1. Why do we teach
innovation?(and how) THE UAI EXPERIENCE
Inti Nuñez
Assistant Professor
inti.nunez@uai.cl
Ramón Molina
Executive Director
ramon.molina@uai.cl

2. Six years ago, the UAI Business School, decided that innovation and entre-
preneurship will be a fundamental matter in his development. A cornerstone
that adds value together with UAI’s strong links with firms, business leaders
and public policies institutions.
Thanks to UAI’s vision and its model that connects business, technology
and design the Business School has been able to develop a distinctive in-
sight of a world trend, which is design thinking. Sony, Apple, IDEO, and
BMW represent good examples of companies that are leaders in this tech-
nological wave.
This document remarks UAI Business School commitment to innovation. It
shows why it is kept as core and how a complex ecosystem has been built
that supports this vision.

3. Contents
1
2
Context: Issues /
Trends that drive
our design
The UAI experience
The current MBA market dynamic
· The changing social contract for science and the evolution
of the university
· Rethinking the MBA: business education at crossroads
· The design of business
· LATAM opportunity
Teaching Innovation and entrepreneurship
· A new value for innovation
· Innovation`s nature
The UAI Model
· Model
· Undergraduate
· Graduate
UAI Ecosystem
Some Figures

4. 1. Context
Issues / Trends that drive our design
context uai

5. The MBA market
current dynamic
P. Feres para el Consejo de Innovación (2008); B. Martin (2003): The Changing Contract for Science and the Evolution of the University, Science and Innovation; H. Etzkowitz
(2005): Second Academic Revolution: The Incubation of Innovation; R. O’Shea, T. Allen and K. Morse (2005): Creating the Entrepreneurial university: The Case of MIT
Medieval Social Contract European Social Contract VannevarBushSocialContract New Social Contract
The changing social contract for science
and the evolution of the university
Universities as guardians/
keepers of the
truth/knowledge
Universities as responsable
of knowledge expansions/
spread
Science, the endless frontier connected
to development
xvii - xvii xviii - xx second half of xx 80`s to now
TEACHING SCIENCE DEVELOPMENT
context uai

6. context uai
The MBA market
current dynamic
The changing social contract for science
and the evolution of the university
Martin, B. (2003). The changing social contract for science and the evolution of the university, in A. Geuna et al. (eds.) Science and Innovation: rethinking the rationales for
funding and governance. Edwar Elgar: Cheltenham.
“The triple helix theory”
“New revised social contract”Martin 2003
“...fifth phase that can be called the institutional
reconfiguration of the university”Geuna 1998
“The entrepreneurial university”Leydersolorff Etzkowitz 1998

7. context uai
The MBA market
current dynamic
The changing social contract for science
and the evolution of the university
Martin, B. (2003). The changing social contract for science and the evolution of the university, in A. Geuna et al. (eds.) Science and Innovation: rethinking the rationales for
funding and governance. Edwar Elgar: Cheltenham.
Boundaries between University & society are being redefined
“The triple helix theory”
“New revised social contract”Martin 2003
“...fifth phase that can be called the institutional
reconfiguration of the university”Geuna 1998
“The entrepreneurial university”Leydersolorff Etzkowitz 1998

8. context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.
Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
WALL STREET MESSAGE
Greed is good”
Gordon Gekko
I created nothing. I own”
Gordon Gekko
FINANCIAL
CRUSH
In 2006, 52% of Chicago Booth graduates took jobs in financial service
FINANCIAL
CRASH

9. context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.
Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
WALL STREET MESSAGE
Greed is good”
Gordon Gekko
I created nothing. I own”
Gordon Gekko
“A recent report by the Association to Advance Collegiate Schools of Business
points out, we need research that is more practice – oriented and interdisciplinary”
FINANCIAL
CRASH

10. context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.
Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
WALL STREET MESSAGE
Greed is good”
Gordon Gekko
I created nothing. I own”
Gordon Gekko
“Rebalancing must occur”
Srikant M. Datar
FINANCIAL
CRASH

11. context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
The common question we heard was about the value added
of an MBA degree. In every interview, deans and executives
returned repeatedly to the question, as well as to a large set
of unmet needs that they identified in areas such as:
Leadership development
Skills at critical, creative and integrative thinking
Understanding organizational realities”
David A. Garvin
1
2
3
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.
Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.

