understand organizations are 15 and 35% more likely,
the “language”, concept and goals of both sides to financially outperform those that are not

EXAMPLE: Deutsche Telekom Laboratories HELPS TO: IMPORTANT LESSON

FOR CENTERS:

During this collaboration the two Increase performance

partners included hybrid profiles who Research Innovation
had a natural interest in the application Mature Mature
of work oriented toward R&D and who Have a noticeable impact in
understood both the academic and academic research centers in
practitioner environments translating discoveries to inventions

Research Innovation
Young Young

20
 4 UNCOACHABLE
RESEARCHERS
STAGE 2: TRANSFORMATION

ANSWER THESE
QUESTIONS TO CHECK A
Do your researchers welcome B
Do they follow the C
Are they aligned with the
WHETHER YOU HAVE and follow your suggestions? research center’s strategy? center’s vision and mission?
THIS PROBLEM:

BEST SOLUTION
3 PRACTICE: TO THIS PROBLEM:

MEASURE THE
ABILITY TO BE
COACHABLE
Include the indicator RECRUIT MENTOR YOUR
“coachable” in the
recruitment, COACHABLE RESEARCHERS
evaluation, and RESEARCHERS
incentive scheme Ensure that researchers Educate and guide research teams
of your researchers can be coached and aligned during the transformation stage, help them
to increase the to the strategy of the center to progress and figure out what to do
likelihood of
commercialization
SELECT WHO WILL LISTEN BE AVAILABLE TO GUIDE
TO MENTOR'S SUGGESTIONS THE RESEARCH TEAM

EXAMPLE: Johns Hopkins University HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Johns Hopkins University staff

former venture capitalists. Research Innovation
Its mission is to support the faculty as Be aligned and avoid duplicity Mature Mature
they think about, prepare, and advise
on the opportunity for commercialization
of Hopkins technologies

Research Innovation
Young Young

21
CONCLUSIONS
STAGE 2: TRANSFORMATION

2 SYMPTOMS ARE YOU GETTING PRODUCTS ARE YOU GETTING

OF BROKEN NO ONE WANTS TO BUY? OUTDATED PRODUCTS?
INNOVATION

TEAMS LACKING
4 CAUSES 1 IGNORANCE OF 2 LACK OF 3 ACADEMIC OR 4 UNCOACHABLE
OF FAILURE MARKET NEEDS BUSINESS VISION EXECUTIVE PROFILES RESEARCHERS

INFORMATION CONTEXT DIVERSITY MENTORING

Ineffective evaluation Academics specialized
of the product-market on research, occasionally
fit create this lack knowledge in areas
misalignment outside their research
focus
Misalignments in Unaligned groups
academic needs of academics
(eg., consultant) grouped together
or market priorities
(eg., researchers)

1 2 3 4

BEST Mapping Complementing Mixing PhDs Measure the

knowledge and MBA teams ability to be
PRACTICES market needs transfer services coachable

Following
lean research
principles

22
STAGE 3
COMMERCIALIZATION
STAGE 3

23
7
 STAGE 3
STAGE 3: COMMERCIALIZATION

COMMERCIALIZATION
2 SYMPTOMS ARE YOU FINDING IT ARE YOU HAVING MORE
OF BROKEN 1 DIFFICULT TO MONETIZE 2 TROUBLE GETTING ACCESS
YOUR KNOWLEDGE TO INDUSTRY DATA AND
INNOVATION NETWORKS?
ASSETS?

