4. ACE impact in Aalto competence commercialization 2011 4 Aalto competence commercialization process ACCELERATING VENTURES DRIVING INNOVATIONS TAKING RISK ENCOURAGING AND SUPPORTING Aalto community / research INCREASING AWARENESS Markets ACE Innovation Management Process
5. Participation of key internal stakeholders in Aalto competence commercialization 2011 5 Participation Inventor / team Department Aalto community / research ACE team Proposal Evaluation Concept development Validation Process phase Start-ups IP Licenses ACE Innovation Management Process
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7. Number of new cases according to 2011 targets 2011 7 Stage Gate Directed to other supporting organizations Back to community with feedback 200 10 Proposal Start-ups 15 Evaluation 300 250 Concept development 30 Validation Intellectual Property Rights >20prior. apps 10 50 10 Licenses 5 Innovation ‘fast track’ ACE Innovation Management Process
9. ACE applies fast, systematic and transparent Decision-making principles Based on available information Case documentation received (Improlity) manager’s presentation reviewer’s comments According to triggers (clear high end / low end case identification) Trigger-based rating Debate if manager’s rating is not in line with stream information If not a clear case, reflect to overall case status & situation (resources invested, workload of responsible people, deadlines (IP)) Focus only to commercially viable package for minimum time period Avoid the fragmentation of ownership and keep clean track of material relevant to commercialization Scope only of commercially potential material Efficient project work with milestones to avoid delays. 2011 9 ACE Innovation Management Process
10. Realizing the project value 2011 10 Start-up 40%-80% netincome License* 0%-40% netincome Background Concept development Project results IPR protection Project value* Business potential 20% netincome Feasibility License Intellectual property Company X *payment in form of cash or ownership ACE Innovation Management Process