Uddannelses- og Forskningsudvalget 2015-16
UFU Alm.del Bilag 116
Offentligt
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Entrepreneurship & Innovation Ecosystems
28
th
January 2015
Steve Cleverley PhD MBA
Britta C Wyatt, MBA
Head of Isis Enterprise
Senior Consultant, Isis Enterprise
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Contents
•
•
Introduction to Oxford and Isis Innovation
The Entrepreneurship & Innovation Ecosystem
•
•
•
Models and components
O ford s E os ste
University Support and Services
How Governments
can influence how
Universities and
industry engage
How Governments
can foster innovation
within an ecosystem
•
Evolution of the Technology Transfer Office & Impact
•
Implications to Universities, industry & Governments,
•
Isis Enterprise
•
•
Supports for E&I
Case Study
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Introduction to Oxford University
and Isis Innovation
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Isis Innovation Ltd
A successful company 100% owned by the University of Oxford
Oxford Technology Transfer
IP, Patents, Licences, Spin-outs,
Material Sales, Outcome Questionnaires, Seed Funds, Isis
Angels Network, Isis Software Incubator, Oxford University
Hospitals NHS Foundation Trust
Oxford Expertise
Consulting, Services
Isis Consulting Business
Technology Transfer and Innovation
Management
@isisinnovation
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Technology Transfer & Doing Business
University technology transfer resource
University
entrepreneurial
culture
Industry,
Business &
Professional
environment
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Oxford University
•
Oxford University is the oldest
university in the English-
speaking world (founded
c.1188)
•
A leader in learning, teaching
and research
•
26 British Prime Ministers
educated at Oxford
•
Including current Prime
Minister David Cameron
•
Royal Society founded from
Oxford in 1640
•
51 Nobel prize winners
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Oxford & Isis Innovation
OXFORD
•
Most Powerful UK Research University
•
According to the 2014 Research Excellence Framework, Oxford
has the largest volume of world-leading (4*) research in the UK.
•
Highest University Research Spend in UK at £612 million (2014)
ISIS INNOVATION
•
•
•
A company 100% owned by the University of Oxford,
established in 1988
Isis
helps
researchers
who wish to
commercialise the
results of their research
A world-class Technology Innovation business
•
•
4
th
highest British PCT patent applicant
Highest University PCT applicant in EU, 16
th
highest worldwide
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Isis delivers returns to the University and beyond
Oxford University invests in Isis to protect University intellectual property
•
Financial Returns
•
•
•
•
•
Distributions of royalties back to University
Spin-outs Cash & Spin-outs shareholding portfolio Value
Oxford University Challenge Seed Fund & Oxford Invention Fund
Research Funding from Translation Awards to University
Supporting Strategic IP Deals eg: Chemistry, IBME
•
Other, non-financial, benefits to the University
•
•
•
•
•
Transferring technologies to improve lives
Promoting good news stories from University
Local engagement and local economic activity
Managing Oxford Innovation Society
Contributing to the
I pact
of the University
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Isis Innovation, year-ending March 2015
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Isis Innovation, year-ending March 2015
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Chief Executive Officer
Tom Hockaday
Managing Director
Linda Naylor
Oxford University Consulting (7
)
Andrew Goff
Project Managers
Susan Clark
Gurinder Punn
Dr Josef Walker
Kerry Antcliffe
Magda Bezdekova
Sally Sheard
Business Support (21)
