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1 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Accessing NASA Technology Innovation
Ken Dozier
NASA Far West RTTC
10/23/02
2 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Organization History
• 1967 NIAC Started
• 1976 Subsidized Information Searches
• 1982 Information Services Expanded, RISS Launched
• 1984 Affiliate Network Starts
• 1991 Affiliate Network Expands
• 1992 USC Selected as RTTC
• 1994 Wins TRP Award
• 1997 ETTC Formed
Far West
Mid - Continent
Southeast
Mid-West Northeast
Mid-Atlantic
Since 1967, USC has been developing Primary Market Research for NASA in the area of Technology Transfer.
B01-003
3 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
“When the Rate of Change Outside is Greater Than the Rate of Change Inside, The End Is In Sight”
Jack Welch, Chairmen General Electric
The Future
4 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
“ According to Silicon Valley CEO’s, 60 % of the high-tech items they manufacture today did not exist 10 months ago”
Lon Hatamiya, Secretary - California Trade and Commerce Agency
Velocity
“Startups are now expected to go public within 6-18 months after venture investment”
Donna Jensen, Founder and CEO of startups.com
5 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
“where ... The ENIAC is equipped with 18,000 vacuum tubes and weighs 30 tons,computer in the the future may have only 1,000 vacuum tubes and weigh only 1.5 tons”
- Popular Mechanics, 1949
“I predict the internet... Will go spectacularly supernova and in 1996 catastrophically collapse ”
- Bob Metcalfe, 3COM founder and inventor, 1995
“This ‘Telephone’ has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us”
- Western Union, Internal memo, 1876
“The problem with television is that the peoplemust sit and keep their eyes glued on a screen; The average American family hasn’t time for it”
- New York Times, 1949
“There is no reason anyone would want a computer in their home”
- Ken Olson, president andfounder, Digital Equipment Corp., 1977
“Man will never reach the moon, regardless of all future scientific advances”Lee De Forest, Radio Pioneer, 1957
The Future
6 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
What is Knowledge ?
Truth Knowledge Belief
Universal
No Debate
Effect
Social
Converge on debate
Cause
Personal
Diverge on debate
Cause
10 Philosophical Mistakes (Adler 85)
7 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
1st Perspective
• Knowledge is a New Kind of Asset– The foundation of industrialized economy is shifting from natural
resources to intellectual assets (Hansen 99) (Davis 98)
– Knowledge assets are viewed as factors of production that may be more important than traditional resources of capital, labor and land. (Davis 98)
– Converging technologies and rapid innovations can transform markets Overnight . Administrative systems no longer provide the underpinnings of value creation. (Teece 98)
– Reward goes to those who are good a sensing and seizing opportunities. Dynamic capabilities are most likely to be resident in firms that are highly entrepreneurial. (Teece 98)
8 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Global Competition
Source: The world Competitiveness Yearbook IMD International
• 3 Finland
• 4 Luxembourg
•5 Netherlands
•6 Hong Kong
•7 Ireland
•8 Sweden
•9 Canada
•10 Switzerland
9 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Industry Clusters (ERI/McGraw Hill,”America’s Clusters”,1996)
10 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
The Evolution of Industry (ERI/McGraw Hill,”America’s Clusters”,1996)
11 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Clusters
Gus Koehler, USC
B01-043
12 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Clusters
Gus Koehler, USC
B01-044
13 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Clusters
Gus Koehler, USC
B01-045
14 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Clusters
Gus Koehler, USC
B01-046
15 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
2nd Perspective• Entrepreneurship Super Normal Wealth Creator
– Business Environments Have Become Hypercompetitive because of the High Magnitude and Velocity of Interfirm Rivalries (D’Aveni, 94)
– Innovations in Products, Services, Business Processes, and Organizational Designs are Creating Dramatic Discontinuities in Product- Market Spaces and Disrupting the Traditional Approaches to Competitive Strategies and Business Conduct (Christensen, 97)
– In the Short Run, Entrepreneurial Firms Reaps Supernormal Returns (Create Wealth) as Established Incumbents and Rivals Seek to Understand the Competitive Disruptions in their Market Space.(Christensen 97)
– Thus Competition Occurs in the Form of a Series of Market Disruption Moves by New Entrants or Entrepreneurial Firms and Efforts by Incumbents and Rivals to Shape Their Response Actions (Young et al 96)
16 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Make & Sell vs Sense & Respond
Incubators and Science Parks created to bridge gap between development and commercialization
Chart Source: Corporate Information Systems, Applegate
Venture: Niche markets,
public trading (pull)
Federal Agencies, SBIR: Mission Based, Linear (push) Universities: Curiosity Based, emerging, (push)
Chabol (large companies) hierarchy, products based, (push)
17 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Lottery-Ticket Stocks
Stocks Bull market peak
Close 10.11.02
Percentage Decline
Vitesse Semiconductor $106.13 $ 0.81 -99%
UAL (United Airlines) $ 98.00 $ 1.73 -98%
Charter Communications $ 26.31 $ 1.05 -96%
Calpine $ 56.99 $ 2.49 -96%
Sun Microsystems $ 64.31 $ 2.77 -96%
Flemings $ 37.30 $ 4.15 -89%
AT&T Wireless $ 35.25 $ 4.06 -88%
AMR(American Airlines) $ 43.75 $ 3.70 -92%
Six Flags $ 40.25 $ 3.30 -92%
