Focused Value Proposition Activity Final

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Learn how to execute strategic innovation in an organization using the available tools and techniques including the balanced scorecard. You will see: - > How strategic innovation can be addressed within the balanced scorecard methodology - > How it can be executed with an integrated strategic planning and performance management system To read the first part of this two-part series on "strategic innovation", please click here - http://bit.ly/2K4J63b Acknowledgment: Originally written by Dan Montgomery and Gail Stout Perry for the Whitepaper titled "STRATEGIC INNOVATION" published by Corporater. Read the exclusive whitepaper here - http://bit.ly/2JN94ra

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Innovative technologies coming from the labs are frequently upstream of customers’ expectations. In order to choose the best exploitation strategy for an invention, technology transfer officers carry out technological marketing analysis, which can be defined as “marketing for markets that do not exist yet”. Templates for such studies, currently used by marketing engineers of a major research organization, are available here to support the activity of technology transfer officers. www.FITT-for-Innovation.eu

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At Imperial Innovation, the decision regarding the business model is taken by the technology transfer officers. The reason is that researchers often lack market knowledge and commercial skills and are therefore not always able to see the full potential of a certain technology. To enhance the commercial skills of researchers, Imperial College London has set up the Innovation, Entrepreneurship and Design program. The program gives students and researchers the opportunity to follow an entrepreneurial journey that provide them with insights into the challenge of introducing novel products and services to market. www.FITT-for-Innovation.eu

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FITT Toolbox: The detection of research results that could be successfully transferred to industry is the starting point of the technology transfer process. Only once a promising technology has been spotted, the technology transfer officers can start to investigate the appropriate ways to protect the related intellectual property and to bring it to the market. The following document will bring you insights into the main challenges on this matter and the material available in the toolbox to address them. www.FITT-for-Innovation.eu

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When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab. www.FITT-for-Innovation.eu

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The Cost Approach case develops the example of a trended historical cost approach to valuation for a pool of patents. It is based on tangible experience incoming from TUDOR technology transfer activities. Although historical cost approaches to valuation are often presented as the simplest of all quantitative valuation methods, the reader will understand some drawbacks and key elements in order to ensure a valid valuation in such a framework. www.FITT-for-Innovation.eu

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This practice focuses on Free and Open Source Software (FOSS) licensing. It addresses the major difficulties which can be encountered at the various maturity steps of a FOSS development project, from initial license choice to community governance and legal audit of source code. Reading this document, the reader will learn about key issues in setting up, running, and ensuring sustainability of FOSS projects. www.FITT-for-Innovation.eu

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The presented case study is about Siruna NV, which has developed software for real time deployment of mobile websites through a dual Open Source business model. Although this model is not widely adapted, this model can be easily copied as far as it helps to cover development costs by the help of a large and free developer community, helps to market the product, quickly, sets a reference in a rapidly evolving market and succeeds in creating value within an open source setting. www.FITT-for-Innovation.eu

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Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition. www.FITT-for-Innovation.eu

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The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process. www.FITT-for-Innovation.eu

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Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts. www.FITT-for-Innovation.eu

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The Balanced Scorecard methodology is used, to give mangers a tool for translating a strategy or a vision into actions and to reach the set targets. The MFG Balanced Scorecard gives cluster managers a tool for managing their cluster initiatives by defining concrete objectives based on their vision and strategy. The Balanced Scorecard methodology helps to clarify and translate vision and strategy, to communicate and link strategic objectives with actions, to plan, set and align strategic initiatives and to enhance strategic feedback and learning. www.FITT-for-Innovation.eu

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Professional tools for cluster or network management are more important than ever as the management plays a decisive role for the success or the failure of a cluster initiative/network. Today there are no general cluster/network management methods available to optimize the management. The presented practices use the Balanced Scorecard method which gives the mangers a tool to professionalize the management and to monitor activities including measuring successes. www.FITT-for-Innovation.eu

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Many international networks are active in the field of technology transfer and give the opportunity to: be in touch with pairs at the international level, access to training and seminars, exchange of good practices and experiences, find partners or investors, promote an innovation and much more. The choice of the network of which you could be a member can be a challenge. The goal of this practice is to give you a quick overview of the existing organisations, and can be a guide for the choice of such a network.

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The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public. www.FITT-for-Innovation.eu

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The network support services support the networks' sustainability by providing a set of logistics and communication services. Access to these services is conditioned by an agreement between the technology transfer officer and the network and the compliance with a charter. This agreement creates the conditions for a long-term cooperation and a win win situation: the networks gain access to free logistics and communication services, while the transfer officer gains access to strategic information from the field, the opportunity to develop specific partnerships and legitimacy. www.FITT-for-Innovation.eu

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The chapter TT collaboration addresses the topic of networking at two levels: Firstly, the added value of participating in networks for people active in technology transfer is highlighted at an international level. Additionally, at a local level, technology transfer network with local actors reinforces their local embeddings and grants a privileged, neutral and legitimate channel for two-ways transfer between transfer officers and other stakeholders. www.FITT-for-Innovation.eu

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The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented. www.FITT-for-Innovation.eu

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The Technology Transfer Officers often need to develop a whole business idea to rightly exploit an interesting opportunity, generally along with its owner. This process therefore proposes guidelines for driving strategic decisions and designing a sustainable business model. It builds upon practical situations to propose practices that work. The variety of initial contexts is such that some will obviously be of interest to you. www.FITT-for-Innovation.eu

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