Central Administration
Jenny Bailey
Philip Priest
Vacancy
Ricky Allain
Isabel Lavis
Karen Bayliss
Technology Transfer Group (44)
Evert Geurtsen
Dr Jamie Ferguson
Roy Azoulay
Dr Mark Gostock
Dr Andrew Bowen
Dr Gareth Smith
Rakesh Roshan
Dr Jon Carr
Dr Andy Robertson
Daniel Stachowiak
Dr Richard Holliday
Dr David Churchman
Chim Chu
Lamin Ben-Hamdane
Dr Mark Mann
Roksana Bugaj
Dr Adam Stoten
Dr Paul Ashley
Dr Alex Marshall
Dr Angela Calvert
Dr Nikolaos Chalkias
Dr Astrid Woollard
Dr Carolyn Porter
Dr Christine Whyte
Dr Ruth Barrett
Dr Matthew Carpenter
Dr Richard Reschen
Dr Fred Kemp
Dr Sarah Deakin
Dr Richard Auburn
Dr Weng Sie Wong
Dr James Groves
Isis Enterprise, UK (22)
Dr Steve Cleverley
Consultants
Dr Tim Hart
Dr Mireya McKee
Britta Wyatt
Elena Andonova
Dr Sarah Macnaughton
Dr Alexandra Bush
Dr Bruno Reynolds
Dr Gareth Rogers
Dr Nathan Pike
Pete Moores
Dr Laura Droessler
Dr Michael Mbogoro
Mike Poynter
HR
Carolyn Hall
Vacancy
Viv Parry
Marketing
Simon Gray
Renate Krelle
Dr Chandra Ramanujan
Dr Fiona Story
Craig Smith
Adele Davies
Project Support
Sophie Martin
Operations Support
Sophie Gunputhram
Jennifer Malendewicz
Finance
Janeen Wilson
Gemma Allnutt
Denise Farrell
Sarah Clayton
New Venture Support &
Funding
Andrea Alunni
Zoe Reich
Patent & Licence
Steven Bayliss
Rosalind French
Kate Spanchak
Arooj Azam
Associates
James Hudson, Olga Shvarova (UK); Eva Baltar (Spain); Yousuf Al
Bulushi (Oman); Kevin Dunseath (UAE)
Legal
Vacancy
Isis Enterprise, Asia (8)
Ya-hsin Shen
Dr Wenyuan Wang
Laura Yu
Dr David Baghurst
Consultants
Dr Wenming Ji
Dr Renchen Liu
Theresa Freeman
Operations
Dr Mairi Gibbs
Dr Pippa Nuttall
Administration
Kristin Hayes
Associates
Kenji Aiba (Japan); Helen Ujvary (Australia)
Staff & Associates: 102
MBAs: 14
© Copyright 2015
44
Innovation Ltd.
PhDs:
Isis
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Acting as Multi-dimensional Intermediaries
Isis Innovation Staff
Investor axis
£ -> £££
3D
–
Spin-out
Academic axis
£ -> Research
2D
–
Licence, Consulting
Commercial axis
Research -> £
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Technology transfer process
IP
policy
Patent
budgets
POC
funding
Seed
funding
Strategy
& KPIs
Research
funding
Facilities
Systems, templates & tools
Staff skills
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Economic Impact
Co
er ialisatio
activity undertaken by Isis
Innovation contributed more than
£0.4 billion GVA
1
to the global economy in 2012/13 and supported
almost
5,000 jobs.
This includes:
•£
GVA a d al ost ,
jo s i the UK (of
which £129m GVA and around 1,630 jobs were
estimated to be in Oxfordshire);
• £9.9
•£
9
•£ .
world.
GVA and 150 jobs elsewhere in Europe;
GVA and around 1,200 jobs in the USA; and
GVA and almost 240 jobs in the rest of the
See summary flyer and full report at -
www.isis-innovation.com/about/index.html
1
: Gross Value Added
Source: Evaluation by BiGGAR, an independent economics consultancy, for Isis in February 20141
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The Innovation System
Business Community
Investment
Funding
Facilities
Commercial property
managers
Angel
Investors
Angel
Networks
Start-ups
Business
Industry
Business
networks
Technology
companies
Investment
Funds
Science
Parks
Incubators
Cit deal
Government
Local
Enterprise
Partnership
Local
Government
Members of
Parliament
Knowledge
Base
Consultants
Students
University
Researchers
Support & Service Providers
Technology Transfer
organisations
Journalists
Bankers
Partners & Collaborators
Other
Research
universities
Institutes
Government
Labs
Public
Relations
Hospitals
Recruitment,
head-hunters
Accountants
Lawyers
@isisinnovation
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Components of the E&I Ecosystem
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How to foster Entrepreneurship & Innovation (E&I)?
