To address the danger, the authors, in the third post,
provide six questions that should be considered at the C-Level. And, the authors emphasize that those
questions must be considered at that senior management level and not at the
corporate R&D level. The questions
provide focus for the corporation and its goals for the innovation cluster. Finally, the last post provides the nuts and
bolts for how to develop an innovation outpost, including having the right
staffing and “corporate buy-in for productization.” The authors plan to write a book based on the
subject of the posts. It would be
interesting to see a complimentary discussion of the role of intellectual
property and the intellectual property lawyer.
We eagerly await publication of their book!
"Where money issues meet IP rights". This weblog looks at financial issues for intellectual property rights: securitisation and collateral, IP valuation for acquisition and balance sheet purposes, tax and R&D breaks, film and product finance, calculating quantum of damages--anything that happens where IP meets money.
Friday 18 December 2015
How to Create an Excellent Innovation Outpost
Start-up guru and Lean Launchpad developer Steve Blank has
published a fascinating set of four blog posts on Innovation Outposts with
co-author Evangelos Simoudis, venture capitalist. In the first post, the authors discuss a
history of corporations and their response to technological change. The post notes how
corporations became very good at development and have spent less time on
research. Essentially, corporations were
unable to keep up with innovation occurring outside their specific development
field. In part, this was because of the
number of scientists and entrepreneurs moving to start-ups because of the opportunity
to do cutting edge work—and this was helped along by the availability of
venture capital. Because of this
dynamic, corporations have needed to monitor (“sense”) and “respond” to the
development of new technologies that may impact their existing lines of
business, particularly in an “innovation cluster,” such as Silicon Valley and Boston. The second post describes innovation outposts. It provides several examples of innovation outposts
and discusses the functions of those outposts: primarily to “sense” or monitor
new technologies and second, to “respond,” such as by acquiring technology or
partnering with companies with attractive technology. The authors note that there is a danger that
most innovation outposts will become innovation theater—essentially very good
at sensing, but not at responding.
Subscribe to:
Post Comments (Atom)
No comments:
Post a Comment