A A Cu Cultu ture e of of En Entr trep epren eneu eursh - - PowerPoint PPT Presentation

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A A Cu Cultu ture e of of En Entr trep epren eneu eursh - - PowerPoint PPT Presentation

A A Cu Cultu ture e of of En Entr trep epren eneu eursh ship and Inno and Innovatio ion Ari Arizon ona State e Univer ersi sity ty William T. Petuskey Director, Advanced Materials Initiative Knowledge Enterprise Development


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A A Cu Cultu ture e of

  • f En

Entr trep epren eneu eursh ship and and Inno Innovatio ion Ari Arizon

  • na State

e Univer ersi sity ty

William T. Petuskey

Director, Advanced Materials Initiative Knowledge Enterprise Development Professor, School of Molecular Sciences

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ASU Charter

3

ASU is a comprehensive public research university, measured not by whom it excludes, but by whom it includes and how they succeed; advancing research and discovery of public value; and assuming fundamental responsibility for the economic, social, cultural, and

  • verall health of the communities it serves.

The New American University

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Creating an Environment that Encourages and Enables

Education Research Impact Tech Transfer

Entrepreneurship and Innovation at ASU

  • Trainable Skills
  • Process and Implementation
  • System of Strategic Resources
  • Stimulating Imagination
  • Inform about Problems and Need
  • Generating Solutions born from Experience
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ASU’s Tech Transfer Organization

  • Arizona Technology Enterprises (AzTE)

– Exclusive intellectual property management and technology transfer organization

  • Strategic investments, partnerships and

leadership

  • Efficient and Effective Business Model

– Deal-based decision making – Less focus on upfront payments

– Speed preferred over “maximizing” dollar value – Deal Flow over predicting winners

Excellence Impact Access

  • Don’t pick and choose

winners

  • Work with all of ASU
  • Jobs
  • Investment
  • ASU Inside
  • Metrics
  • Rankings

(AUTM)

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  • Tech transfer 2.0: treated as critical mechanism for achieving societal impact
  • Process sophistication, experience and efficiency
  • Intake model broad and distributed across faculty – TTO as service provider
  • Rapid and efficient deals, with an emphasis on speed to market, flexibility and risk/reward-sharing
  • Significantly improved results, as reflected in AUTM comparative data

Tech Transfer Growth Model

Impact

From Inputs To …

2.0 3.0

Tech Transfer 3.0: Leverages efficiencies achieved during 2.0 phase to expand global reach and local impact

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AzTE / ASU Venture Summary

Almost 100 companies launched based on ASU innovations. Raised $600+ million in external funding, including an ASU- record $96 million in FY16. More than 500 people now employed at ASU- linked startups.

Significant 2016 Investments

HealthTell – First diagnostic platform that can assess real-time immune system response to specific diseases. NextPotential – Waste-to-fuel clean energy company based on technology developed at ASU. Smartiply – Mobile technology company building the first Fog Computing Platform to merge IoT and Fog Networks and enable resource sharing among users. Zero Mass Water – Solar-powered systems that produce potable water for households.

$55M $68M $40M $76M $96M $0 $200 $400 $600

$0 $40 $80 $120 $160

FY12 FY13 FY14 FY15 FY16

$600M Raised by ASU- Linked Companies

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What We Mean By Impact

#1

Technology transfer is a critical mechanism for achieving societal impact by disseminating the knowledge that faculty, researchers and students produce.

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ASU Startup Mill

AzTE, ASU Foundation, E&I Partnerships Law School Business School

Money – ASU Angels Legal Support Executive Mentorship

Accelerate launch and growth of high potential faculty, students and outside companies

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An ASU Story

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Development of Fluidic Energy’s zinc-air battery technology was enabled ASU’s expertise, tools and ASU’s Entrepreneurship Training Programs

An ASU Story

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From Edisonian standard

Next Steps: Re-engineer and improve the process of materials engineering

To a Systems Engineering Approach

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EdPlusImpact An ASU Innovation in Higher Education

  • Addressing urgent needs in higher education
  • Reinventing learning models
  • Training future generations of master learners
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162,484

enrollments

3

universities

480

courses

2016

Case Grande launch

3,242

graduates

BY THE NUMBERS

Digital Academy PLuS Alliance Continuing Education Global Freshman ASU Online Academy

EdPlus 2016 Annual ImpactReport

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Number of first bachelor’s degrees earned

STARBUCKS COLLEGE ACHIEVEMENT PLAN

Number of students enrolled in Organization Leadership, a 3-credit custom Starbucks elective course Retention rate Number of Awards for Innovation SCAP has received from President Crow (Spring 2016) Growth from Spring B 2015 to Spring B 2016 Number of cumulative enrolled partners

139 79% 150% 394 1 5K+

EdPlus 2016 Annual ImpactReport

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Co Conclusi sions

  • Entrepreneurship and Innovation Can be Learned
  • Creating Support Network and Resources is Critical
  • Flexibility and Innovation of Process is Valuable
  • Explicit attention to Creating a Culture of Innovation is

Essential