Components of an
© World Economic Forum 2012
Ecosystem for Entrepreneurship
The existence or non-existence of these seven components may impact the
ability of a company to grow in a sustained way for the next 3-5 years.
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The EY G20 Entrepreneurship Barometer
Access to Funding
•
Seed
•
Start-up
•
Growth
•
Expansion
Education & Training
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Pre-University
•
University
•
Entrepreneurial
Education
•
Informal Education
Support
•
Incubators
•
Networks
•
Mentors
Funding
Support
Tax
Training
Culture
Tax & Regulation
•
Tax
•
Business Friendly
Regulation
•
Government Incentives
Entrepreneurial Culture
•
Fear of Failure
•
Attitude to Risk
•
Entrepreneurship as a
career choice
•
Celebration of self-made
wealth
•
Innovation & Research
Culture
http://www.ey.com/GL/en/Services/Strategic-Growth-
Markets/G20-Entrepreneurship-Barometer-2013---Tool
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E ulati g Sili o Valle s su ess
•
•
World class industry access to research
Primary, almost exclusive source of its research
budget is the federal government
•
•
Developing
T-shaped stude ts
Involvement of alumni
•
Mentoring / coaching
•
$6.32Bn in donations to University over five
years
Proximity of Venture Capitalists / alumni
•
Competitions (BASES 150K / E-Challenge)
•
Classes (Launchpad and Creating a Startup)
•
Accelerators (StartX or at Y Combinator or
Lightspeed Ventures Summer Fellowship
Program)
•
Diagram from: Ernestine Fu, Tim Hsia (2014)
Universities and Entrepreneurial
Ecosystems: Elements of the Stanford-Silicon Valley Success
Kauffman Fellows
Report, Volume 5
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Three component model for successful University ecosystems
•
Stud of the E ergi g Leaders Group,
ELG of U i ersities
Component 1:
Inclusive
grassroots community of
E&I engagement across
university populations
and regional community
•
Components required to build
entrepreneurial culture within Universities:
•
Culture -- Strategy, policies, rewards
and curriculum
Component 3:
University E&I
agenda reflected in
its policies, mission,
budget allocations,
incentives and
curriculum
Component 2:
Strength in industry-
funded research and
licensing of
university-owned
technology
•
Community -- Students, academic
staff, alumni, business
•
Commercialisation -- Bi-directional
engagement with industry; Track
record of commercialising high value
research
Diagram from: Graham, R (2014) Creating university-based entrepreneurial
ecosystems: evidence from emerging world leaders www.rhgraham.org
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Models of E&I development - Ruth Graham *
Model A
•
•
•
•
•
•
Botto
up
Community led
Loose IP control
Students, alumni
Regional capacity
Regional entrepreneurial community
Model B
•
Top do
•
University led
•
Tight IP control
•
TTO
•
Institutional capacity
•
International R & D strengths
Challenges
•
Only university-IP is seen as
worthwhile, marginalising student
driven entrepreneurship
Challenges
•
Is it embedded in institution?
* E & I = entrepreneurship & innovation
Graham, R (2014) Creating university-based entrepreneurial ecosystems: evidence from
© Copyright
world
Isis Innovation Ltd.
