Transcript Pres. Rolph Segers Building Strategic Relations With - Unchain-vu

Building Strategic Relations With
Large Scale Companies
Tempus Unchain
Rolph Segers, MSc
Valorisation
Centre
The Main Questions
• Is your organisation ready and willing
• In what research do you excel
• How to approaching companies and which ones:
o
o
Creating Strategic one on one relations – where to start
Creating the right Ecosystem – how to
• Is there (enough) Funding
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Is your organisation ready and Willing
• Create Incentives for valorising – work is judged on:
o
Scientific Output
o
Educational Output
o
AND Valorisation Output
• Train both Scientists AND supporting staff in:
o
Creating a proffessional network
o
Making good proposals
o
Understanding companies
• Create organisation for valorisation:
o
Accountmanagers
o
Contractmanagers
o
Technology Transfer Officers
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In what research do you excel
Focus and Choice
The Delft Research Initiatives
Energy
Environment
Infrastructures
Fundamental Sciences
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Health
Approaching Companies
Steps in creating a strategic relation
What
Market analysis
Create shortlist of companies
Identify contactperson and initiate
contact on high level (BoD)
Discuss the ‘Menu’ of activities
Discuss R&D strategy of company
Consult scientists and seek matches in
strategy and translate to univ. research
Organise workshops with univ. and
company scientists
Review workshops and formulate a max. of
5 main themes
Form a program committee with a
representative per theme and form a
steering committee. Draft a contract
Sign contract and start pilot projects
Well running strategic program
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Who
University
University
University
Time path in months
-3
-2
0
University and company
University and company
University
1
2
2-4
University and company
3-8
University and company
9-11
University and company
10-12
University and company
University and company
12
After +/- 5 years
Approaching Companies
Decision Process – market analysis and creating a shortlist
INVENTARISATION
PROCESS
ANALYSE
STRATEGIC AGENDA
Initiate
Create overview
All revenues from
companies
Combine with Top 40 R&D
NL + Top 20 R&D EU
Process leads
Annual reports of
companies
Process into qualitative
input
Analyse data and
Create report
Decision per company
Discussion with faculties
WORKSHOPS
All active contracts
Intensify
Keep status quo
Government
Terminate
Advice BoD
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Decision BoD
TB
M
LR
B
IO
6+
6-
5-
6
3+
3+
4+
2-
6-
5-
3+
4-
4-
6+
5
1
1+
1-
2+
4
3+
5+
3+
2-
1
1-
1
2+
2-
5-
2-
Rijkswaterstaat (gov)
Philips
Medical**
Semiconductors**
Akzo Nobel
5-
4-
Verkeer en Waterstaat
(gov)
5-
1-
5+
2-
NUON***
2-
3-
2-
3-
4+
4+
Havenbedrijf R’dam
5+
2-
THALES
5+
1+
3-
DSM
6-
ASML
4+
1-
ESSENT***
1
1
NXP
Centre
22+
3-
2
1
Started in 2006 used to be Philips Semi-conductors
Total revenues DUT over '03 to '05
1
1000 < X <
2
10 000 < X <
3
100 000 < X <
4
200 000 < X <
5
400 000 < X <
6
1 000 000 < X
Valorisation
5+
4-
2-
2+
2-
PRORAIL
DOW
K
C
IT
6
E
3m
6-
I
TNO*
EW
Company
G
Facultty
TN
W
Revenue Analysis
.
10 000
100 000
200 000
400 000
1 000 000
+ Growing
- Declining
Boston Matrix – Overview Potentials
Characterizations: F
· Large R&D Budget
· Pioneering research
· Good match with Univ
· Small network
Potential
D
B
Dogs
Low
E
Stars
I
Characterizations:
· Large R&D Budget
· Pioneering research
· Good match with Univ
· Reasonable and growing
network
NXP*
Philips
Medical
Characterizations:
· Large R&D budget
· Many projects
· Well developed network
H’ven
R’dam
RWS
Nuon
Akzo
Nobel
Essent
J
Cash Cows
Characterizations:
· Small R&D budget C
· Littlle innovative
· Bad match with Univ.
