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Ellen Lutz CEO, Clean Markets LLC . September 28-October 1, 2010. NASEO and ASERTTI jointly sponsored study Purpose: To provide State Energy Offices with best practices & key success factors in energy technology innovation To minimize risk in funding innovative R&D

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slide1

Ellen LutzCEO, Clean Markets LLC

September 28-October 1, 2010

slide2

NASEO and ASERTTI jointly sponsored study

  • Purpose:
    • To provide State Energy Offices with best practices & key success factors in energy technology innovation
    • To minimize risk in funding innovative R&D
    • Develop recommendations for State Energy Officials when evaluating higher risk technology innovation projects
  • Status: study undergoing participant review
slide3

Literature review of technology innovation

  • Twenty-one in-depth interviews with organizations who have created clean energy technology breakthroughs
  • Data analyzed by stage of development
slide5

DEPLOYMENT

R&D

DEMONSTRATION

slide6

COMMERCIALIZATION

IDEATION

INCUBATION

slide8

GOALS

AND

STRATEGY

Technology

Advancement

Environment

Economy

Project Management

Intellectual Property

Partnerships Capabilities

Funding

INNOVATION

SUCCESS

RESOURCES

PROCESSES

Champion

Market-Facing

Innovation Culture

Diversity

Experience

Commitment

TEAM ENVIRONMENT

slide9

Broad reaching goals:

Solve environmental or economic problems

Improve existing technology performance

Focused on:

technology performance

bottlenecks to achieve larger R&D goal

Incorporate market performance indicators:

Expedite market adoption

Deploy commercial application

R&D

DEMONSTRATION

DEPLOYMENT

slide10

Team Qualities: Experienced, passionate, committed, talented leader and team

  • Diversity: Multidisciplinary; involve R&D, commercialization, end users early
  • Project Champion: Provides long term vision, networking, belief in project’s success
  • Market Expertise: Understanding of market and ability to position in marketplace
  • Culture: Allow time for creativity and innovation
slide11
PROJECT MANAGEMENT

INTELLECTUAL PROPERTY

Majority had IP process

Major concern, especially R&D

Private sector funders often require first right of refusal

Manufacturers often want exclusive rights at demonstration stage

IP rights well defined by private commercialization partners

  • Provides clear direction & touchstone for evaluation
  • Needs flexibility to adapt to changing conditions
  • Many R&D organizations had rigorous metrics
  • Routine meetings & regular reporting
  • Majority had exit strategy in place
slide12
PARTNERSHIPS

FUNDING

R&D: Multiyear budgets 1-10 years; consistency reduces waste & keeps momentum

Demonstration: 1 ½-3 years; $400k- $10.3M

Deployment: $3M-$130M over multiple years

Some exceptions:

smaller budgets create greater sense urgency

Early success with small budget attracts more resources

  • One of most critical success factors
  • Most effective & expeditious way to fill gaps
  • Eliminates need to develop from scratch
  • Goal to round out experience & skills of team: often R&D partnered with business acumen or vice versa
slide13

Traditional RDD&D process can be adjusted to accommodate faster pace, flexibility & simultaneous development of innovation

  • Best Practice areas involve: Goals, Team Environment, Processes and Resources
  • State Energy Offices are in unique position to be an innovation catalyst within their states & create new categories of manufacturing jobs
  • State Energy Offices can minimize risk of funding innovation by designing selection criteria for projects around best practices identified in this study
slide14

Strive for game changers: Identify gaps in the state’s clean energy supply chain and challenge universities and industry to fill those gaps with innovative solutions.

  • Reward good behavior: Develop project selection criteria that rewards innovation best practices and methodologies
  • Require structure: States should require project management plans for high- risk projects, and have protocols in place for managing intellectual property arising from R&D projects.
  • Look for an innovative environment: Look beyond the project to the culture within the project team itself.
  • Encourage external funding. There is still value in soliciting projects that states cannot fund alone, and requiring external partners to contribute the needed cost share.
ellen lutz 215 242 1424 elutz@cleanmarketswork com

Ellen Lutz President and CEOClean Markets, LLCwww.cleanmarketswork.com

Ellen Lutz

215-242-1424

elutz@cleanmarketswork.com