emerging
2015
leaders www.rhgraham.org
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Summary
•
•
A successful ecosystem is
not just
appropriate space and a research institute
Needs
interconnectivity
with all the actors involved in growing successful, technology
based companies
The ingredients:
•
Culture, Community, Capital, University, Industry, and Government
Within a University (or Research Institute):
•
Utilise a o i atio of Top-do
a d Botto
-up
•
Build on successes in:
•
Entrepreneurial culture
•
Alignment with University strategy
•
World class technology exploitation
•
•
odels
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The Oxford E&I Ecosystem:
University Supports & Services
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The Innovation System
Business Community
Investment
Funding
Facilities
Commercial property
managers
Angel
Investors
Angel
Networks
Start-ups
Business
Industry
Business
networks
Technology
companies
Investment
Funds
Science
Parks
Incubators
Cit deal
Government
Local
Enterprise
Partnership
Local
Government
Members of
Parliament
Knowledge
Base
Consultants
Students
University
Researchers
Support & Service Providers
Technology Transfer
organisations
Journalists
Bankers
Partners & Collaborators
Other
Research
universities
Institutes
Government
Labs
Public
Relations
Hospitals
Recruitment,
head-hunters
Accountants
Lawyers
@isisinnovation
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Oxford Innovation Ecosystem
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Oxford Innovation Ecosystem
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Transfer of Intellectual Property
Support
Services
Inside the University
Assignment of intellectual
property rights
Outside the University
Research funding
source
Government
Charities
Industry
Research Services
Includes: IP Rights
Management Team
80 Staff
85% Graduates
33% Post grad degrees
Route to market
Isis Innovation
92 staff
75% Graduates
49% Science doctorates
Spin-outs
Consulting
Licences
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Oxford Research Funding 2013-14 : £612million
Support
Services
•
Highest University Research Spend in UK
•
6,335 academics and researchers, and 10,173 postgraduate students
•
Submitted the largest volume of world-leading (4*) research and impact in the UK
–
REF 2014
•
Charts show £478m grants and contracts by source, and University Division
Total
£478m
+ HEFCE £134m
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Resources to Support Commercialisation
Support
Services
UNIVERSITY CONGREGATION
UNIVERSITY COUNCIL
Four Academic Divisions
Intellectual Property Advisory Group
Medical
Sciences
Division
Business
Development Team
Maths, Physical &
Life Sciences
Division
Business
Development Team
Humanities
Division
Administration
Oxford Entrepreneurs Student
Society
Social
Sciences
Division
Begbroke Science Park
Research Services
Isis Innovation Limited
Centre for Entrepreneurship &
Innovation
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Intellectual Property Policy (from October 2000)
Support
Services
•
•
•
U i ersit lai s o ership of all e plo ees a d stude ts IP rights resulti g fro
University research activities
The University helps researchers who wish to commercialise their research
Researchers share the benefits
•
•
Royalty shares from licences
Equity in spinout companies
2,541
Patents &
Applications
1,407
Active Licensing
Deals
•
Income from personal consultancy
Researchers personally
University General
Fund
Total net revenue
Department Funds
Isis Innovation
To £72K
£72K to £720K
Over £720K
60%
31.5%
15.75%
10%*
21%
28%
* pays National Insurance employment
tax
0%
17.5%
26.25%
30%
30%
30%
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Investment, Donations and Funds
Investment
Funding
Oxford University Challenge
Seed Fund (UCSF)
•
Launched 1999 with £4m (£1m OU)
•
Over £7.5m invested in 143 projects
•
One of the few UCSF funds still running
in its original form
Oxford Invention
Fund (OIF)
•
Donate to support development of new
technologies from Oxford
•
Part of O ford Thi ki g, the U i ersit s
fund raising Campaign
•
£1.5m raised to date
University of Oxford
Isis Fund (UOIF)
•
EIS/SEIS funds for investors managed by Parkwalk
Advisors
•
Isis Innovation is Portfolio Advisor
•
1
st
fund £1.25m fully committed, 2
nd
closed
Isis Angels
Network (IAN)
•
For Business Angels and early-stage VCs
•
216 registered members
•
No membership fee
•
Twice-yearly meetings, newsletters
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£320m Spin-Out Investment Fund
Investment
Funding
•
Oxford Sciences Innovation
formed to
invest in spin-outs from Oxford (MPLS &
Medical Sciences Divisions), Harwell &
Culham laboratories
Investing in
new and existing
spin-out
companies, working
inclusively with
other investors
Investors
: Invesco, IP Group,
Lansdowne Partners, Oxford University
Endowment Fund, the Wellcome Trust,
Woodford Investment Management,
Google Ventures and Sir Charles
Dunstone
•
•
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Isis SME Smart IP Scheme
–
2 stages
Stage 2
Exploitation Licence
Stage 1
Development
Licence
Investment
Funding
1
SME Manufactures & Sells
IP
R&D
Investigate
grant funds
2
3
SME Out-licence
Isis Re-licence
… adds ore fle i ilit a d redu e usi ess risk for
SMEs.