12. context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
harvard medical school
165
10.000
17
students per year
affiliated hospital
faculty
?
Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts.
Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
IS THERE A VISION FOR
BUSINESS SCHOOLS

13. context uai
The MBA market
current dynamic
From a mystery to a heuristic
(not algorithm)
Moore, W. and Tushman, M. (1982) Managing Innovation Over the Product Life Cycle in Readings in the Management of Innovation, eds. Michael L. Tuschman and William
L. Moore, Boston, MA: Pitman. Martin, R. (2009) The design of business. Harvard Business Press. Boston. Massachusetts
maturity
grow
th
low cost
strategy
differentiation
strategy
INITIAL
STAGE
HEURISTIC ALGORITHMMYSTERY

14. context uai
The MBA market
current dynamic
The design of business
Martin, R. (2009) The design of business. Rotman Management
Modern firms must become more like design shops
From Traditional Firms...
Flow of Work Life
Source of status
Style of work
Mode thinking
Dominant attitude
...To “design shop”
· Ongoing tasks
· Permanent assignments
· Projects
· Defined terms
· Defined roles
· Wait until it is “right”
· Collaborative
· Iterative
· Managing big budgets
and large staffs
· Solving “wicked problems”
· Deductive
· Inductive
· Deductive
· Inductive
· Abductive
· We can only do what we have budget to do
· Constraints are the enemy
· Nothing can’t be done
· Constraints increase the challenge and
excitement

15. context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010

16. context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010
WEF 2010

17. context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010
WEF 2010

18. context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010
WEF 2010
LATAM needs to work in the last 5 factors

19. context uai
A new value for innovation
BCG 2009 Senior Executive Innovation Survey
BCG 2009 Senior Executive Innovation Survey; BCG Value Science Center Analysis
40
Percentageofrespondents
30
20
Top
priority
Top three
priority
Top ten
priority
Not a
priority
25
39
26
10
10
0
Where does innovation rank among
your company`s strategic priorities?
Innovation Remains a Top Strategic
Focus for the Majority of Companies
Three and ten-year annualized total share-
holder-return premiums of innovative com-
panies compared with their industry peers
Innovative Companies are Superior
Investments
Innovation
is now recogni-
zed as the sin-
gle most impor-
tant ingredient
in any modern
economy”
The Economist
18
4
4.3
2.6
1.0
2.8
1.3
1.0
17.7
5.5
2
0
AnnualizedTSRpremium(%)
Global
Innovators
Three year premium Ten year premium
Americas
Innovators
European
Innovators
Asia Pacific
Innovators
Teaching
creativity &
entrepreneurship

20. context uai
A new value for innovation
BCG 2009 senior Excecutive Innovation Survey, BCG 2008 Senior Excecutive Innovation Survey,
BCG 2007 Senior Excecutive Innovation Survey, BCG 2006 Senior Excecutive Innovation Survey
There is a lack
of knowledge
about managing
innovation”
40
60
20
2006 2007 2008 2009
52
46
43
52
80
0
40
60
20
2006 2007 2008 2009
72
67
63
58
80
0
40
60
20
2006 2007 2008 2009
41
30 29
26
80
0
Percentage of respondents who
say they are satisfied with their
company´s return on innovation
spending
Percentage of respondents who
say their company will increase
innovation spending in the co-
ming year
Percentage of respondents who say
their company will increase innova-
tion spending significanty (by more
than 10%) in the coming year
Persistently low satisfaccion with innovation
ROI may be weighing on spending plans
Teaching
creativity &
entrepreneurship

21. context uai
A new value for innovation
BCG 2009 senior Excecutive Innovation Survey
20
30
10
Moving
quickly from
idea gene-
ration to
initial sales
Enforcing
projects ti-
melines and
milestones
Ear marking
sufficient
funds
Balancing risk
time frames
and returns
across the
portafolio
Partnering
with suppliers
and others of
new ideas
Developing a
deep unders-
tanding of
customers
Ensuring
excecutive
level suport
Fostering a
culture of
innovation
45
41 40
39 38 38
32
31
40
50
0
How strong is your company`s current
perfomance in each of the following
innovation capabilities?
Speed and Discipline are
companies`greatest challenges
Percentage of respondents who
said “below average” or “poor”
Teaching
creativity &
entrepreneurship
There is a lack
of knowledge
about managing
innovation”

22. context uai
Based in Stephen J. Kline & Nathan Rosenberg Model
Market
Evaluation
Design &
Testing
Redesign
& Adaptation
Customer
InteractionConception
Research
Knowledge
both public and proprietary
Public, practitioner, proprietary
Innovation -
Commercialisation
Kline & Rosenberg`s Systemic Model
Teaching
creativity &
entrepreneurship