You are probably doing only research collaborations, You are probably seen as a furtive sales researcher
with industry, to nurture your research

UNCLEAR LACK OF
9 BUSINESS MODEL 10 LACK OF BRAND 11 EXPERIENCED 12 UNCLEAR VALUE
PROPOSITION
RESEARCH TEAM
8 CAUSES
OF FAILURE
NON ACEPTANCE
13 DISPROPORTIONAL
RESEARCH TEAM 14 INTERNAL POLITICS
AND BUREAUCRACY 15 OF GENERATED 16 LACK OF
PUBLIC FUNDING
RESEARCH RESULTS

24
 9 UNCLEAR
BUSINESS MODEL
STAGE 3: COMMERCIALIZATION

ANSWER THESE Don’t you know Are your research Are you seen as
collaborations a furtive research Do you find it difficult
QUESTIONS TO CHECK A how to monetize B only a matter of C D to sustain long-term
WHETHER YOU HAVE your inventions? seller by other
gathering data? stakeholders? collaborations with industry?
THIS PROBLEM:

BEST SOLUTION
9.1 PRACTICE: TO THIS PROBLEM:

DESIGN A
COLLABORATIVE THE 12 MOST COMMON
BUSINESS MODEL BUSINESS MODELS IDENTIFIED ARE:
Understand the
possible benefits
of each actor (i.e.,
government, industry 9.1.1 9.1.2 9.1.3 9.1.4
or university). Short-term Medium-term Long-term Internal
Then design a external external external contracting through
win-win collaboration contracting contracting contracting transfer pricing
that generates
mutual benefit

9.1.5 9.1.6 9.1.7 9.1.8

Freemium Technology
Research Creation
product/ transfer by
licensing of spin-offs
service public funding

9.1.9 9.1.10 9.1.11 9.1.12

Short-term Long-term
The search The consultancy
marketing marketing
model joint venture
collaboration collaboration

25
 DESIGN A
9 UNCLEAR 9.1
BEST
PRACTICE: COLLABORATIVE
BUSINESS MODEL BUSINESS MODEL
STAGE 3: COMMERCIALIZATION

NAME BUSINESS MODEL EXAMPLES:

Contract fee
Every year, HP solicits ideas
9.1.1 (university, from academics on selected
government
research topics. With the aim
Short-term agency or
corporation) BENEFITS of building new research
external EXCHANGES
collaborations, in exchange
contracting INSTITUTION RESEARCH It is important to of modest grants.
CENTER keep the research
Research or aligned with what
Spot a problem that consultancy 3 Undertake an is relevant for a HP receives 500+ proposals
1 client to implement per year, selecting 10% of
need to be solved ad-hoc research
project or consultancy them on the basis of its own
Identify a research for a fee needs
2 center that best fit AD-HOC
the challenge

Contract fee These collaborations are done by:

research centers at universities,
9.1.2 (university,
government
governments and corporations such as:
Medium-term agency or
corporation) BENEFITS
external EXCHANGES Banking:
Deutsche Bank Research
contracting INSTITUTION RESEARCH The company is
CENTER aware in advance
Media:
Research or of the amount
of projects that The Economist
1 Spot a problem that consultancy 3 Undertake a Group Intelligence Unit
need to be solved planned research research center is
project or consultancy going to execute
Identify research for a fee Technology:
2 centers that best fit PLANNED Jigsaw
the challenges
Consulting:
A.T. Kearney Global
Business Policy Council

Provide funding, new equipment,

access to data Joint venture by Google
9.1.3 and PwC in 2014.
(university,
Long-term government
external agency or
corporation) BENEFITS The two companies
EXCHANGES agreed to share their core
contracting In this case the
INSTITUTION RESEARCH research center is capabilities to bring further
CENTER more involved with innovation to industry by
the corporation:
Research
strong relations
leveraging PwC’s business
1 Spot a problem that capabilities 3 Undertake a sustained
with executives insights along with Google
need to be solved research project
for a comission
and gain a better tools and using PwC’s
understanding analytical acumen
Identify a research
2 center that best fit SUSTAINED
the challenge

26
 DESIGN A
9 UNCLEAR 9.1
BEST
PRACTICE: COLLABORATIVE
BUSINESS MODEL BUSINESS MODEL
STAGE 3: COMMERCIALIZATION

NAME BUSINESS MODEL EXAMPLES:

