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Creating a Culture for technogical Innovation Encouraging researchers to  “reach for the stars”  and do risky things, cultivating an understanding that  “it’s OK to fail .” Nobel Laureate Ivar Giaever (1973) & Chief Technology Officer of Applied BioPhysics So, what does it take to cross the Valley of death? ....Select, Direct, Connect Deshpande Centre for technological Innovation
Creating a Culture for overcoming failure Why do so many tech ventures fail? Can you help taking me across the Valley of death? ....Select, Direct, Connect Deshpande Centre for technological Innovation
ISCTE-IUL MIT Portugal Venture Competition What? For? People with a dream, ,[object Object],[object Object],[object Object],Is an Entrepreneurial, technology-based Venture competition
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Target & Areas 1) Areas include network analysis, logistics, sustainability, flexibility in system design and development of lean enterprises. Curriculum development projects include quantitative as well as qualitative methodologies for engineering systems. Areas aim to create lasting connections between academia and industry.
[object Object],[object Object],[object Object],ISCTE-IUL MIT Portugal Venture Competition  How?
Why do we need technology Technology is nothing more than a means to an end... And to us that means  packaging market needs... ... that are global.
•  33.600 companies founded by living MIT alumni  (76%  alive, employing 3.3M)‏ •  Annual revenues of $2 trillion  (12.5x the GDP of Portugal)‏ •  Annual R&D CAPEX: $650M  (54% privately sponsored)‏ •  500+ patents/y (280+ filed/y)‏ •  $90M license revenue ('08)‏ •  72 MIT Nobel Prize winners (7 current faculty members)‏ Why partner with MIT in technology ventures?
In a nutshell ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Expertise, please Our Partners: ,[object Object],[object Object],[object Object],[object Object]
Audax:- a unique pedigree in entrepreneurship •  Support 150+ projects in 5y (33 start-ups; ~8M€ invested) ‏ •  Over 25 strategic partnerships  ( KPMG, CGD, BCP, APCRI, InovCapital, APBA...)‏ •  Unique Educational programs  (PEC, PEF)‏ •  CoHitec Lisboa manager •  Annual events: -  Audax TV 2008 (6% share, TV2)‏ - Entrepreneurship conference (+200 participants /y)‏ Pool of investors (BA, VC & business partners Consultancy: bus. Strategy, technology investments, Advanced control Business plans ( start-up  & follow-on investments)‏ Finance of  sources of Capital, inc.  VC Fund co -  managment
[object Object],[object Object],[object Object],Want to send us your submission 1) Areas include network analysis, logistics, sustainability, flexibility in system design and development of lean enterprises. Curriculum development projects include quantitative as well as qualitative methodologies for engineering systems. Areas aim to create lasting connections between academia and industry.
Strong & clear Value Propositions: some hints 1.  Team:  members and fit? 2. What is your  product  and / or  service ? 3. What is the underlying  technology  and  unique ? 4. What makes your product / or service  innovative (€) ? 5. Who are or will be your  customers ? 6. Market: Is there an opportunity for  global impact ? What is the juri looking for?
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],If you are one of the 20 lucky guys 1) Areas include network analysis, logistics, sustainability, flexibility in system design and development of lean enterprises. Curriculum development projects include quantitative as well as qualitative methodologies for engineering systems. Areas aim to create lasting connections between academia and industry.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],If you are one of the 4-track Finalists 1) Areas include network analysis, logistics, sustainability, flexibility in system design and development of lean enterprises. Curriculum development projects include quantitative as well as qualitative methodologies for engineering systems. Areas aim to create lasting connections between academia and industry.
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],And if you are the Grand Finalist... 1) Areas include network analysis, logistics, sustainability, flexibility in system design and development of lean enterprises. Curriculum development projects include quantitative as well as qualitative methodologies for engineering systems. Areas aim to create lasting connections between academia and industry.
The overal picture 1.  Caixa Empreender + Award 2. E ntrepreneurship-Teams  initiative in Portugal: - Multi-disciplinary team formation (inc. MIT Portugal)‏ 3. Disseminate technological innovation in Portugal (Tech events & TV)‏
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Are you a potential?
mitportugal-iei.org [email_address] 2010 © ISCTE-IUL - All references and any content included in presentation as well as its design, layout and graphic materials are protected by copyright and/or intellectual property rights, pertaining to the owner of those rights ISCTE - IUL.

