Strategies on fostering IPR KIT

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1 Strategies on fostering IPR KIT Dr.-Ing. Jens Fahrenberg INNOVATION MANAGEMENT KIT University of the State of Baden-Württemberg and national Research Center of the Helmholtz Association

2 Content Structure of the Karlsruhe Institute of Technology (KIT) National Research Center & University Complementary business models Framework conditions German law Awareness to entreprenerial acting Innovation Management Office as IPR one-stop-agency Service provider, entrepreneur & cultural driving force Attempts on fostering IPR awareness Comments about status quo Conclusions 2

3 German Science System German Science System Institutions DFG Universities Helmholtz Max-Planck Leibniz Fraunhofer Institutions # Funding (federal:state in %) :42 0:100 90:10 50:50 50:50 90:10 1 (1) Basic public funding only 30 % 3

4 KIT Facts and Figures Campus North Helmholtz Mission University Mission 10 km, 15 min 12 Programs 27 Institutes Employees 355 Mio. Budget 11 Fakulties 130 Institute Employees Students 320 Mio. Budget 2243 doctoral students Campus South High thematic overlap Excellent synergy 4

5 Diverging business models on institutes level One entity - long term research - financial base: public funds - higher IPR awareness [ex non profit company (GmbH)] - education task - short term projects / personal change - contract research (claim for IP) - lower IPR awareness Two missions C E N T E R university Three tasks research higher education innovation 5

6 The three strategic pillars Innovation Entrepreneurship Education Training, e.g. Intellectual Property Students as founders or later scientists Awareness Inventions Screening Communication & matching Innovation cluster Innovation projects Executive: experts e.g. - patents - licences - spin off Finance KIT-Seed-Fonds Public funding Facultys HoC Centers Focuses Competence portfolio Programs Innovation Management Office Education Research 6

7 Framework conditions Universities are owner of their IP since 2002 an ongoing cultural change Universities inventors remuneration is 30% (german) scientists are focussed on knowledge Lack of economic driven entrepreneurship in science Successful vs. profitable technology transfer Screening of high potential cases Value of IPR 7

8 Innovation Management Office as service provider and entrepreneur sponsored research agreements business development IP-management KIT Seed Fund Patent fund license discovery invention report IP- and commercial analysis patenting marketing negotiation & close transfer projects spin off Maximizing value Economizing SI-resources shares equity management Source of innovation awareness initiation S C R E E N I N G novelty development stage market size marketing challenges inventor participation ongoing research enforceability Protection of KIT intellectual property rights e.g. inventor s contacts e.g. proof of principle Contract management Finance reporting 8

9 Innovation Management Office - 30 staff invention disclosures/a patent families Internal Seed Fund Service Provider 3 european patent attorneys 3 licence manager Entrepreneur 9

10 Starting in 2008 Entrepreneurial space Office space and laboratories Tenants Application oriented research Transfer projects with industry Spin off Access to KIT infrastructure Seminars, Networking events Working Learning Living 10

11 Basic approaches (I) 1. Enthusiastic support of the upper management / board Role models Serious message: IP is important not nice to have Appreciation e.g. invitation of inventors 2. IPR is part of the internal value system Clear policy for the legal entity Values should be ranked equal to knowledge Key performance indicators (KPI) - IPR policy - Regulations for remunerations - Information for inventors Tell me how you measure me and I will tell you how I will behave! (E.M. Goldratt) 3. Experienced staff professionals at the IPR office Ex scientists as partners at eye level European patent attorneys and licence engineers Business developers with industrial background Professional administration with database 11

12 Basic approaches 4. Foster entrepreneurial acting IPR office as one stop agency with scope for action Periodic statements of IPR accounts with discussions about long term strategy Participation on financial returns and compensation of higher institutes expenses Financial incentives for inventors - KIT Seed Fund Public Private Partnerships 5. Liasions & story telling Time for communication (listening, trust building) Success stories Licence deals Spin off Total inventors remunerations Awards 12

13 ... and cultural driving force e.g. consulting, institutes seminars, inventors reception, strategy talks, liasion officers Institutes Scientists Entrepreneurship education, creativity workshops, training on real cases Board Administration IPR awareness consulting and services Students Founders IPR-Policy, board meetings Industry Investors Negotiations 13

14 Business development: FRANKA Technology = Selective fragmentation with high voltage pulses Research Development of technology and equipment Economy Effect of fast and powerful current pulses on matter licensee selfrag 2010: 35 Employees and annual turnover of 1 Mio Fundamental research in the field of electrodynamic fragmentation Franka-stone (1999) Sugar beet before/after Further development for different fields of applications 12 Patent families (89 intern. IPR) selfrag Lab Spin-off/licensee Patent applications by FZK beginning 2000 KEA apple Application Franka-0 KEA wine Spin-off/licensee Co-operation partner Desinfection of wastewater by electroporation

15 Business development: celitement GmbH ( Karlsruher cement ) Internal Public funded research and development Cooperation Bridging the gap: competence and finance External Seed - new customers -new markets -new products HEF Quiet R&D, preparing and IPR KIT-Seed Founding the Celitement GmbH 1. contact to industrial partner Plant Pilot facility Market entrance Technology screening Identification, assessment, and development of the business idea Spin off preparation Market analysis, structuring, financing, team building, business plan Start management marketing control, sales, finance, organisation, personal Equity management shareholder rights, seed finance, company transactions 15

16 Puzzleteile der KIT-Strategie Challenge: Business KIT Foster Entrepreneurship culture Qualification & Screening Gap funding Full service (e.g. IPR, marketing) Management competences CEO, team building, marketing & sales Finance public & private Exit Strategies Equity management Licences Spin off Shares Dr.-Ing. Jens Fahrenberg JF-E-Master

17 Conclusions On the one hand lucky and privileged strong team own budget On the other hand huge potential minor IPR awareness There is still a lot to be done!

18 Thank you for your attention! 18

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