General Electric (GE) has six

9.1.4 research centers worldwide.
Contract fee
The centers internal
Internal investments in it’s aviation
contracting plant, in Vermont, have
through BENEFITS These created manufacturing
EXCHANGES collaborations are
transfer pricing beneficial to the capabilities.
INTERNAL INTERNAL institution because
BUSINESS UNIT RESEARCH it preserves the A $75 million investment
Research or consultancy CENTER budget internally in the plant led to more
than $300 million in
PLANNED engine-production savings
(corporation
or university)
INSTITUTION

Premium fee
Noam Wasserman, the
9.1.5 founding director of the
University of Southern
Freemium (corporation
or university) Free features California’s initiative used
product/ this model to gather data
service INSTITUTION RESEARCH This tool serves from founding teams of
CENTER as a diagnostic
start-ups
Premium features to identify growth
2 Get access to some 1 Provide products opportunities for
products or services or services to the clients or can be
offered by the institution. used to diagnose
research center for Free features might incluide In parallel can help potential pitfalls
free of charge or a tool, an index or a to obtain data from
paying for premium benchmark of metrics those companies

License fee
SAP traditionally followed a
9.1.6 business model that involved
(university,
Research government receiving a licensing fee up
licensing agency or
corporation) BENEFITS front for its software and
EXCHANGES then an annual fee of 17-18%
With the licensing
INSTITUTION RESEARCH contract, the of the original license fee for
CENTER research institute upgrades and maintenance
Licensing of and the company
technology brought two
Use the knowledge Provide knowledge
technologies
of the research for a fee
together to form
center
and commercialize
one product

27
 DESIGN A
9 UNCLEAR 9.1
BEST
PRACTICE: COLLABORATIVE
BUSINESS MODEL BUSINESS MODEL
STAGE 3: COMMERCIALIZATION

NAME BUSINESS MODEL EXAMPLES:

Funds Research transfer
The National Aeronautics
9.1.7 and Space Administration
(NASA) has documented
Technology over 1,600 such technology
transfer by transfers in its spin-off
public funding GOVERNMENT RESEARCH CORPORATION The government magazine since its first
enhances the
CENTER innovation level in edition in 1976
Bids corporations by
boosting the
technology transfer
1 Call for public 2 Submit an 4 Receive process in research
funding (e.g., application knowledge institutions
postdoctor researchers) from research
center
Approve a proposal
3 of a research center

The research enter transfer the

1 result to a new firm: SPIN-OFF Cyclotron Road, launched
9.1.8 2 The research center deals in 2014, aims to identify
with a venture capital firm and support innovators of
Creation Capital Founding Two options: a researcher leaves advanced energy
of spin-offs 3
NEW
the company or deals with the technology, providing
venture capital firm It is important the them with the tools, capital,
COMPANY knowledge transfer
for supporting and partners needed to
Equity dividends Research leaves spin-offs to achieve commercialize their
a successful technologies
transition

Agreement
VENTURE FOUNDER RESEARCH
CAPITAL CENTER
Endowment

Fee Fee Roche incorporated an

9.1.9 emerging role in research
The search centers at corporations “the
model (university scouter” that connects new
or corporation)
The external opportunities with business
searcher has a lot lines
INSTITUTION RESEARCH CONTRACT of connections and
CENTER SEARCHER experience in one
New particular industry.
emerging Ad-hoc research Identify She knows the
role
or consultancy institution decision-makers
in that industry

A person within the institution

SCOUTER who maps the innovation ecosystem
and attracts new opportunites

28
 DESIGN A
9 UNCLEAR 9.1
BEST
PRACTICE: COLLABORATIVE
BUSINESS MODEL BUSINESS MODEL
STAGE 3: COMMERCIALIZATION

NAME BUSINESS MODEL EXAMPLES:

Collaboration between
9.1.10 Columbia Business School's
faculty and PwC's Strategy
The consultancy PARTNERS & (the former Booz &
joint venture Company) in joint
RESEARCH CONSULTING This model is dissemination initiatives
CENTER FIRM common among
young research
To disseminate knowledge centers that lack the
generated in the research center internal infrastru-
cture to execute
Attract opportunities from industry specific projects or
mature centers that
Both invest: time and money want to scale the
attraction of
opportunities

Fee
(university,
government
The National Science
9.1.11 agency or Foundation’s Engineering
corporation)
research centers reported in
Short-term 2012 that, among their 20
marketing INSTITUTION RESEARCH associated centers, industry
collaboration CENTER Benefit membership ranged from
to the institution:
Funds a project
With this
Create specific seven to 47 companies per
1 3 the institution 2 center (averaging 23%)
gain visibility marketing opportunities 1. Access to new
idea/technology
Research 2. Access to
centers faculty
2.2 2.1 3. Network with
Publish newsletters other industries
MASS EVENTS & Visit to industry & research center 4. Access to facilities
PUBLIC REPORTS Websites, video, workshops 5. Employing
Meeting alumni in the industry
center’s graduates
Attend and read

Funds
Faculty chairs at Duke
9.1.12 (corporation University in North Carolina
or university)
Long-term can be established for
marketing between $1 million and
INSTITUTION RESEARCH $5 million depending on the
collaboration CENTER The focus is that the
audiences associate sponsored profile, from a
A firm is building
With this
Capture audience
the firm with visiting professor to the dean
1 3 the institution 2 attractive or socially
incrementally a brand gain visibility worthwhile research

2.1
EVENTS &
MEDIA ELITES MASS REPORTS
PUBLIC

Attend and read

29
 10 LACK OF
BRAND
STAGE 3: COMMERCIALIZATION

ANSWER THESE Do you lack a Are you unable to Are you consolidated
QUESTIONS TO CHECK A recognizable brand or B attract industry partners C but want to extend your
WHETHER YOU HAVE experienced researchers? for collaborations? institution’s brand?
THIS PROBLEM:

BEST SOLUTION
10.1 PRACTICE: TO THIS PROBLEM:

WRITE MEDIATIC
REPORTS WITH leverage existing POSITIONED
COMPLEMENTARY THE INSTITUTIONS
BRANDS RESEARCH OR COMPANIES
CENTER
A quick way to
Collaborate with those brands to leverage
establish a brand research or dissemination capabilities
is to use brand
architecture by
leveraging other
big brands
Regarding the high costs Opportunities to increase the
of a publication: the creation
CROWDSOURCE PARTNER WITH impact of brand awareness in other
of results + cost of researchers +
EXTERNAL OR A FIRM, E.G.: geographies and give the knowledge
writing the results of the research +
STAKEHOLDERS CONSULTANCIES created greater outreach
publishing + distribution

EXAMPLE: Opinno HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Opinno uses a partnership to disseminate

in Latin America and Spain the 10 most Research Innovation
breakthrough technologies of the year Disseminate the knowledge and content Mature Mature
(among other tech-related findings)
according to the MIT Technology Review
Increase the brand awareness of the center

Research Innovation
Young Young

30
 10 LACK OF
BRAND
STAGE 3: COMMERCIALIZATION

ANSWER THESE Are you creating more Are your researchers unaware of who
QUESTIONS TO CHECK A value than the value B to contact within your organization to
WHETHER YOU HAVE perceived by the non maximize the impact and outreach of
THIS PROBLEM: academic market? their research results?