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Mit Portugal Road Show 27 05 2010

  • 1.
  • 2. Creating a Culture for technogical Innovation Encouraging researchers to “reach for the stars” and do risky things, cultivating an understanding that “it’s OK to fail .” Nobel Laureate Ivar Giaever (1973) & Chief Technology Officer of Applied BioPhysics So, what does it take to cross the Valley of death? ....Select, Direct, Connect Deshpande Centre for technological Innovation
  • 3. Creating a Culture for overcoming failure Why do so many tech ventures fail? Can you help taking me across the Valley of death? ....Select, Direct, Connect Deshpande Centre for technological Innovation
  • 4.
  • 5.
  • 6.
  • 7. Why do we need technology Technology is nothing more than a means to an end... And to us that means packaging market needs... ... that are global.
  • 8. • 33.600 companies founded by living MIT alumni (76% alive, employing 3.3M)‏ • Annual revenues of $2 trillion (12.5x the GDP of Portugal)‏ • Annual R&D CAPEX: $650M (54% privately sponsored)‏ • 500+ patents/y (280+ filed/y)‏ • $90M license revenue ('08)‏ • 72 MIT Nobel Prize winners (7 current faculty members)‏ Why partner with MIT in technology ventures?
  • 9.
  • 10.
  • 11. Audax:- a unique pedigree in entrepreneurship • Support 150+ projects in 5y (33 start-ups; ~8M€ invested) ‏ • Over 25 strategic partnerships ( KPMG, CGD, BCP, APCRI, InovCapital, APBA...)‏ • Unique Educational programs (PEC, PEF)‏ • CoHitec Lisboa manager • Annual events: - Audax TV 2008 (6% share, TV2)‏ - Entrepreneurship conference (+200 participants /y)‏ Pool of investors (BA, VC & business partners Consultancy: bus. Strategy, technology investments, Advanced control Business plans ( start-up & follow-on investments)‏ Finance of sources of Capital, inc. VC Fund co - managment
  • 12.
  • 13. Strong & clear Value Propositions: some hints 1. Team: members and fit? 2. What is your product and / or service ? 3. What is the underlying technology and unique ? 4. What makes your product / or service innovative (€) ? 5. Who are or will be your customers ? 6. Market: Is there an opportunity for global impact ? What is the juri looking for?
  • 14.
  • 15.
  • 16.
  • 17. The overal picture 1. Caixa Empreender + Award 2. E ntrepreneurship-Teams initiative in Portugal: - Multi-disciplinary team formation (inc. MIT Portugal)‏ 3. Disseminate technological innovation in Portugal (Tech events & TV)‏
  • 18.
  • 19. mitportugal-iei.org [email_address] 2010 © ISCTE-IUL - All references and any content included in presentation as well as its design, layout and graphic materials are protected by copyright and/or intellectual property rights, pertaining to the owner of those rights ISCTE - IUL.

Notes de l'éditeur

  1. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  2. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  3. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  4. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  5. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  6. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  7. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  8. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  9. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  10. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  11. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  12. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  13. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  14. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção
  15. Os riscos incluem, o seu estado (condição organoléptica), o seu custo face ao proveito retirado (prazer desfrutado), a perda de credibilidade face aos amigos/familiares, entre outros. Os consumidores estabelecem assim estratégias para minimizar o risco: procura de informação, fidelidade a uma marca ou loja, compra de marcas conhecidas, estratégia baseada no preço (compra do vinho mais barato possível ou compra de uma garrafa mais cara acreditando que será sinónimo de qualidade superior) e reforço da confiança na decisão de compra pela prova grátis no local de compra. Infelizmente, este último mecanismo é raramente uma opção