23. context uai
Teaching
creativity &
entrepreneurship
Based in Stephen J. Kline & Nathan Rosenberg Model
Innovation
is process (dynamic)
is systemic (not linear)
is complex
Market
Evaluation
Design &
Testing
Redesign
& Adaptation
Customer
InteractionConception
Research
Knowledge
both public and proprietary
Public, practitioner, proprietary
Innovation -
Commercialisation
Kline & Rosenberg`s Systemic Model

24. context uai
Teaching
creativity &
entrepreneurship
Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard Business School Publishing. Boston.
resources
INNOVATION
management
practices
organizational
motivation
task
motivation
CREATIVITY
expertise
creativity skills
IM
PACTS
Work Enviroment
Individual/Team
Creativity

25. context uai
Teaching
creativity &
entrepreneurship
Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard Business School Publishing. Boston.
resources
INNOVATION
management
practices
organizational
motivation
task
motivation
CREATIVITY
expertise
creativity skills
IM
PACTS
Work Enviroment
Individual/Team
Creativity
Innovation
is practical knowledge: experiences, abilities, skills
is people, leadership and culture, motivation
is enviroment, ecosystem, association, team-up
is strategy and management practices

26. context
Teaching
creativity &
entrepreneurship
100
90
50
40
Non innovators
Scott Cook
Pierre Omidyar
Michael Lazaridia
Michael Dell
Associating Questioning Observing Experimenting Networking
This chart shows how four well known innovative entrepreneurs rank on
each of the discovery skills. All our high profile innovators scored above
the 50th percentile on questioning, yet each combined the discovery skills
uniquely to forge new insight
How Innovators Stack Up
uai
Dyer, J., Gregersen, H. and Christensen, C (2009) “The innovator´s DNA”. Harvard Business Review, December, Boston.
percentile

27. context
Teaching
creativity &
entrepreneurship
100
90
50
40
Non innovators
Scott Cook
Pierre Omidyar
Michael Lazaridia
Michael Dell
Associating Questioning Observing Experimenting Networking
This chart shows how four well known innovative entrepreneurs rank on
each of the discovery skills. All our high profile innovators scored above
the 50th percentile on questioning, yet each combined the discovery skills
uniquely to forge new insight
How Innovators Stack Up
uai
Dyer, J., Gregersen, H. and Christensen, C (2009) “The innovator´s DNA”. Harvard Business Review, December, Boston.
percentile
Teaching innovation represents a challenge for management education

28. 2.
The UAI Model and Experience
contextuai

29. contextuai
the uai model
Gomez, A. & Villena, M (2005), UAI
The UAI model
technology
design
business model
entrepreneurs
innovators
Business Ecosystem
CUSTOMER

30. contextuai
the uai model
We created
(and managed)
8 new work-
shops that re-
cieve more than
3.000 students
per year”
Undergraduate

31. contextuai
the uai model
MSc I&E, Master of
Science in Innovation
& Entrepreneurship
Two specialized graduate programs
MI, Master of
Innovation
Graduate

32. contextuai
the uai model
landing concentraciónbuilding business foundations
(4 weeks) (16 weeks)(24 weeks)
innovación y cultura desi. thinking gestión innov.
8 electivos
Intl.
week
proyecto tesis
transform. organiz.
inn. y etrepr. biz. models biz. plans
building business foundations focus
(12 weeks) (12 weeks)
fundam.
innovación
gestión
innovación
proyecto final
transform.
organiz.
Cult. innov
design think.
Biz. mod. y plan
(12 weeks)(12 weeks) (6 weeks)(6 weeks) (6 weeks)1 1 1
MBA Full time Executive MBA (EMBA) F/S
From 2011, every UAI MBA will attend to a
minium 5 courses in a special innovation track
Context and culture
Design Thinking
Managing Innovation
Business model and plan
Organizational transformation
Graduate

33. contextuai
the uai model
landing concentraciónbuilding business foundations
(4 weeks) (16 weeks)(24 weeks)
innovación y cultura desi. thinking gestión innov.
8 electivos
Intl.
week
proyecto tesis
transform. organiz.
inn. y etrepr. biz. models biz. plans
building business foundations focus
(12 weeks) (12 weeks)
fundam.
innovación
gestión
innovación
proyecto final
transform.
organiz.
Cult. innov
design think.
Biz. mod. y plan
(12 weeks)(12 weeks) (6 weeks)(6 weeks) (6 weeks)1 1 1
MBA Full time Executive MBA (EMBA) F/S
Context and culture
Design Thinking
Managing Innovation
Business model and plan
Organizational transformation
More than 350 MBA students per year with special
training in innovaton and entrepreneurship
From 2011, every UAI MBA will attend to a
minium 5 courses in a special innovation track
Graduate

