Transcript Technology Transfer, University Spin

Workshop on ASEAN Project Cooperation on
Strengthening SME Business and Technology Business Incubators
Implementation Guideline for Best Practices
Business Model in ASEAN Technology and
Business Incubators
June 15, 2013
Dr. Shigeo Kagami
Professor
General Manager – Innovation and Entrepreneurship
Division of University Corporate Relations (DUCR)
The University of Tokyo
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Issues for Technology Business Incubators


Consultation
Mentoring


Intellectual Property (IP) Management





Network with Angel Investors and Venture Capital (VC) communities
Loans from Banks
Grant Agencies
Entrepreneurship Education



State Level
University Level
Financing


Network with Professional Communities
Postdoctoral Researchers
PhD Students
Showcase or Business Plans

Bridge between Science (Basic Technology) and Business
1
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Japan’s Economic Growth in the Last 50 Years
GDP Growth Relative to Previous Year (%)
14
12
10
1956-73 Ave. 9.1%
8
1974-90 Ave. 4.2%
6
4
2
1991-2009 Ave. 0.8%
0
-2
-4
-6
Source: Cabinet Office, Government of Japan
All rights Reserved. Copyright (c) 2004 The University of Tokyo
2
“Incorporation” of Japan’s National Universities
(April 1, 2004)

A dramatic reform of university since the era of Meiji

Incorporation respectively of each national university

Deregulation of budget and personnel will lead to a competitive
environment by ensuring university's autonomy

“Autonomy” at the expense of continuous deduction of operational
grants from the government
 Greater importance in gaining external funding

Before April 1, 2004, a national university had no corporate status,
thus it was not able to be a patent owner
 Now, intellectual properties (patents, etc.) are a university’s
asset
 Greater importance in commercializing university technologies
3
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Distribution of Royalties from Licensing
University Technologies

Royalties are distributed to the inventor(s) in accordance with the
University’s internal rules.

The rules call for a distribution, after deduction of administration fees
and any patent expenses, of (in case of the University of Tokyo)
 30% to the University,
 30% to the Institute(s) or Laboratory(s) with which the inventor(s)
is (are) affiliated, and
 40% to the inventor(s).
4
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Organizations for Innovation
The University of Tokyo
President
Graduate Schools(15),
Research Institutes(11),
University-wide Research Centers(13),
Todai Institutes for Advanced Study(1)
Executive Vice President
Division of
University
Corporate Relations
Director General
（General Manager）
Deputy Director General
Office of Intellectual
Office of Innovation
and Entrepreneurship
Property
University Corporate
Relations Group
University
Corporate
Relations
Network
The University
of Tokyo Edge Capital
(UTEC)
Venture Capital
Nippon Keidanren
(Japan Business Federation)
Tech Transfer Office
(TODAI TLO,Itd.)
Foundation for
the Promotion of
Industrial Science
Society and industry
5
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Development of Research Collaboration
Projects with the Industry

Create new model of mutual reliable collaboration program
between industries and the University of Tokyo.

Support activities of all faculties for multi cross-departmental
or non-departmental program

Carry out the “Proprius*21” program

Make plans for better and more strategic relationship with
society
*Proprius (Latin): one's own, permanent, special, peculiar
6
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Collaborative Research Projects at the University of
Tokyo (primarily with the private sector)
Total Ammount
(million Y en) 7000
Number of
1800 Projects
1600
6000
1400
5000
1200
4000
1000
3000
800
600
2000
400
20
11
20
09
20
07
20
05
Numberof
Projects
0
20
03
0
200
20
01
Total
Ammount
19
99
1000
Source: THE UNIVERSITY OF TOKYO 2011 (Data Book)
7
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Proprius21: Innovative Research Planning Scheme
A Program for Value-Creation Oriented
University-Industry Collaboration

Proprius21 is a research planning program organized by
DUCR before a full-scale collaborative research project
starts between the industry and the University of Tokyo
 To
share the vision, objectives and approach
 For
better partnership, collaboration, and output
 For
more effective collaborative research projects with the
private sector.
8
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Three Phases of the Proprius21 Program
Traditional Project, Start-ups
③SLOT Phase
University
Flagship Project
Project Planning
and Review
Traditional
Research Project
②Grouping Phase
Open Discussion
①Plaza Phase
9
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UCR Proposal

Research proposals from
Professors




Covering various areas, from
Biotech to Sociology
English contents launched in
Mar 2009, gradually
increasing
Associative searching
available
Number of Proposals