Shell
High
??
DSM
Low
High
G
H
Potention
Question Marks
·
K
A
Small
Large
Network / Match
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Small
Large
Network / Match
Approaching Companies
The ‘menu’ – Strategic Relation
Research
• Finance a new Chair
• Personnel exchange
• Strategic Research (years) by PhD
• Research (months) by Post-Doc
• Consultancy (hours) by Professor
Exposure to Students
• Traineeships
• Excursions
• Graduation projects
Life Long Learning
• custom made trainings
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Key Learnings TU Delft
Biggest interest of companies
• Research
• Exposure to students
Biggest success factors in strategic relations
• Proximity !!!
• Pro-actively participating scientists
• Personnel exchange
• Good contract
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Creating the right ecosystem
New approach TU Delft  BuILD (Business Innovation Link Delft)
The 5 E’s:
• Excellent Research
• Exposure to Students
• Expertise
• Events & Network
• Education
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BuILD
Excellent Research
•
•
•
•
•
Facility Sharing
Contract research (Post Doc)
Phd research
Access to IP portfolio
Establish and/or Fund a Chair
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BuILD
Exposure to Students
•
•
•
•
Sponsorships  visible in college hall, sponsoring
educational clubs
Traineeships / graduation projects / Excursions
On campus recruitment
Events (careerdays)
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BuILD
Expertise
•
•
•
•
•
Consultancy
Visionary talk \ Futurologist
Lectures
Brainstorm
Strategic Session
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BuILD
Events & Network
•
•
•
•
•
•
5 conferences with a theme: Health, Infrastructures,
Energy, Environment, ICT
Advisory roll to the university (e.g. VIP dinner with
board of directors)
VIP reception on big events e.g. Dies Natalis,
Inaugural lectures
Campus tour by students
News letter
Dedicated Liaison Officer
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BuILD
Education
•
•
•
Post Master Degrees
Master Degrees
In company training
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(Government) Funding
•
•
Valorisation - Strategic Knowledge Exploitation
Policy experiment – Large Scale Companies
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Strategic Knowledge exploitation
Ministry of Economic Affairs
4 year program (2006-2009)
•
•
•
•
Screening & Scouting (Business Development)
Patenting
Start-Ups
Pre-Seed Loan
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Strategic Knowledge exploitation
Ministry of Economic Affairs
Total budget
• Subsidized
5.8 mln
2.5 mln (43%)
Allocation
• pre-seed
• Screening & Scouting
• Patents
• Project management
• Coaching & equipment invent.
2.1 mln
1.2 mln
1.7 mln
600 k
200 k
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Centre
Facts & Figures Research (2008)
•
•
•
•
•
Academic staff including 214 professors
2762
Dissertations
236
Academic publications
7025
Specialist publications
1219
Income
450 mln EUR
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Centre
Facts & Figures Exploitation (2009)
•
•
•
•
Patent Staff
Patent requests (central)
Patents total
Costs
•
•
•
•
Business Developers
Business Cases
Business Cases Total
Costs
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5
75
190 (1300)
1 mln EUR
13
90
170
350 kEUR
SKE – The Good – The Bad
The Good
• All of the above
• Enormous incentive
• 12k pre-seed loan
• Big trade-off
The Bad
• Bureaucracy / Misunderstanding
• No incentive on deal making
• 30/50/70 % rule on patent costs
• Uncertain continuity
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Facts & Figures YES!Delft Incubator
2005 - 2009
•
•
•
•
•
Total start-up companies
Currently active in incubator
Continued after incubation
Discontinued
Pre-Seed (loan)
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Centre
73 (162)
44 (60%)
24 (33%)
5 (7%)
1.5 mln EUR
Rolph Segers, MSc
Relations - Large Scale Companies
[email protected]
Valorisation
Centre