34. contextuai
ecosystem
for innovation &
entrepreneurship
Ecosystem
In developing economies we have not only the challenge
of identify business opportunities and extraordinary entre-
preneurs, but also to establish an ecosystem of innovation
and entrepreneurship that make possible the miracle of
having rapid growth companies with global reach.

35. contextuai
ecosystem
for innovation &
entrepreneurship
Mission - Vision
· The most efficient ecosystem of innovation and entrepre-
neurship, to facilitate the dynamic creation of new busi-
nesses, in both established companies and new ventures.
· Relations with those who design the future in various
fields, providing methodological support, infrastructure
support, networks, expertise, training. We will be partners
of the creators of new business areas in the region and the
world.
· Reinforce our research teams, innovation, packaging - de-
sign, orchestration systems, and global and regional net-
works.
From the School of Business at
the UAI will position us as the
benchmark in the region of
“doing” innovation and entre-
preneurship at the global level.

36. contextuai
ecosystem
for innovation &
entrepreneurship
Let`s have a little tour...
Universities and technology centers are
developing strong and large ecosystems
around the world. For example: Boston
cluster, MIT, UC group, networks,
Standford, Oxforbridge, UCL...

37. contextuai
ecosystem
for innovation &
entrepreneurship
Cambridge (USA)
CAMBRIDGE
ENTREPRENEURS
Company
Founders
Strong Academic
Links
Membership of
organizations
Multiple
Directorships
Mentoring
Business
Angels
Source: Yim M. Myint, Shailendra Vyakarnam
Cambridge entrepreneurs
play several roles

38. contextuai
ecosystem
for innovation &
entrepreneurship
Silicon Valley
Source: Unknow male entrepreneur
Mobile
workforce
of qua-
lified &
technical
talent Mentors
/ informal
network
Venture
specific
services
University
strengths in
IT, biotech &
business
Government
organizing
the economist
structure
Sources of
funding
Media /
Press
THE ENTREPREUNER
“Stem” of assumptions
Flower Petal Model
This Model named by a male ven-
ture capitalist, illustrates the sup-
porting network that exist in Silicon
Valley to accelerate and sustain
succesful entrepreneurship

39. contextuai
ecosystem
for innovation &
entrepreneurship
Silicon Valley
Source: Unknow male entrepreneur
Mobile
workforce
of qua-
lified &
technical
talent Mentors
/ informal
network
Venture
specific
services
University
strengths in
IT, biotech &
business
Government
organizing
the economist
structure
Mobil Labor:
Must be experienced, talented and
numerous. Critical for senior manage-
ment talent to stay within the ecosys-
tem. Ideas and knowledge to be shared
within an acceptable framework of
patents, copyrights and open sources
Capital and experience:
Service firms, founding sources and
former entrepreneurs –serving as ad-
visors– provide experienced guidance
and access to various forms of capitals
(real and virtual) at every stage of a
company`s development
Sources of
funding
Media /
Press
THE ENTREPREUNER
“Stem” of assumptions
Flower Petal Model
Government:
Can establish an economic
structure that`s favorable to
entrepreneurship
University-Industry connections
Universities serve not only as a training
ground in business or technology, but
also as a sourse of breakthrough ideas,
talent and relationships
Media:
Influences culture and perception of
high-growth business as important contri-
butors to the economy and a way of life;
looking at entrepreneurshio as an hono-
red profession, promoting both success
and faiture stories.

