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Innovation and Transition: SRI's Impact on the Market

Explore the world-leading innovations and transition strategies of SRI, a top independent R&D organization. Discover the importance of bridging the "Valley of Death" and utilizing the Five Disciplines of Innovation. Gain insights into SRI's successful commercialization and market impact.

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Innovation and Transition: SRI's Impact on the Market

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  1. Innovation and TransitionCSIT Belfast 2015 Zach Tudor, CISSP, CISM, CCP Program Director, Computer Science Lab March 2015

  2. What Will We Discuss ? • Why SRI • “We Need More Innovation” • The Valley of Death • We Need New Business Models

  3. SRI- Who We AreA world-leading independent R&D organization • Founded by Stanford in 1946 • Based in Silicon Valley • Non-profit corporation • Independent in 1970 • Acquired Sarnoff Corp (formerly RCA Labs) in 1987 • 2,500 staff members • 1000 with advanced degrees • More than 22 locations worldwide • Consolidated 2013 revenue ~$550M SRI headquarters, Menlo Park, CA Sarnoff, Princeton, NJ SRI Harrisonburg, Virginia SRI State College, Pennsylvania SRI Tokyo, Japan SRI Washington, D.C. SRI St. Petersburg, Florida

  4. Computer mouse Address reading Electronic Banking Cognitive Assistant that Learns and Organizes Low cost solar-grade silicon A Few of SRI’s InnovationsHundreds of billions of dollars of economic value First Internet logon .com .org .gov HDTV, color TV, … Digital film distribution

  5. SRI and Sarnoff Technology Spin-off Ventures Growth opportunities that bring innovations to market Publicly Traded Speech recognition for customer service Surgical robotics DNA testing services* Information Technology Electronic and digital signature solutions Panoramic image editing software* Digital TV equipment* Customer service tools* Video-on-demand services* LCD technology* Enterprise social media technology Video enhancement systems New paradigm for the consumer internet Digital TV technologies* Wireless mesh networks Flat-panel displays* Iris biometric identification* Secure content distribution* Materials Bio/Medical Super-bright LED light engines* Drug dispensing system* Drug discovery Digital color printing applications* Electroactive polymers Next-generation fuel cells* Anti-counterfeiting systems (formerly Rosedale Medical)Glucose monitoring system Metal “print and plate” manufacturing process Disposable hearing aid* Portable power systems* Optical networkcomponents Environmentally friendly light products *Acquired or merged

  6. INSTITUTE FOR INFORMATION INDUSTRY SRI Innovation Partnership ProgramsDeveloping and sharing innovation best practices with leading companies, universities, and governments

  7. Maughan, D.; Balenson, D.; Lindqvist, U.; Tudor, Z., "Crossing the "Valley of Death": Transitioning Cybersecurity Research into Practice," Security & Privacy, IEEE , vol.11, no.2, pp.14,23, March-April 2013doi: 10.1109/MSP.2013.31

  8. 5 More Innovation !!!!

  9. "Every CEO will at least give lip service to the idea that the world is moving faster and that we need to do a better job at innovation. But if you go into an organization and ask people to describe their innovation system, you get blank looks. They have none."Gary Hamel: Harvard University

  10. Cybersecurity Tools Abound

  11. Recurring Themes in Cyber Protection • Information Sharing • Better Dashboards • Science in Cyber • New Frameworks Root Cause: We need more useful information!!

  12. SRI’s Definition of InnovationEnsure everyone is working in the same direction Innovation The creation and delivery of new customer value in the marketplace with sustainable value for the enterprise

  13. 5 The Valley of Death

  14. Innovation and Value Ideas Inventions Innovations $ $$$ $$$$$$$ The Valley of Death “The transition to the marketplace is the Valley of Death” Norm Winarsky, SRI VP of Ventures and Licensing

  15. Traditional Point of ViewBridging basic research and commercialization 15 15

  16. Identifying and bridging all the Valleys of Death 16 16

  17. Discipline & Tools Increase Chance of Success Fundamentals of value creation Compounding Improvement Process + Shared Language & Tools + Customer Focus CUSTOMER VALUE Shared Language & Tools + Customer Focus Customer Focus TIME Most Projects

  18. Five Disciplines of Innovation (5DOI) Discipline 1: Important Customer & Market Needs Discipline 2: Value Creation Discipline 3: Innovation Champions Discipline 4: Innovation Teams Discipline 5: Organizational Alignment

  19. SRI’s Five Disciplines of Innovation (5DOI) • Important customer and market needs – begin with a meaningful problem • Value creation – articulate Need, Approach, Benefit, Competition (NABC) – common language to discuss and create value • Innovation champions – appoint someone who is passionate about the project and its success • Innovation teams – ensure collaboration within and across organzations • Organizational alignment – manage to achieve innovation success

  20. 5 Disciplines Build Toward Commercialization • Staff the company • Process • Production • Goal: Commercialize • Team • Value chain • Go-to-market plan • Business model • Goal: funding • Champion • NABC • Value proposition • Goal: seed or internal investment • Inventor • Idea • Invention

  21. Cybersecurity R&D Execution Model (aka, “Circle of Life”)

  22. Innovation in Practice Informal Learning Innovation Living Workshops Innovation Education Formal Learning Collision Events USAFA SLATE STEM 5DOI & Bootcamps Divergent Collab AFIT Tech Discovery & Assessment Tech Integ & Implement Go to Market PEO SMEs Innov Forums Tech Exploitation Tech Mining Spin ins Draw from Market Hack a Thons Rapid Protos Acq Mgt Entrepreneurs in Action Entrepreneur Readiness Sabbaticals Spin outs EC Mentoring User Leagues Entrepreneur Exchange Commercialization Center Gov-Commercial CoDev

  23. 5 Business Models

  24. Approaching New Business Areas

  25. Business ModelsThe business model spells out how a company makes money English inventor Michael Faraday conceived and built the first electric motor, then tried to get the backing of Prime Minister William Gladstone. Gladstone wasn’t impressed with the crudely made invention. “What possible good is it?” asked Gladstone. Faraday’s reply changed Gladstone’s attitude: “Some day you’ll be able to tax it.”

  26. Model T FordA model for business success  Technology – Combustion engine  Product – Model T  Process – Assembly line.  Business Model – National dealerships

  27. Business Model Examples • The low-cost supplier business model • Asian electronics companies • The razor and blades business model (bait and hook) • P&G, • HP printers • The cutting out the middleman model • Travelocity, Amazon.com • The auction business model • eBay • The servitization of products business model • IBM consulting • The monopolistic business model • Utilities and telecom • The subscription business model • Health clubs • The online content/search business model • Google • Etc.

  28. So ask yourself… What is the business model for my idea?

  29. Change is good, but difficult – Someone must go first! Change is good – you go first

  30. Thank you! zachary.tudor@sri.com

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