[PDF] - Outline Outline u My Background My Background A Context for my PDF Document

SLIDE 1

Page 1 Dean Richard Newton newton@coe.berkeley.edu

Dean A. Richard Newton Dean A. Richard Newton

Outline Outline

u u My Background

My Background— —A Context for my Comments A Context for my Comments

u u “Berkeley’s” Credentials

“Berkeley’s” Credentials

v v People

People Impact Impact Reputation Reputation Brand Brand Value Value People People u u Why is this Topic Increasingly Important Today?

Why is this Topic Increasingly Important Today?

v v The Evolving (Critical?) Role of the Modern Research University

The Evolving (Critical?) Role of the Modern Research University u u Diffusing Knowledge & Understanding

Diffusing Knowledge & Understanding

v v An Example: Electronic Design Automation (EDA)

An Example: Electronic Design Automation (EDA)

v v Transfer what?

Transfer what? u u Facilitating Invention & Diffusion

Facilitating Invention & Diffusion

v v The Moon Shot Principle

The Moon Shot Principle— —Use Use-

inspired basic research

inspired basic research

v v The Priests versus the Shamans

The Priests versus the Shamans u u Impeding Collaboration & Diffusion

Impeding Collaboration & Diffusion

v v Example: Faculty consulting in the UC system today

Example: Faculty consulting in the UC system today u Grew up in Melbourne, Australia, 1951-1975

v Left because I met UCB Prof. Don Pederson in Melb.

and helped him with SPICE—Open Source u Ph.D. Student, UC Berkeley, 1975-78

v Continued work on SPICE at UCB v Observed problems arising from student consulting

u Professor, UC Berkeley, 1979-present

v Worked with Sematech, MCC, Bell Labs, Xerox PARC,

Interval Research, many high-tech co’s.

v Chair, Department of Electrical Engineering and

Computer Sciences, 1999-2000

v Dean of Engineering, 2001-present

◆Founder, Cadence Design Systems, 1982 ◆Founder & Director, Synopsys, 1987 ◆Together, these companies represent:

▲9,000 jobs, $2.5B revenues, $8B market cap. ▲Represent over half of the industry revenues

and this is an industry that the US dominates

u Venture Partner, The Mayfield Fund, 1988-2002 v Helped found 20+ high technology companies v Attended partner’s meetings u Venture Partner, Tallwood Venture Capital, 2002-

present

Founded in 1969 $1.5B of capital under management > 300 companies funded Market value > $100B u u Founding Director, The

Founding Director, The Gigascale Gigascale Systems Systems Research Center Research Center ( (www.gigascale.org www.gigascale.org), 1998 ), 1998-

2002

2002

v v Established in 1998 to address the challenges of the

Established in 1998 to address the challenges of the growing chip design productivity gap growing chip design productivity gap

v v Cosponsored by government (DARPA) and industry (SIA)

Cosponsored by government (DARPA) and industry (SIA)

v v One of six MARCO national research centers

One of six MARCO national research centers

v v Annual research budget of around $8M

Annual research budget of around $8M

v v In 2000 had grown to 24 faculty at 11 universities, 11

In 2000 had grown to 24 faculty at 11 universities, 11 postdocs postdocs, 56 PhD students, many industrial fellows , 56 PhD students, many industrial fellows

SLIDE 2

Page 2 Dean Richard Newton newton@coe.berkeley.edu

◆ Acting CEO, Silicon Light Machines,

Jan-Aug 1994

◆ Director, Simplex Solutions, Tensilica, Crossbow ◆ Member, Technical Advisory Board, Microsoft

Research Laboratories (with Ed Lazowska)

Outline Outline

u u My Background

My Background— —A Context for my Comments A Context for my Comments

u u “Berkeley’s” Credentials

“Berkeley’s” Credentials

v v People

People Impact Impact Reputation Reputation Brand Brand Value Value People People u u Why is this Topic Increasingly Important Today?

Why is this Topic Increasingly Important Today?

v v The Evolving (Critical?) Role of the Modern Research University

The Evolving (Critical?) Role of the Modern Research University u u Diffusing Knowledge & Understanding

Diffusing Knowledge & Understanding

v v An Example: Electronic Design Automation (EDA)

An Example: Electronic Design Automation (EDA)

v v Transfer what?