Supported by UK IPO as Fast Forward Winner 2014.
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Oxford incubators & science parks
Facilities
Oxford
Entrepreneurs
Incubator
Oxford
Launchpad
Begbroke
Science Park
Oxford Centre for
Innovation
Oxford
Magnet
Oxford Low
Carbon Hub
Oxford BioEscalator
Harwell
–
European Space Agency's
Business Incubation Centre
Oxford Hub
Isis Software
Incubator
Science Vale
Enterprise Zone
Milton Park
Oxford
Science Park
© Copyright 2015 Isis Innovation Ltd.
Source: Google Maps
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Isis Start-up Incubator (established in 2010)
•
•
Facilities
Support for early-stage software ventures
from Oxford University
Assists the creation and development of a
software business opportunity, whether or
not a company has yet been incorporated
Isis provides funding, commercial
mentoring, negotiation support, services,
desk space, access to business networks
Projects that have a credible business
concept and need:
•
Substantial work to develop IP and
build a realistic commercial prospect
•
With entrepreneurial founders
•
But do not need patents, investors,
full-time management
•
•
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OxCEI Launchpad Co-Workspace
Facilities
•
•
Hosted by Oxford Centre for
Entrepreneurship and Innovation at SBS
Co-workspace for entrepreneurs from
the university and Oxford community
•
A meeting space
– to
collaborate,
create and strengthen ventures, as well
as to share knowledge, practice and
connections.
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BioEscalator
Government
Facilities
•
£11m funding from City Deal +
University contribution
Hub for the commercialisation of
bioscience and medical research
and innovation in Oxford
Meeting point for
entrepreneurial researchers,
clinicians, medical entrepreneurs
and a wide range of bioscience
companies
Managed by KEIT and Medical
Sciences Division
•
•
•
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Summary
•
Research and investment funding are essential for innovation
•
Feeding the pipeline for innovation and entrepreneurship at all stages
•
Government as a facilitator and stimulant is equally important
•
•
•
•
Changing culture and behaviour through policy and programmes
Stimulating interactions between industry and academic
Creating spaces and infrastructure to enable innovation
Partnering with other members of the local ecosystems to generate solutions
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Evolution of the Technology Transfer Office
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Phase 1
–
The Old Days
•
A number of small scale interactions
between industry and researchers
Research just got funded somehow,
anyway, by government?
Occasional interactions with
industry, ex-students
•
A handful of formalised Industry-
University collaborations
TTOs did not exist
Industry-liaison offices supported
funding arrangements, academic
consulting, licensing etc
University,
Researchers
•
Industry
•
Early 1980s
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Phase 2
– The He Da s….. Birth of the TTO
•
Greater awareness of the value of IP
Growing interest by industry
High profile failures of universities to
capture value from their IP
Introduction of Bayh-Dole act in the US
TTOs played an increasing role in most,
but not all, University-Industry
interactions
TTOs grew is size and learned what to
count
Governments provided grants to
support TTOs
Increasing interactions with industry,
technology companies, 2-way flows.
Recognition of value of IP,
creation of TTOs
•
•
•
•
University,
Researchers
Technology
Transfer
Office
Industry
•
•
1980-90’s
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Phase 3
– The Wi ds of Cha ge
•
TTOs matured , developed more
professional project management
processes
Agreement upon two main objectives
•
Transfer technology to industry in
order to create better
products/services for society
Generate a financial return for the
university
Less public funding
More interest in industry research
collaborations
TTO’s mature, some thrive,
many struggle.