40. contextuai
ecosystem
for R&D &
entrepreneurship
Chile Knowledge
suppliers
Financing
Sophisticate
suppliers
Starting up
Markets
Culture &
Society
Regulaty
framework
Venture capitals
Seed capital
Guaranty funds
Angel investors
Local Markets
International Markets
Corporations
Competitiveness of sectors
Legal Issues
Accounting tax issues
IP protection
Branding
Product design
Focused public policy
Intellectual property
MKII - III
Shareholders agreement
NDA
Easy mechanism to open &
close new Co
Value of being entrepreneur
Tolerance to failure
To live outside / english
Diversity
Role Models
Networking
Openess to Innovation
Scientifics labs - R&D
Availables technologie
Access to associations
University incubators
Network - all entrepreneurs
Network of key partners
Network users & clients
Access to technical people
Asset Capital
Raw Materials
DYNAMIC & INNOVATIVE
ENTERPRISES

41. contextuai
ecosystem
for R&D &
entrepreneurship
UAI BUSINESS SCHOOL
we are working in two levels
1
2
Technology Transfer Ecosystem
Triple Helix Networks

42. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Empresas
Empresas
Empresas
Empresas
Empresas
Empresas
Incubadoras
Inversionistas
Emprendedores
Consorcios
investigación
Emprendedores

43. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Núñez, I. (2010)
technology tranfer system
structure
Administration service platforms:
· Accounting
· Proyect managent
· Events / Difusion
· Innovation technology platform
· Strategyc Partnership management
Academic offer/
Innovation and
entrepreneurship
products & services:
· Research centers
· PHD
· Masters
· Certificate
· Executive education
· Reasearch and
publications
Technology transfer
ecosystem:
· Centers
· Labs
· Programs
System of funds:
· Prouf of concepts
· Early stage
· I + D
· Angels
· Venture capital
1
5 4
3
Governance Board
· Representative
· Executive
Policies PI
2

44. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Technology transfer ecosystem:
There are different business units created , TOP DOWN &
BOTTOM UP, by universities, faculties or schools to response
the innovation and entrepreneurship challenge. These units
are created spontaneously from academic , firms and go-
vernment demands. It is necessary to establish policies that
regulate activity, for example: intellectual property policy.
1
Núñez, I. (2010)
1technology tranfer system
structure

45. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Governance board:
Board that drive institutional policies, power distribution
and authorities role and other. In addition, it is worried
about performance (strategy and control), synergies, scale
economies, information, brand, growth, and delivery stan-
dards. Intellectual property and conflict of interest policies:
these issues are central in a technology transfer system.
1
Núñez, I. (2010)
2technology tranfer system
structure

46. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Academic offer/ Innovation and entrepre-
neurship products and services:
System of technology transfer must be connect with acade-
mic university offer, both systems must talk generating lear-
ning , this process could generate new models, feedback,
contacts, which add experience and service quality.
1
Núñez, I. (2010)
3technology tranfer system
structure

47. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Administration service platforms:
administrative units that offer support at: accounting, pro-
ject management, events & diffusion, information techno-
logy platform, strategic partnership management
1
Núñez, I. (2010)
4technology tranfer system
structure

48. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
System of funds:
Technology transfer system needs a system of funds align-
ment with projects management process, funds that sup-
port: research, development, innovation and entrepreneur-
ship. This system provides: negotiation capabilities, power,
independence, other.
1
Núñez, I. (2010)
5technology tranfer system
structure

49. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem system arquitecture & roles
Technology Transfer System Academic Group I&E
Technology Transfer Board
Venture Link
Corporate Governance of the system
Octantis
Corp entrepreneurship
New ventures
Venture Lab
Last mile innovation
Outsource R&D
Patenting
Southern Angels
Proof of
concepts
Private
Fund
R&D fund
early stage
Design Lab
Community understanding
Prototyping
Design support
Tecnological Infraestructure
Highly specializaed human capital
Center for I&E
Research
Awareness
Education
Academic Programs
Master en Innovación
Master en Gestión y empren-
dimiento tecnológico
Support Platforms
Project management
Accounting
Events
Others
· Companies
· Alumni UAI
· Entrepreneurs
· Government

50. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
business model
transfer system
INFRASTRUCTURE VALUE PROPOSITION CLIENTES
Core Capabilities
Brand
Credibility
Researches in Tecnologhy
Unfraestructure and asso-
ciated services
Understanding of techno-
logy transfer
Financial Capacuty
Cost Structure
Leveraging HR costs, distribution and technology infrastructure with the university
systemR & D investment by public subsidies; HR areas from recent graduates and
engineering curricula, the lower the market cost.; Royalty by brand UAI.
Income / Profit
Sale of technology infrastructure services and consulting; Participation
in% of sales revenue administration; Participation in % of utility-related
business, other businesses, investment funds.
Value UAI TTS
being a member and
support the extension
activity of teachers and
departments providing:
resources, administrative
support, brand (credibility),
partnerships, staff, infras-
tructure, management
control, negotiation and
dissemination.
Positioning
Business Excellence
Prestige
Innovation from demand
Transparency
Efficiency
Security
Confidence
Proximity to private Part-
ner Companies
Clients
Companies wanting to
move in: R & D innovation,
sophisticated markets,
certified.
Ministries who wish to
certify processes, access to
complex engineering ser-
vices, advance innovation
in the country challenges
Distribution
Top down, contacts, con-
fidence. Looking for part-
ners rather than clients
University Alliances
R&D network
Large companies
International players of TT
Investors
Stakeholders SNIC
Processes
Innovation and entrepre-
neurship
Servicing
Administration
Negotiation
Diffusion
NUMBERS

51. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
business model
transfer system
INFRASTRUCTURE VALUE PROPOSITION CLIENTES
Core Capabilities
Brand
Credibility
Researches in Tecnologhy
Unfraestructure and asso-
ciated services
Understanding of techno-
logy transfer
Financial Capacuty
Cost Structure
Leveraging HR costs, distribution and technology infrastructure with the university
systemR & D investment by public subsidies; HR areas from recent graduates and
engineering curricula, the lower the market cost.; Royalty by brand UAI.
Income / Profit
Sale of technology infrastructure services and consulting; Participation
in% of sales revenue administration; Participation in % of utility-related
business, other businesses, investment funds.
Value UAI TTS
being a member and
support the extension
activity of teachers and
departments providing:
resources, administrative
support, brand (credibility),
partnerships, staff, infras-
tructure, management
control, negotiation and
dissemination.
Positioning
Business Excellence
Prestige
Innovation from demand
Transparency
Efficiency
Security
Confidence
Proximity to private Part-
ner Companies
Clients
Companies wanting to
move in: R & D innovation,
sophisticated markets,
certified.
Ministries who wish to
certify processes, access to
complex engineering ser-
vices, advance innovation
in the country challenges
Distribution
Top down, contacts, con-
fidence. Looking for part-
ners rather than clients
University Alliances
R&D network
Large companies
International players of TT
Investors
Stakeholders SNIC
Processes
Innovation and entrepre-
neurship
Servicing
Administration
Negotiation
Diffusion
NUMBERS

52. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix 1
we truly believe in a deep collaboration between companies,
the state and the universities”
The state helping with the initial funds to create the spin
Companies leading the process of new venture creation
Universities transferring knowhow and capacities to companies
1
2
3

53. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
movistar innova
1
2
3
MOVISTAR INNOVA is the
first corporate entrepre-
neurship initiative where
the state, a company and
a university work together.
Open innovation: more than 1000 projects
presented and 25 new companies supported
Creation of a corporate incubator
New entrepreneurship culture in Movistar

54. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
movistar innova
Open innovation: more than 1000 projects
presented and 25 new companies supported
Creation of a corporate incubator
New entrepreneurship culture in Movistar
1
2
3
MOVISTAR INNOVA is the
first corporate entrepre-
neurship initiative where
the state, a company and
a university work together.
Value creation · open innovation · strategic orchestration

55. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
venture lab
KNOWLEDGE
$

56. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
venture lab
Closeness with companies
Understanding of science and business
World class know how networks
1
2
3
VENTURE LAB is a unique
platform designed to con-
nect science and business.
We transform early stage re-
search into applied research
for various industries.

57. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
venture lab
patents
ip protection
go to market open
innovation
corporate r&d
technology
transfer
last mile commercialization

58. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
tecnology transfer
from antartica to markets
1 2 3
Bioreactor 1.0 Production 2,5x Prototype 3D
Production 400 x

59. contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
tecnology transfer
from antartica to markets
Patents is just the first step
1 2 3
Bioreactor 1.0 Production 2,5x Prototype 3D
Production 400 x

60. contextuai
ecosystem
for R&D &
entrepreneurship Just focus on:
I D E A S
innovation
design
entrepreneurship
action
sustentability

61. some figures
contextuai
More than 3000 undergraduate students per year in entre-
preneurship, innovation and business practices workshops
More than 500 graduate students with courses
in innovation and entrepreneurship
More than 350 MBA students per year with courses
in entrepreneurship and innovation
Students from more than 8 countries taking
entrepreneurship and innovation courses
3.000
500
350
8

62. uai context
Branch in US, Miami Program
Dual degree with US TOP 10
National MBA
1st
some figures
Innovation and entrepreneurship has
enabled us to generate:

63. Inti Nuñez
Assistant Professor
inti.nunez@uai.cl
Ramón Molina
Executive Director
ramon.molina@uai.cl