BEST SOLUTION
10.2 PRACTICE: TO THIS PROBLEM:

RETHINK YOUR
COMMUNICATIONS
Create a clear and
scalable process of
internal and external
communications that
maximizes the value
proposition offered
to media
3 PRINCIPLES IDENTIFIED TO
OPTIMIZE THE OUTREACH OF RESULTS:
01 MAP
FUNCTIONS
Who I have to contact
when I have to do
something related to
communication. Then give
this map to each researcher
“WHO SHOULD
I CONTACT IF I ... ?”
02 REDEFINE
PROCESSES
IN CASCADE
03 REJECTION
RATE FOR
ARTICLES
Communication units of research centers were Give specific pieces of
sometimes unconnected internally. Two people information to a very
were doing almost the same task, talking with the segmented type of journalist,
same external contact or using only a few channels based on her interests.
to communicate. However, a cascade process
leverages your internal structure to maximize Generate internal CRM with all
the external impact. E.g.: journalists segmented by topic
of interest and geographic
areas: know to whom
specifically you should write

DISCOVERY PRESS SPECIALIZED CONFERENCE SOCIAL

RELEASE MAGAZINE NETWORKS

EXAMPLE: University of Michigan HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Centers at University of Michigan are

already applying these principles, getting Increase the communication impact
of the knowledge generated Research Innovation
best practices from the tool kit that the Mature Mature
university shares among research units
Solve the problems of work
in external communication silos

Research Innovation
Young Young

31
 11 LACK OF EXPERIENCED
RESEARCH TEAM
STAGE 3: COMMERCIALIZATION

ANSWER THESE Is your center too young

QUESTIONS TO CHECK A to attract funding or ad B
Do you lack internal
WHETHER YOU HAVE hoc research contracts? research capability?
THIS PROBLEM:

BEST SOLUTION
11 PRACTICE: TO THIS PROBLEM:

PARTNER WITH
RECOGNIZED THE partner with
PROFESSORS RESEARCH PROFESSORS
To improve your CENTER
research capabilities Leverage external brands by
by partnering with creating awards for top researchers
researchers who
are renowned

RESEARCHERS OR LONG-TERM
E.g.: the submissions of a COLLABORATIONS
proposal to obtain public funds
E.g.: create long-term research
projects, or a series of lectures

EXAMPLE: IBM Faculty Awards HELPS TO: IMPORTANT LESSON

FOR CENTERS:

The IBM Faculty Awards, support basic research,

curriculum innovation, and educational assistance in
specifc focus areas. The program is intended, firstly,
to foster collaboration between researchers at leading Research Innovation
Have more credibility Mature Mature
universities worldwide and those in IBM research, and gain initial traction to the market
development, and services organizations. Second, to
promote innovation to stimulate growth in disciplines
and geographic areas that are strategic to IBM
Research Innovation
Young Young

32
 12 UNCLEAR VALUE
PROPOSITION
STAGE 3: COMMERCIALIZATION

ANSWER THESE Does the market fail to Do you lack a network Do you have a technology that
QUESTIONS TO CHECK A understand what you are B for university-industry C generates value of which your
WHETHER YOU HAVE doing in your research center? collaborations? customers fail to perceive?
THIS PROBLEM:

BEST SOLUTION
12 PRACTICE: TO THIS PROBLEM:

Translate into
LECTURE
TRANSLATING
RESEARCH
01
INTO IMPACT PERIODIC LECTURES Research Qualitified
TO INDUSTRY LEADERS results impact
To have clearly
identified the benefits In these lectures, professors with experience in
to a potential client industry–university collaboration or the director of the
technology-transfer unit, would explain the implications
and applications of the research projects, explaining the
value propositions via quantified value and success cases

02
INCLUDE SERIES OF Industry proffesionals invited to the center for
INDUSTRY SPEAKERS speaking engagements, followed by a meeting with
center’s faculty and a look at the center’s facilites

EXAMPLE: MIT Technology Review HELPS TO: IMPORTANT LESSON

FOR CENTERS:

MIT Technology Review have a magazine that

shares insights from faculty (and other experts) Raise the awareness and Research Innovation
to equip its audiences with the intelligence to visibility of the research center Mature Mature
understand a world shaped by technology
Network with other industry members
during or after the speaking session
Research Innovation
Young Young

33
 13 DISPROPORTIONAL
RESEARCH TEAM
STAGE 3: COMMERCIALIZATION

ANSWER THESE Do you have a recognized Have you talked already with all the big players
QUESTIONS TO CHECK A and renowned research B in the sector in which you are specialized and did
WHETHER YOU HAVE center but lack industry not know how to keep your business-to-business
THIS PROBLEM: collaborations? (B2B) customer portfolio growing?

