primary care innovation consulting presentation
DESCRIPTION
general description of Primary Care Innovation Consulting philosophy and servicesTRANSCRIPT
Personalized Innovation Management, Sustainable Growth & Value Creation
Fighting the Product Development Paradigm
Total Product Life Cycle Birth to Death Expenditures
1000 Ideas 100 Trials 10 Products 1 Success + Sales Curve Patent Filed
Licensees Profits Sought Idea 0 +
Reduction to Practice
Shutdown Costs Total Expenditure/Profit Curve
Pilot Plant Marketing Starts
10+ Years
Up to $100MM
Open Innovation – a new reality
Good ideas are widely distributed today. No one has a monopoly on useful knowledge anymore.
Financial managers must play poker, as well as chess, to capture the value in false negatives.
We must manage IP in order to manage research: ◦ need to access external IP to
fuel our business model◦ need to profit from our own IP
in others’ business model
Not all of the smart people in the world work for us.
Stating The Problem
“In theory, there is no difference between theory and practice. In practice there is.” Yogi Berra.
“Not Invented Here (NIH)” syndrome
“Do not teach me how to live, better help me financially.” I. Ilf & E. Petrov. 12 Chairs.
“The probability does not work in real world; it is pay off that matters.” Nassim Taleb. Antifragility.
Is There a Solution
Need personalized, individual approach to businesses and technologies. No “one size fits all”!
Can only come from experience
Craft, not an exact science
Repeatable, reproducible track record of success
Mission Statement
We help businesses to stay healthy and grow organically – this is fundamentally different path.
Why Will It Work?Scientific/technical background and a way of thinking [MD, PhD, 13 papers in international peer reviewed journals]
Business experience across industries and geographies [clients and deals managed in US, Japan, Korea, EU, Israel, Former Soviet Union]
Connectivity and access to data and technologies – all sizes and origins [academia, SMEs, Venture communities, Fortune 500]
Experience, reputation and recognition within global innovation community [Certified Licensing Professional (CLP), Registered Technology Transfer Professional (RTTP), key note speaker, program chair, committees member]
Vendor independent approach [established relationships with recognized and regional vendors on a case by case basis]
Unsolicited Recommendations
Value AddConnectivity
Deep reach into corporate technical staffs
Access to key gatekeepers (tech transfer & tech acquisition)
Relationships with venture capital, Universities and SMEs
ConfidentialityOpportunity screening and initial discussions
Protect client name and application
ExpertiseEvaluation and communication methods
Market and buy-side knowledge
Business formation and commercialization skills
External perspectiveUnbiased evaluation and critical thinking
Global Reach = Value Proposition
Direct connections and strong business and personal reputation at:
Fortune 500
SMEs Start-ups
Universities & Research Institutions
VCs & investment groups
Entrepreneurs & Inventors
North America
✔ ✔ ✔ ✔ ✔ ✔
Asia (Japan, Korea, India, China)
✔ ✔ ~ ✔ ✔ ✔
Europe (EU) ✔ ✔ ✔ ✔ ✔ ✔
Eastern Europe
~ ✔ ✔ ✔ ✔ ✔
Former Soviet Union
~ ✔ ✔ ✔ ✔ ✔
Israel ~ ✔ ✔ ✔ ✔ ✔
Servicing Two Sides of Open Innovation
Buy Side
Innovation management
External Business development
Technology Scouting
Training
Investment &/or Acquisition Targets
Sell Side
Market Assessment
Strategy Advisement
Commercialization Assistance
Value Proposition & Market Validation
Facilitation of Licensing and Partnerships
Why Technology Scouting?
When the solution may already exist--there’s no sense in reinventing the wheel!(cost, time to market)
When having the “best” performance is critical to meet customer needs.
When you don’t want to be surprised by a competitive product introduction
Disruption Theory Practice
Sustaining Better than existing
products in market, independent of price
Incumbent (3 of 4)Same product, same value prop, same customer, same channel
Succeed
New Entrant Fail
Disruptive Compete against
non-consumption
Lower cost and worse
Incumbent Fail w/o autonomy
New Entrant Succeed
Disruption = A strategic choice
*Paraphrased from Christensen &
Raynor, The Innovator’s Solution,
Harvard Business School Press (2003)
✗
Choosing Your Battles – Technology Triage
The analysis is focused on finding obvious showstoppers to commercialization. Recommendation: “should or should NOT be continued...” KILL FAST
The key findings are: 1. Stage of Technology Development2. Intellectual Property status3. Competition: Existing Product s or Technologies Relevant4. Competition: R&D Project in the Relevant Fields5. Possible Market, Perspective and Barriers6. Preliminary Ideas on Commercialization Strategy 7. Lists of Possible Partners, Next Steps
Training and Mentorship
Small companies
Business plans competitions
Proposal review
Executive summaries and presentations
Business development support
Thought Leadership
Putting it All Together
We will find or build a missing piece of the puzzle for you.
TheTechnology
Risk capital:Investors,Strategic partners
Leadership:
Entrepreneurs,
Bus Dev
Market Needs:
Strategy,Competition,
Value proposition
Partners,Licensees,Clients…
Contact Info
Eugene Buff, MD, PhDCertified Licensing Professional (CLP)Registered Technology Transfer Practitioner (RTTP)
Primary Care Innovation ConsultingUsTech Discovery LLC
E-mail: [email protected].: +1 617-331-1982Skype: eugenebuff