MindMap of modules making up the SHIP training course.

1. INNOVATION
ALLIANCE (SHIP)
TRAINING COURSE
Understanding Academia (UIIN)
Institutional rigidity in HEIs
Bureaucracy
Most have SME collaboration/outreach programmes
Interested in work experience
opportunities for students/staff
Source of revenue
Opportunity to spin out research with
commercial potential
HEI motivation not just about monetary return
Academic rankings (HIRSCH index)
Reseachers can feel undervalued
Insufficient sensitivity to commercial pressures
Kudos in working with the private sector
IP protectionism
How to extract value from Ip?
The academic timetable constraint
Formal structure of work hours
Mindset
The constraint of terms & conditions of academic staff
Access to specialist people and equipment
HEIs can draw on expertise from
international networks
Understanding and presenting
your needs (Univations)
Understand your motivation?
Who will be your representative?
You?
Member of staff/Board?
Third party?
Intermediaries can help with clarification
and presentation
Share/seek and independent view
Critique which anticipates the critique of the HEI
Use a structured analytical framework
What, Why, When, Where questions
Be prepared for the implications
Time commitment
Financial contribution
Handing over of IP
Sharing control
Partnership parameters
What are you prepared to give?
What do you want in return?
Decide on presentation mode/platform
Business Plan almost always a pre-requisite A cogent executive summary is critical
Face to Face meetings should be prepared for Presentaion tools?
Demonstrate the extent of your prepatory work
Third party/intermediary testimonials can
be very influential
Growing your collaborative
competences (NMEA/LEO)
Understand what's involved in
collaboration
iOTA
module/Sci-net
Know your own/your company's strengths and weaknesses
Understanding why you want to collaborate
Self awareness Life Rose
Understand/make use of the tools which
are available to support collaboration
Sci-net/iOTA
Draw up a plan to boost your collaborative competences
Intermediary help can be transformational
key developmental areas that all can benefit from
Exercise:Tool
Marketing
Finance
Time Management
Focus on listening skills
Presenation techniques
How to initiate contact with the
HEI and demonstrate capacity
(UPB)
Use an intermediary to help
Select the intermediary
State/NGO Development Agency
Private consultants
Research Foundations
Business Incubators
Representative Organisations
Chambers of Commerce
Sector bodies
Business Lobby Groups
Financing bodiesVenture Capital teams
Know what people/equipment/resources
are available within HEIs
Partner selection - draw up criteria - What
are you looking for?
Design the pitch
Know how to best present a pitch
Make contact
Rehearse in advance
Get to the right person
Various HEI 'Entry Points'
General Administration
Faculty
Department
Specialist Academic/Research staff
First step: e-mail setting out your intention to make contact
Second step: phone
Third step: a one to one meeting
accompanied by the intermediary to
scope out the potential for a collaboration
Opportunity to determine the potential/
level of commitment from the prospective
collaborators
Fourth step: Make formal application
Assuming a collaboration is approved
clarify who key contacts are: who is the
lead/decision-maker? who is the day to
day interface?
Draw up a mutually acceptable agreement
Ensure clarity on the legals, costs, timescale, IP ownership
How to get funding (Canice)Use an intermediary to help
Select an intermediary
Accountant
Consultant
State/NGO Development Agency
Determine Funding Need in The Context
Of The Overall Business
Cashflow Needs Of The Business (Short,
Medium & Long-term)
Demonstrate Value For Money
Show Contribution This Investment
Project Will Make To The Overall
Business
Show That This Investment Can Be
Accommodated Within The Business -
That The Money Can Be Matched, Spent
and Loans Serviced On-time
Identify Sources of Funding
Different funding sources may have
different priorities and selection criteria
Determine decision making structure in
the funding body
Sources of Funding
Central Government Programme Grants & Loans
Local Government grants
HEI Foundation Monies
Bank loans
Venture Capital Investment
Business Angel Investment
Family & Friends
Private individuals (e.g.. colleagues,
business partners)
Specialist Donors - e.g. Medical or
Environmental Research Foundations
Philanthropic
Design the Pitch
Application Form
Business Plan
Testimonials
Other Platforms?
Person to person interviews
Make contact
Rehearse in advance
Get to the right person
Phone first to clarify options; then e-mail;
then meet; then formally submit proposal
Assuming a funding application is
approved clarify who key contacts are:
who is the lead/decision-maker? who is
the day to day interface?
Sign up to Funding Agreement
Ensure you are clear on and can satisfy its terms
Draw-down timeframe
Time constraints
Repayment Terms For Loans
Equity Sharing Terms for Venture Capital
& Angel Investors
Exit Criteria (especially with Venture Capital)
Penalty Clauses
Decision Making
Control/Constraints
Match-funding requirements
Seek Specialist Legal Advice for
Large-Scale Finance
Put a Delivery Structure In Place
GANT chart: Whats To be done by When and by Whom
Clear Agreement by all Parties that they
know what has to be done, by whom and
When
Future-proof (e.g.: key personnel changes)
INNOVATION ALLIANCE (SHIP) TRAINING COURSE.mmap - 14/08/2015 - Mindjet