130+ in English
1,800+ in Japanese
URL: http://proposal.ducr.u-tokyo.ac.jp/
10
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Promotion of University Entrepreneurship





Consultation
 Offer one-stop advisory services to the university’s researchers, students and
spin-off entrepreneurs
Mentoring
 The University of Tokyo “Mentors (UT Mentors)”
 External network of professionals (VCs, Attorneys, Accountants, Bankers,
Analysts, ….)
 UT Venture Squares

Network with the entrepreneurs who are UT graduates
Education
 Offer seminars and educational programs for science and student
entrepreneurship

“UT Entrepreneurship Education Program and Business Plan
Competition”
Venture Capital
 Offer seed money to spin-off ventures

The University of Tokyo Edge Capital (UTEC)
 Offer hands-on assistance for university-spin-offs in developing businesses
Incubation
 Offer facilities and assistance to university start-ups

The UT Entrepreneur Plaza
11
All rights Reserved. Copyright (c) 2004 The University of Tokyo
University Entrepreneurship Ecosystem
in the University of Tokyo
Invention Disclosure Information
The University of Tokyo
Edge Capital (UTEC)
The University of Tokyo
Return from
Investment Success
Capital Gain
TLO (CASTI)
Licensing
(Patents etc.)
Risk Money
Hands-on Assistance
Royalties
*The University takes
equity in partial lieu of
royalties
University start-ups and
entrepreneurial ventures
12
All rights Reserved. Copyright (c) 2004 The University of Tokyo
UT Entrepreneurship Education Program &
Business Plan Competition
Profile of Enrolled Students: 2005~2012 Total
Freshman &
Sophomore
Junior & Senior
Graduate
School
Total
Science &
Engineering
42
245
680
(48.5%)
967
(69.0%)
Humanities &
Social Science
55
222
158
435
(31.0%)
計
97
(6.9%)
467
(33.3%)
838
(59.8%)
1,402
(100.0%)
13
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“Paradigm Shift” in Innovation System
Linear Model
Open Innovation
Basic Research
Basic Research
(University)
Applied Research
Product Development
University Start-ups
Partnership
&
Acquisition
Time
Product
Development
(Industry)
14
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Issues for Technology Business Incubators


Consultation
Mentoring


Intellectual Property (IP) Management





Network with Angel Investors and Venture Capital (VC) communities
Loans from Banks
Grant Agencies
Entrepreneurship Education



State Level
University Level
Financing


Network with Professional Communities
Postdoctoral Researchers
PhD Students
Showcase or Business Plans

Bridge between Science (Basic Technology) and Business
15
All rights Reserved. Copyright (c) 2004 The University of Tokyo
Thank You for Your Attention!
Dr. Shigeo Kagami
Professor
The University of Tokyo
[email protected]
All rights Reserved. Copyright (c) 2004 The University of Tokyo
DR. SHIGEO KAGAMI
Professor, General Manager – Office of Innovation and Entrepreneurship
Science Entrepreneurship, Division of University Corporate Relations (DUCR), The
University of Tokyo
Dr. Kagami is a graduate of Hitotsubashi University (BA in Commerce, 1982),
and gained his MBA from IMD (Lausanne Switzerland, 1989), and completed his doctoral
work in corporate governance at Weatherhead School of Management, Case Western
Reserve University (2000).
Before he joined The University of Tokyo, Dr. Kagami was a consultant at
Boston Consulting Group (1982-1986), a founding partner of Corporate Directions Inc.
(CDI, 1986-1997), and Partner of Heidrick & Struggles International (2000-2002). At the
University of Tokyo, he became Associate Professor, Pharmaco-Business Innovation
Course at Graduate School of Pharmaceutical Sciences, and he had been Professor and
General Manager – Science Entrepreneurship and Enterprise Development (SEED),
Division of University Corporate Relations (DUCR) from 2004 until the end of March
2013. Professor Kagami has become General Manger of the Office of Innovation and
Entrepreneurship, a newly created organization as a merger of two offices at DUCR;
Office of Development of Collaborative Research and Office of SEED.
Professor Kagami’s responsibilities include 1) Development of large scale
research collaboration projects with the industry for innovation, 2) Entrepreneurship
education program and student business plan competition for the University, 3)
Management of incubation facilities for university start-ups, 4) Relationship management
with The University of Tokyo Edge Capital (UTEC) as a board member, and 5) Consulting
and mentoring for the University researchers and students for their start-up initiatives.
17
All rights Reserved. Copyright (c) 2004 The University of Tokyo