Charles Schwab $ 50.17 $ 8.85 -82%Source: Bloomberg News as quoted in the LA Times 10.13.02
18 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
DevelopersDrivers
Gates “Microsoft” XeroxJobs “Apple” XeroxClark “SGI” E&S, StanfordClark “Netscape” University of
Illinois
Licensing Wealth
19 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Market Redefinition:Radical Change
Seven Organizational Change Propositions, Venkatraman 1994
20 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
RTTC Focus:Discovery
Zmud 2001
21 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
3rd Perspective
• Entrepreneurial Firms Represent a New Online Community• Network computing, supported by advanced communications infrastructure, can
facilitate collaborative entrepreneuralism (Teece 98)• Successful business models set themselves apart in their communication design
leading to a deconstruction of traditional value chains and the emergence of value Webs. (Lechner 01)
• The most critical factor for a venture business success is how to implement and commercialize lab-based technology/knowledge/ideas into actual products and/or services (Sung 01)
• Entrepreneurial firms use knowledge to reshape clusters of assets in distinctive and unique combinations to serve ever changing customer needs. (Teece 98)
• The key sources of wealth creation at the dawn of the new millennium will lie with new enterprise formation. (Teece 98)
22 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Online Community
Subscribers
Netiquette
Self Organized
Non-Commercial Culture
Community = Set of Agents + MediumAgents = user groupsMedium = Internet
Communities - Business Models and System Architectures:The Blueprint of MP3.com, Napster and Gnutella Revisited, Lechner
23 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Components of a Medium
Knowledge
Intention
Communities - Business Models and System Architectures:The Blueprint of MP3.com, Napster and Gnutella Revisited, Lechner
24 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Evidence from Practice
• Secondary Market Research as practiced by expert communities may be not be producing market knowledge fast enough or broad enough for modern high velocity markets– Market analysis of existing markets was not encouraging
• A KMS that uses IT to gather primary market information rapidly, facilitates the complex transformation between basic research (IP) and commercialization (Wealth)– Online research for potential markets has changed the lens– MOB/WOB community is rich with profitable SMEs
25 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Market Research Repository
You can sort or filter you selection
Each technology list the available primary
marker research we have done.
26 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
MULTI-CHANNEL SPATIALIZATION SYSTEM FOR AUDIO SIGNALSU.S. patent 5,438,623 (August 1, 1995)
PROBLEM ADDRESSED separation of auditory inputs by simulation of different source locations
TECHNICAL APPROACH
(1) use of synthetic auditory head related transfer function (HRTF) to simulate different virtual spatial source locations for up to five auditory signals;
(2) analog-to-digital conversion for noise-free processing with HRTF, and subsequent digital-to-analog conversion for presentation of modified signals to right and left ears
POTENTIAL APPLICATIONS teleconferencing, aeronautical communications, virtual reality video games, command and control
BENEFITS (1) binaural hearing advantages: substantial improvement (6-8 dB)in signal to noise; faster reaction times, less listening fatigue, increased perception and immersion; (2) less expensive than general purpose 3D audio displays; (3) customizable; (4) user-friendly, not requiring computer interface
Docket Example
27 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Gather Competitive Intelligence
• By using the CAP Tools, you can collect industry feedback and potential commercial applications.
B01-063
29 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
CAP Tools (Explicit)
In the CAP, say you need to build a Technology StatusReport.
Clicking on the link, brings up more information about what is a Technology Status Report (TSR), including an example.
Clicking on the details button reveals more information about the TSR.
30 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Market Wanted Innovations
• Real time
• General Solution (360 sphere)
• Low Cost
• Head Orientation Sensitive
• Set Top Box
• Sound Card Add in
• Listener Location Independence
31 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
MOB/WOB Firm
• Breakaway
– On going profitable south central MOB IT Service Business
– Strong Private and Public Network
– No Products
– Strong business relationship with Microsoft
• Far West
– Assisted with Business Plan
– We located Physicist
– Located Chip Designers
– MOU in process with Taiwan partner for chip fabrication
– Assisting with SBIR and STTR to ensure dual use
– Prepared mathematical demonstration of algorithm
32 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Leveraging Existing Network
Breakaway will take lead on SBIR Phase I and Phase II (hopefully) Far West RTTC will support
USC School of Engineering will support STTR work.
Large Chip manufacturer is monitoring process
Large Set Top Box manufacturer is monitoring process
VC is monitoring process
Investment Bank is monitoring process
DoD is monitoring process
Time to Market 24 to 36 months
33 University of Southern CaliforniaSchool of Engineering Technology Transfer Center
Assessing Your Technology
Ind
ust
ry A
do
ptio
n o
f Te
chn
olo
gy
Executive’s Approach to Technology
CEO Not Involved CEO Involved
Bef
ore
Tec
hn
olo
gy
(No
n-C
ust
om
er F
aci
ng
)A
fter
-Te
chn
olo
gy
(Cu
sto
me
r F
acin
g)
B01-113
CIO Magazine June 2002