BEST SOLUTION
13 PRACTICE: TO THIS PROBLEM:

ADAPT
TEAMS SIZE
In some ecosystems,
the majority of
enterprises are small
or medium and
doesn't have
specialized resources
to work with complex METRICS ARE MAXIMIZED IMPORTANT: BARRIERS
research teams. Project Indexed When the size of the research Consider the relevant industry’s are generally caused by
Adapting the size Funding Papers team is between two and characteristics when designing the center’s internal
of those can smooth three researchers, according the internal structure of the politics and bureaucracy
the collaboration to several studies research center and the research
teams

EXAMPLE: Several Spanish Research Centers HELPS TO: IMPORTANT LESSON

FOR CENTERS:

In Spain, 99.9% of local industry is composed of small

and medium-sized enterprises (SMEs). The budget,
SPANISH expertise, and internal structures of these companies Research Innovation
RESEARCH are unable to absorb large research teams. For instance, Improve the easiness of collaborating with SMEs Mature Mature
CENTERS SMEs might not have enough budget or they
might lack the internal knowledge to talk with the
research center’s experts or absorb the center’s discoveries

Research Innovation
Young Young

34
 14 INTERNAL POLITICS
AND BUREAUCRACY
STAGE 3: COMMERCIALIZATION

ANSWER THESE Are you designing a strategic plan Are you going to implement a new commercialization
QUESTIONS TO CHECK A without taking into account the B initiative but you do not know which stakeholders in
WHETHER YOU HAVE vision and mission of your research your institution should approve the proposal or
THIS PROBLEM: center? whether you should ensure their buy-in?

BEST SOLUTION
14 PRACTICE: TO THIS PROBLEM:

MAP DECISIONS GAINING AN UNDERSTANDING OF THE ORGANIZATION

MAKERS AND Taking into account 3 considerations:
THEIR KPIS
Understand the
mind-set of the
01 02 03
researcher or RESEARCH MAP KPIS RESEARCH PYRAMID
executive with Used to identify Of the stakeholders To identify the characteristics
whom you are sitting their research interests (also preferences) of their roles and to understand
the mind-set of each researcher
Identify what those KPIs,
those unwritten rules, are:

Difference between: Keep in mind the seniority of the research: Have a network map of your institution,
• Academics roles: KPIs related • Young: focused priorities in publishing know the key decision-makers (then you
to academic indicators • Senior: diverse indicators (less pressure could focus explanation of initiatives of
• Executives roles: economic indicators in publishing) what they value more)

EXAMPLE: Merck HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Merck introduced a scouting organization within the

Word Wide Licensing and Knowledge Management
group, growing from 11 to 65 employees in 2011. Research Innovation
It is a team that generates novel opportunities for Increase the chances get initiatives approved internally Mature Mature
the company, developing connections with Merck’s
internal research units and with outside partners
such as entrepreneurs and venture capital firms

Research Innovation
Young Young

35
 15 NONACEPTANCE OF GENERATED
RESEARCH RESULTS
STAGE 3: COMMERCIALIZATION

ANSWER THESE Have you delivered the results Have you been involved Do you usually exceed
QUESTIONS TO CHECK A of an ad hoc research project B in a research project with C the initial budget of ad hoc
WHETHER YOU HAVE but it has not been approved? very undefined end-date? research projects?
THIS PROBLEM:

BEST SOLUTION
15 PRACTICE: TO THIS PROBLEM:

PRE-SELL MISALIGNED
YOUR SOLUTION PREFERENCES
RELEASE CYCLE: Long RELEASE CYCLE: Short
Align PREFERENCES: Academic PREFERENCES: Economics
industry–university RESULTS: Theorical UNIVERSITY INDUSTRY RESULTS: Applicable
collaboration

TO ALLIGN THIS
COLLABORATION
01 02
DEFINE CLEAR PRE-SELL
STRATEGY & LISTEN RESULTS
Detailed deliveries, timings and Before the final delivery
scope to avoid any misalignment Meet and talk regularly

EXAMPLE: Audi + Technical University of Munich HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Audi proposed a strategic collaboration with the

Technical University of Munich (TUM), through the
Research Innovation
establishment of a research institute near Audi Solve problems of ad hoc research projects Mature Mature
headquarters that would support more than 100 Ph.D.
students working on technology and innovation
issues vital to Audi’s competiveness

Research Innovation
Young Young

36
 16 LACK OF
PUBLIC FUNDING
STAGE 3: COMMERCIALIZATION

ANSWER THESE Do you lack the experience Do you have a very low
QUESTIONS TO CHECK A and in-depth expertise to B acceptance rate of proposals
WHETHER YOU HAVE apply for public funds? for public funding?
THIS PROBLEM:

BEST SOLUTION
16 PRACTICE: TO THIS PROBLEM:

DIFFERENCE DIFFICULTY BETWEEN

BUILD A UNIT PUBLIC AND PRIVATE FUNDING
FOR RAISING
PUBLIC FUNDS
PUBLIC
To increase the SECTOR
acceptance rate

DIFFICULTY
hire a specialist Have a specialist unit of
or partner with an a few experts working on
external consultancies those funding programs
PRIVATE
They can provide templates, SECTOR
benchmarks, proposals
previously submitted by
the institution, etc.
Identify and Agree on the Apply the Extend the Prove
connect with exchange of results in the relationship the impact
potential leads goods or services organization

STEPS

EXAMPLE: Max Planck Innovation HELPS TO: IMPORTANT LESSON

FOR CENTERS:

Max Planck Innovation has set up various incubators

to validate the industrial compatibility of inventions Research Innovation
Improve the acceptance rate of public funding. Mature Mature
resulting from basic research and to achieve
closer links with industry and the market Decrease the cost or preparing proposals,
leveraging previous knowledge

Research Innovation
Young Young

37
CONCLUSIONS
STAGE 3: COMMERCIALIZATION

2 SYMPTOMS ARE YOU FINDING IT DIFFICULT TO ARE YOU HAVING TROUBLE GETTING ACCESS
OF BROKEN MONETIZE YOUR KNOWLEDGE ASSETS? TO INDUSTRY DATA AND NETWORKS?
INNOVATION

LACK OF
8 CAUSES 9 UNCLEAR 10 LACK 11 EXPERIENCED 12 UNCLEAR VALUE
OF FAILURE BUSINESS MODEL OF BRAND RESEARCH TEAM PROPOSITION

INTERNAL NON ACEPTANCE

13 DISPROPORTIONAL
RESEARCH TEAM 14 POLITICS AND 15 OF GENERATED 16 LACK OF
PUBLIC FUNDING
BUREAUCRACY RESEARCH RESULTS

9.1 10.1 11 12

BEST Design a Write mediatic Partner with Lecture translating

collaborative reports with recognized
PRACTICES business model complementary professors research into impact
brands

9.2 10.2
Align your
centers age Rethink your
and orientation communications

13 14 15 16

Adapt Map decisions Pre-sell Build a unit

teams size makers and your solution for raising
their KPIs public funds 38
Copyright© 2020 Josemaria Siota. All rights reserved. This report may not be reproduced or
redistributed, in whole or in part, without the written permission of the authors. The authors,
collaborators and partners accept no liability whatsoever for the actions of third parties in this
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Commercializing Discoveries at Research Centers. The authors, collaborators and partners
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analysis, but all information is provided without any warranty of any kind, express or implied.
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