USING OUR BRAINSa view from the “pointy

end”

Stephan J Wellink @ UTS

18th July 2003

The Environment

Reform in tertiary education sector

Reform in R&D sector

Globalisation

Trade issues – FTA

World events

EconomyPressure to demonstrate “the clever economy”

Using Our Brains in Research Business

To match R&D

expertiseexpertise and

creativitycreativity with

expertiseexpertise and

creativitycreativity in

Commercialisation

Using Our Brains - International Innovation

• DevelopDevelop• ImportImport• CatalystCatalyst• MaintainMaintain• ShareShare• TransferTransfer

{{ }}TECHNOLOGYTECHNOLOGYLEADERLEADER

TECHNOLOGYTECHNOLOGYMANAGERMANAGER

R&D dialogue & transactions

Non-Commercial Transfer seminars/field workshops informal contacts publications secondments staff exchanges and training

Commercial Transfer collaborative research contract research consulting licensing and sale of IP technical services New Company Generation direct spinoffs indirect spin-offs technology transfer companies

Public Funded Research

Market

R & D Pipeline

Market Driven Research

OpportunityOpportunitygeneratedgeneratedby trendby trend

TechnologyTechnologyto realiseto realisetrendtrend

CoreCorecompetenciescompetenciesto developto developtechnologytechnology

TrendTrend

Two Big Business Issues

Pace and direction of change

“Triple bottom line”Delivery against economic, environmental and social considerations

Partnerships

R & D Agency

•Creativity

•Multidisciplinary skills

•New Technology

Company

•Market access

•Finance

•Networks

Existing Companies

Improved performance through new products and processes

New enterprise creation

Spin offs &

joint ventures Markets Consumers

+

•Both change

•Both share benefits beyond transaction

•Boundaries altered

•Some business system elements merged

Critical Success Factors?With thanks to Ross Fowler – CEO Alcatel Australia

Have a clear strategic purposeFind a fitting partner - common vision, cultural, trust, relationshipSpecialise - each party must do what they do bestCreate incentives for cooperationManage conflictsShare informationDevelop intimacy - eg: exchange personnelOperate with long term visionBe flexibleShare risk equitablyDeliver best of breed Provide logistics support

The Alcatel- UTS Experience(with thanks to Ross Fowler, Alcatel Aust)

UnderstandingUnderstanding

MutualRelevance

MutualRelevance

BroadEngagement

BroadEngagement

ExecutiveCommitment

ExecutiveCommitment

ExplorationExploration

EvolutionEvolution

A Three Year PathA Three Year Path

University IP

Resmed$3 billion company, $280m sales p.a. sleep apnoea treatment, (U Syd, 1980)Australian R&D and manufacturing

Cochlear - $1.8 billion company, sales of $220m

- cochlear implants (U Melb 1978) - international company , Australian R&D Memtec

Australian company sold it to US Filter in 1997 for $660mMembrane technologies (UNSW/Baxter)1800 staff, >80% sales abroad

                                                      

aXcess Car

The aXcessaustralia project shows some of the best Australian industry can make.

David Lamb

aXcess Car

Objective

To build a vehicle to showcase Australian component manufacturers

Outcome

Showcase vehicles led to export earnings of

> $1.7 billion for the local industry

aXcess Car

Critical elements for success

VisionLeadership

Global application Great science Research collaborationPositioningIntegration

•A member of the Australian Technology Network of universities

•More than 27000 students - > 9000 postgraduate students

- > 4300 international students from 70 countries

UTS – A UTS – A SNAPSHOTSNAPSHOT

UTSUTS ACADEMIC CORE ACADEMIC CORE

• Business

• Design, Architecture and Building

• Education

• Engineering

• Humanities and Social Science

• Law

• Information Technology

• Nursing, Midwifery and Health

• Science

We are Here

Our Applications are here

Innovation – a challenge

We need to know not only what are the existing concepts, but what are the emerging concepts, what are the dying concepts.

R&D @ UTS

UTS is committed to both research excellence and to ensuring that its research is of benefit to society

R&D @ UTS

What do we want to be?

•Famous for producing and attracting the best &

brightest

•Famous for integrating teaching, learning & research

•Famous for applied outcomes that benefit society

What does R&D mean?

•“Cutting edge” knowledge generation

•Valuable research results, products, processes

R&D ROI

The University expects a return on its investment, particularly from the focus areas of nanotechnology, biotechnology, environmental technology and information & communication technology

ADVANCED ADVANCED TECHNOLOGY INSTITUTESTECHNOLOGY INSTITUTES

Energy efficiency & bio-medical technologyINSTITUTE FOR INFORMATION AND COMMUNICATION TECHNOLOGIES

Collaborative, mobile and distributed systems

Institute for Water & Environmental Resource Management

Groundwater, ecotoxicology, wastewater Parasites & their carriers Construction, transport, resource management

R&D @ UTS – what does it represent?

Individuals

Teams

Institutes

Centres

Groups

Faculties

People

UTS Focus Research Strengths

R&D Office

The UTS R&D Office is the portal to UTS research expertise and contacts in its research groups, centres and institutes

The Office administers all commercial aspects of research projects and tenders

RDO Teams

Directorate

CommercialisationGroup

GrantsDevelopment

Group

ResearchPolicy Group

Directorate

CommercialisationGroup

GrantsDevelopment

Group

ResearchPolicy Group

R&D Business Activities

Identification, management & protection of IP

Technology evaluation

Education

Development of processes & structures

Commercialisation

Making the Deal

Identifying R&D Commercial Opportunities

Must meet a customer needMust provide a market leadership positionMust offer strategic advantagesMust fit the Organisation’s strategic objectivesMust be expected to achieve reasonable sales and profit goalsMust be able to identify and manage the risk(s)

R&D Commercial Considerations

What’s the value proposition?

What are we selling?

Technology “push” or market “pull”?

What is the market?

Commercialisation Plan?

Selection of partner?

Funding?

Risk vs reward?

UTS Business Formula

DD eliver: on time and within budget

EE stablish a position: ‘pitch’ it right!

LL isten: get market feedback

II nvestment: theirs and ours!

VV alue: add it!

EE xcellence: provide quality

RR epeat business: do it again!

Thank You