Research collaborations with
Industry become far more
important to researchers
•
University,
Researchers
Technology
Transfer
Office
Industry
•
•
Financial Crisis
•
•
Researchers now view IP differently, as
a means to research funding,
not only TT deals
•
Researchers less interested in
protecting and benefiting from
their IP
Early 2000’s
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Phase 4
–
Economic Pressures
•
TTO’s need to adopt more flexible
models
Changing views on IP
‘Open Innovation’ trend within Industry
Licensees
University,
Researchers
Technology
Transfer
Office
Spin-outs
Role of TTOs starts to expand
•
Beyond IP protection and
licensing
•
TTOs support research funding
applications
•
PoC applications
•
Providing evidence of how
research spending will benefit
society
Further financial pressures ensued
TTOs asked to provide more time
supporting non-revenue generating
activities
•
Research
Collaborators
•
Universities need to modify its
expectations of the TTO.
2009-10
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Phase 5
–
Impact of Impact
•
IMPACT
•
Universities respond to pressure
for Impact, become far better at
explaining benefits from public
investment, TT impact diluted.
•
Policy
Broadly summarised at
Be efit to So iet
Not purely economic
impact
University,
Researchers
Technology
Transfer
Office
Industry
•
TTOs becoming a smaller
part of a much larger
picture
Society
University views TTO as (relatively)
smaller part of a bigger picture.
Today
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Research Excellence Framework 2014
A new system for assessing the quality of research in UK higher education institutions
15% - ENVIRONMENT
Eg: strategy, resources and
infrastructure that support
research
Vitality & Sustainability
65% - OUTPUTS
20% - IMPACT
Effect on, change or benefit
to economy, society, public
policy etc.
Reach & significance
Eg: publications, articles,
book chapters etc.
Originality, significance
& rigour
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Impact Case Study Templates
I pa t assessed through the su
studies
•
•
•
Title of case study
issio a d re ie of ase
Summary of specific impact created
Underpinning research
100 words
500 words
•
•
•
References
Details of the impact
Sources to corroborate the impact
Up to 6 references
750 words
Up to 10 sources
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Impact in the UK
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IMPACT
–
Gene Therapy
Gene Therapy as a treatment for blindness
•
Breakthrough retinal gene therapy
•
Treatment of an X-linked recessive
disorder that leads to progressive
blindness
•
Uses a virus to carry the missing CHM
gene into photoreceptors in the eye
6 o ths after treat e t, the first 6
patients showed improvement and two of
the six were able to ready two or more lines
o the eye chart
The Lancet
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IMPACT
–
Autonomous Vehicles
Driverless Cars
•
Spi out fro O ford s Mo ile Ro oti s
Group
•
Set to provide 40 driverless pods to carry
passengers around Milton Keynes city
centre
•
Set to overcome limitations of existing
GPS-based navigation technologies
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IMPACT
–
Local Community Archaeology
Community-based archaeological project in
East Oxford led by the Dept of Continuing
Education
•
Involved over 300 local volunteers
•
Increased awareness of the richness of
archaeological heritage
•
Fostering closer links between the
University and local community
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What does this mean for Universities,
Industry and Governments?
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How can TTOs/KTOs support Impact Assessments?
Track good potential
case studies early
Support from
the top
Gather data and
manage case studies
Identify “Impact
Champions”
Think
holistically
Incentivise impact generating
activities
–
use appraisals,
targets, rewards and
incentives
Provide small pots of money
and a central resource to
support funding application
Upskill academics
and celebrate impact
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Publications
The i pa t of Isis a ti ities to o
er ialise
technologies and expertise from Oxford University is
seen through the creation of new products and
ser i es.
Co
er ialisatio a ti it u dertake
Isis
Innovation contributed more than £0.4 billion GVA
1
to
the global economy in 2012/13 and supported almost
,
jo s.
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For Governments
•
Governments should place more efforts into helping
universities understand why the commercial route is good for
them
Be aware of the Commercialisation Effect
•
Do not push too hard for commercial and economic return
•
This can have the opposite effect
Supportive policies to develop an innovation ecosystem
•
Tax incentives
•
Grant programmes
•
Legislative framework
•
•
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Economic Implications
Phase 1
The ‘old days’
Phase 2
The ‘hey-days’
Phase 3
The ‘winds of
change’
Phase 4
Economic
Pressures
Phase 5
The Impact of
Impact
In the UK & US
Late 1980s
Mid 90s
–
Late 2000
Early 2010
2011-2014
Today
•
Will other economies follow a similar development path?
