Omar S' Cheema

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Omar S. Cheema Kaunas, 24th May 2008

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Ecosystem of Science at Imperial College London
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Conventional Technology Transfer Process
Linear process Invention to Patent to Licensing
OR spin-out formation
Identification of Target Market
Technology
Field Trial
Sales
Product Definition
Product Champion
Major short-term value contribution is from
equity portfolio in spin-outs Reliance on
invention disclosures from Technology
Pipeline Successive rounds of VC
funding Compartmentalized organisational
structure driven approach
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What does Industry want from the University
Science and Innovation Ecosystem the unknown
unknowns
Core technology Core business
By-product technologies
Disruptive technologies Leap from present
generic technology to future platform
Outsourced technology Supply-chain
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Integrated innovation systems for the
creationand harvesting of disruptive technologies

• Systematic IP creation and harvesting
• Strategically focused themes
• Routes to Market are built into the system

Industry supply-chains
Financially Engineered Routes-to- Market
Special Purpose Vehicles Joint Ventures
with Industry/Strategic Investors
Leveraging public funds Low-cost PPP financing
Science and Technology base
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PPP for innovation infrastructure development
Fusion of Applied Research in Engineering and
Medicine
10m
25 million Institute of Biomedical
Engineering and Bio-Nano Centre
Private sector investors
ROI Downstream IP commercialisation Share of
revenues and value realisations with Imperial
Innovations
Dynamic long-term IP output
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Innovation without boundaries
Combine Intellectual and Financial Capital across
borders Arbitrage opportunities in early-stage
technology and finance, because of lack of
mobility and information gaps
Investment funds in country A
Technology in country A
Market in country A
Technology Commercialisation JV
Investment funds in country B
Technology in country B
Market in country B

• Repeat combined commercial model across multiple
  markets
• Leveraged intellectual and financial capital
• Reciprocal access to business set-up and market
  development resources
• Greater flexibility in accessing complementary
  technology capabilities
• Shared learning curve
• Stronger international competitiveness

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Applications of system innovations clean energy
Clean Energy Technologies Solar
Waste-to-Energy Marine Wind Fuel
Cells Technology performance and industrial
supply-chain factors
Clean Energy Technology Resource Modelling Toolkit
Characteristics of urban environment
Advantages Economies of scale in aggregated
procurement and financing across cities Shared
knowledge, methods, and companies in technology
deployment
Optimised Technology Portfolio for each urban
environment
Particularly suitable strategy where power
supply and distribution networks are shared
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Applications of system innovations pro-active
and preventive healthcare
Department of Health Whole System Demonstrators
Connecting Industry to reinforce Public Sector
Services system Retailers, Nutraceuticals, Home
and Personal Care Soft Healthcare Pharmaceutical
s Medication Management, Medical Devices
QA ICT information infrastructure, analytics,
and personalised applications
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Conclusions and Recommendations

• Innovation is a complicated process, an iterative
  approach is required
• Plan innovation on a system level rather than on
  the basis of individual technology inventions and
  IP items
• There is no algorithm for innovation
• Innovation systems must be dynamic, flexible, and
  learning
• Public-private partnerships and structured
  finance for early-stage technology infrastructure
  needs to be further developed and used
• There is a major untapped opportunity in
  cross-border partnerships for early-stage
  technology innovation
• A more fluid international marketplace for
  early-stage technology innovation has to be
  nurtured

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Contacts

• Omar S. Cheema
• Director, Strategic Marketing and Alliances
• Imperial Innovations Ltd
• e o.cheema_at_imperial.ac.uk
• t 44 20 7594 6552