This short course uses a series of case studies to illustrate how to take a new, research-based, technology to market. The course is based on the instructor’s own experience of co-founding many academic spin-outs and draws heavily on the ‘lean’ approach to new venture creation.
Who Should Attend:
Academic and other researchers who wish to commercialize their own technologies
Academic Technology Transfer managers who advise them
Commercial managers of early stage, technology-based ventures
Managers within technology-based businesses who wish they were better at mentoring their own researchers.
How You Will Benefit From This Course?
You will understand the ‘lean’ approach to new venture creation in the context of academic research commercialization.
You will know the elements of a commercial strategy and how this evolves over time.
You will be able to frame any venture idea you have as a hypothesis and know how to test and refine that hypothesis.
You will know what it is to take a ‘customer-centric’ view of a technology, whether that customer be a user, partner or investor.
The five elements of a commercial strategy
Making commercial choices – proceeding by experiment or research?
The importance of a precise ‘plan A’ commercial hypothesis as starting point.
Testing your hypothesis on users, partners and investors.
The use and abuse of early stage ‘seed’ and other soft-funding.