Or
•
Will they look at the shortcomings of the hey-days and lack of relevance to their
own circumstances?
•
Capitalise on opportunities to focus on promoting
local entrepreneurship
that
may be far more relevant to their circumstances than patent-based approaches
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Supporting Entrepreneurs and Innovators
Innovative
research
Translating
ideas to
business
propositions
Successful
innovative
businesses
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Worldwide Activities
Isis Local Presence
•
•
Clients from over 50 countries around the world
Awarded a prestigious Queens Award for Enterprise in International Trade (2015)
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Our Clients & Partners
Entrepreneurs
Research
Funding
Bodies
University
Tech Transfer
& Knowledge
Exchange
Government
Agencies
SMEs
Corporate
Technology
Scouts
Science Parks
& Incubators
Investors
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Our Method for Innovation Strategy and Planning
•
Isis Enterprise works with governments, regional development agencies, and science/technology
parks, universities, to
analyse the needs of the local ecosystem
and develop tailored Technology
Transfer Partnerships, training, and other entrepreneurship and innovation programmes.
Phase
Assessment
Strategy &
Programme Design
Implementation &
Support
•
Stakeholder Analysis
•
User Surveys
•
Benchmarking Studies
•
Best Practice Review
•
Ecosystem Analysis
Report describing desired
outcomes, global best practice and
current ecosystem gaps
•
Training Programmes
•
Operational Processes & Policies
•
Business Plans
•
Strategy Recommendations
•
Technology Transfer Services
•
Business Mentoring
•
Training Delivery
•
Programme Management
•
Programme Evaluation
Example
Deliverables
Activities
Phased series of programmes
required to fill gaps and meet
stakeholder expectations
Implementation or coaching for
local delivery of programmes
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Entrepreneurship & Innovation Offerings
SME Growth Programmes
Supporting local or national SMEs in their
business planning, marketing, supply chain,
and operations through peer-to-peer coaching,
mentoring and bespoke training courses to
address capability gaps
Incubators & Innovation Centres
Ecosystem assessment, design and
implementation of processes and policies
necessary for a successful start-up incubator
(including biotech, software or med-tech
incubator facilities). Design and
implementation of coaching/training
workshops for incubatees.
Entrepreneurship Courses
A range of bespoke entrepreneurship courses
are available from 2 days to complete multi-
week programmes, with specialisations in
technology commercialisation, software,
biotech or nanotechnology.
Open Innovation Programmes
Targeting medium to large companies, open
innovation programmes communicate the
benefits of licensing technologies from
universities or research institutes, explore
gaps in R&D pipelines, and can assist in
scouting for technologies to fill these gaps.
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Entrepreneurship & Innovation Offerings
–
Example Projects
SME Growth Programmes
Incubators & Innovation Centres
•
Carbon Trust
•
•
•
•
•
•
•
Oxfordshire Innovation & Growth
Team Programme
SME Corp Malaysia
BioTech Corp Malaysia
Leiden Centre for Entrepreneurship &
Innovation
Andalucia TECH LINK Incubator
Cranfield Software Incubator
Isis Start-up Incubator
Entrepreneurship Courses
Innovation Ecosystem Review
•
•
•
SME Corp Malaysia
Poland Top 500
Leaders in Innovation Fellows
•
•
•
Malta University
Cyprus Research Promotion
Foundation
EU-Indonesia TCF Project
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Thank you!
Please feel free to contact us to discuss how Isis Enterprise can best assist your organisation.
Managing innovation
Innovation ecosystem
development
Partner in technology
commercialisation
Seeking technology
Impact reviews
Policy and
benchmarking studies
Technology & market
due diligence
Training
Steve Cleverley PhD MDA
Head of Isis Enterprise,
[email protected]
Britta Wyatt MBA
Senior Consultant, Isis Enterprise
[email protected]
© Copyright 2015 Isis Innovation Ltd.