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Understanding Academia (UIIN)
Institutional rigidity in HEIs
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Innovation Alliance (SHIP) training course MindMap

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MindMap of modules making up the SHIP training course.

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Innovation Alliance (SHIP) training course MindMap

  1. 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