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Università Politecnica delle Marche Dipartimento di Ingegneria Informatica, Gestionale e dell’Automazione. Transferring university technology and knowledge … an example @univpm. Sauro Longhi. [email protected] Knowledge Economy Forum (KEF VII) on

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slide1

Università Politecnica delle Marche

Dipartimento di Ingegneria Informatica, Gestionale e dell’Automazione

Transferring university technology and knowledge …

an example @univpm

Sauro Longhi

[email protected]

Knowledge Economy Forum (KEF VII) on

“Technology Absorption by Innovative Small and Medium Enterprises”

slide2

Outline:

Engineering Faculty: short presentation

Student projects: to introduce in the technology complexity

Recent results on the creation of spin-off companies

My personal experience and activities on start-up activities

Examples: ALPIQUADRO

IDEA

SPES

slide3

@ UNIVPM

Engineering Faculty

8 Departments

- Basic Sciences- Industrial Engineering- Civil / Environment Engineering - Architecture- Information Engineering

≈ 6000 students

11 Laurea courses (1st level) (bachelor degree)

12 Laurea magistrale (2nd level) (master degree)

≈ 160 Professors / Assistants

slide4

8 Departments:

  • Many different research activities in the related field of Science and Engineering
  • Many different laboratories
  • Many scientific collaborations with national and international universities
  • Many PhD courses structured in a Doctoral School in “Science of Engineering”
slide5

Recent policy:

to improve constructive interactions between University and Small and Medium Enterprises by co-founding PhD fellowships (in high-tech fields) (50% costs by University; 50% cost by SME)

Results:

enhancement of PhD fellowships number

extension of research activities to integrate specific activities proposed by SMEs

improvement of the collaboration/cooperation between University and SMEs (an implicit knowledge transferring: the collaborations imply the transferring in high-tech fields)

slide6

Example :

  • Vehicles with zero emission and with a low environment impact: development of propulsion and guidance systems
  • FAAM SpA (PhD student Matteo Cavalletti)
  • Dipartimento di Ingegneria Informatica, Gestionale e dell’Automazione(prof. S. Longhi)

Development ofelectrical vehicles with innovative propulsion and guidance systems, with main task to increase the autonomy, reliability and security.

slide7

Electrical vehicle powered by full cells with hydrogen alimentation:

  • autonomy of 150 Km
  • -- intelligent control of hydrogen consumption
  • --- Municipality of Beijing for 2008 Olympic Games

Project developed in collaboration with and our PhD students

slide8

Student projects: it is a productive opportunity for introducing master students in the technologies complexity and in the project management aspects (high-tech fields)

International student competition: robot competition for developing a complex project, with hard constrains (time, costs, efforts, …)

Extra curricula activities: a “simulation context” for introducing to real industry activities, to real project management, to promote development activities (spin-off) (a simulation on technical aspects for the creation of hitch-technology companies)

slide9

Not only technical aspects:

an international student competition requires the implementation of a rigorous project management

slide10

2008 EUROBOT: mission to Mars

Student projects Traiano: the design and the development of a mobile robot (mechanical, electronics, automatics, …)

slide11

Back stage activities

Games activities

Scientific conference activities

Some activities @ EUROBOT: mission to Mars

May 2008, Heidelberg - Germany

slide12

Recent results on the creation of University spin-off companies

In the last years, the grow of research activities, laboratories at our University, has contributed to the creation of many different small enterprises in our Marche Region through the start-up of many spin-offs

17 spinoffs @ UNIVPM

in the last few years

3 at my department in the last two years

slide13

Automatic multi-sensorial system for obstacle Detection, Recognition,

Tracking and Avoidance (marine field)

My personal experience:

Contribution to the creation of spinoffs

ALPIQUADRO (September 2008)

IDEA (May 2007)

SPES (February 1977)

Domotics applications for power management

An example of success: a complete presentation by the next talk

slide14

IDEA spinoff:

No complex infrastructures, but only “distribution” of knowledge

IDEA Laboratory at our Department

(innovative domotic application: domestic power management)

UNIVPM does not implement a structured enterprises, incubator, but it supports some facilities (reduced costs for laboratories, Internet, service, …)

No administrative costs of the company are supported:

we use an external agency (2÷3 keuro for year)

slide15

UNIVPM contributions to start-up activities:

  • to support the design of the business plan
  • to facility the technologies and methodologies acquisition
  • to finalize the activities of young researchers on
  • the first steps of a spinoff creation (close interactions with professors and senior researchers)
  • to support laboratories activities (high-tech fields)

The members of the last two spinoffs are the winners of the last regional business plan competitions e_capital: 2006 and 2007

http://www.ecapital.it/

slide16

An competition open to all University Students for presenting a business plan for transforming an idea (innovative service, system, device, product, …) in a enterprise!!!

The winners

are support (no costs) for educational activities in business administration

slide17

Theorem

The “condensation” of technical knowledge in an idea of business is only a “sufficient” condition, a “necessary” condition is to have money for the exploitation of this idea.

The role of the University of the success of a spinoff company:

(in high-tech fields)

  • To improve its main activities: the researches development in high-tech fields
  • To promote contacts with possible industrial and financial partners
  • To support activities in business administration
slide18

==> Funding for the different stages:

  • seed money (start up),
  • technology and market development (early stage),
  • market roll out and technology refinements to improve functionality and reduce engineering cost (growth stage)

The challenge is to provide "nice" money at start up and early stage avoiding that the founders introduce many constraints for the last stage.

  • ==> Value drivers are:
  • Technology (file patent if possible)
  • Market potential (what is unique)
  • Profitability (good price and low engineering cost give good margin)
  • Organization. Management team is crucial.
slide19

All these aspects are important !!!

==> Equal focus on technology and market development already from the beginning.

You should expect to spend

more money

on market development

than technology R&D!!!!

The main suggestion of my colleague with a positive experience of spin-off start-up in Norway .

slide20

We need of “Hunters of Innovations”

To increment the number of “hunters”

To increment the number and typology of “arrows”

To increment the power of the “bow”

Thank you!!!

[email protected]

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