Transfer what? u u Facilitating Invention & Diffusion

Facilitating Invention & Diffusion

v v The Moon Shot Principle

The Moon Shot Principle— —Use Use-

inspired basic research

inspired basic research

v v The Priests versus the Shamans

The Priests versus the Shamans u u Impeding Collaboration & Diffusion

Impeding Collaboration & Diffusion

v v Example: Faculty consulting in the UC system today

Example: Faculty consulting in the UC system today

Berkeley Engineering: A Tradition of Impact in Research Berkeley Engineering: A Tradition of Impact in Research

u u Pre

Pre-

stressed Concrete

stressed Concrete

u u Ground Fault Interrupter

Ground Fault Interrupter

u u Berkeley Unix

Berkeley Unix

u u Relational Database Technology (following IBM)

Relational Database Technology (following IBM)

u u Electronic Design Automation: SPICE to Synopsys

Electronic Design Automation: SPICE to Synopsys

u u RISC (with Stanford), RAID

RISC (with Stanford), RAID

u u CyberCut online manufacturing systems

CyberCut online manufacturing systems

u u NOW (Networks of Workstations)

NOW (Networks of Workstations)

u u Salmon with antifreeze (grapes next?)

Salmon with antifreeze (grapes next?)

u u IEEE Floating Point

IEEE Floating Point

u u Infopad (now called

Infopad (now called WebPad WebPad, , TabletPC TabletPC,…) ,…)

u u Semiconductor Devices & Modeling

Semiconductor Devices & Modeling

u u MEMS, Smart Dust, …

MEMS, Smart Dust, … u u Berkeley faculty are fundamentally

Berkeley faculty are fundamentally motivated by high motivated by high-

potential

potential-

impact, long

impact, long-

range research

range research

1000 2000 3000 4000 5000 6000 7000

1990 1992 1994 1996 1998 2000 2002 2004

Applications Admits

Outline Outline

u u My Background

My Background— —A Context for my Comments A Context for my Comments

u u “Berkeley’s” Credentials

“Berkeley’s” Credentials

v v People

People Impact Impact Reputation Reputation Brand Brand Value Value People People u u Why is this Topic Increasingly Important Today?

Why is this Topic Increasingly Important Today?

v v The Evolving (Critical?) Role of the Modern Research University

The Evolving (Critical?) Role of the Modern Research University u u Diffusing Knowledge & Understanding

Diffusing Knowledge & Understanding

v v An Example: Electronic Design Automation (EDA)

An Example: Electronic Design Automation (EDA)

v v Transfer what?

Transfer what? u u Facilitating Invention & Diffusion

Facilitating Invention & Diffusion

v v The Moon Shot Principle

The Moon Shot Principle— —Use Use-

inspired basic research

inspired basic research

v v The Priests versus the Shamans

The Priests versus the Shamans u u Impeding Collaboration & Diffusion

Impeding Collaboration & Diffusion

v v Example: Faculty consulting in the UC system today

Example: Faculty consulting in the UC system today

Aerial view of Bell Labs, Murray Hill, New Jersey: A shadow of its former self… The Xerox Palo Alto Research Center (PARC): The end of a critical institution!

Such approaches must be global Such approaches must be global and should include partnerships and should include partnerships among universities, industries, among universities, industries, and governments and governments We must find new approaches We must find new approaches to effective collaborative to effective collaborative research management in an research management in an era of hyper era of hyper-

development

development

SLIDE 3

Page 3 Dean Richard Newton newton@coe.berkeley.edu

Principles Principles

u u We must all take a truly global view

We must all take a truly global view

v v Berkeley/Bay Area has a unique and differentiated role to play

Berkeley/Bay Area has a unique and differentiated role to play u u Major research universities are becoming the “DMZ” of research

Major research universities are becoming the “DMZ” of research

v v It’s all about leverage

It’s all about leverage

v v Tackle projects of a scale otherwise not possible by a single co

Tackle projects of a scale otherwise not possible by a single company mpany

v v Build informal connections to other companies

Build informal connections to other companies— —established and start established and start-

up

up

v v Opportunity to really be in touch with latest developments, at t

Opportunity to really be in touch with latest developments, at the University he University but also in the start but also in the start-

up environment

up environment— —globally globally u u Most important aspect is extracting maximum, bilateral value

Most important aspect is extracting maximum, bilateral value through synergy through synergy

v v Requires focused, sustained investment on both sides

Requires focused, sustained investment on both sides

v v Tech transfer in IT happens via people

Tech transfer in IT happens via people

v v True collaboration requires ability to influence research agenda

True collaboration requires ability to influence research agenda through through dialog dialog

Why Universities? Why Universities?

u u Major corporate research laboratories of significance have mostl

Major corporate research laboratories of significance have mostly y faded away (a few exceptions!), so who is going to do the work? faded away (a few exceptions!), so who is going to do the work?

u u Consortia take too long to assemble and often have very high

Consortia take too long to assemble and often have very high infrastructure investment costs infrastructure investment costs

v v Universities can be seen as the “choice of last resort”

Universities can be seen as the “choice of last resort” u u Universities are attractive to very smart people from around the

Universities are attractive to very smart people from around the world world— —at all ages at all ages

u u Universities usually have a broad range of human capital

Universities usually have a broad range of human capital representing many different disciplines representing many different disciplines

u u If they do it right, universities can form the neutral, research

If they do it right, universities can form the neutral, research commons commons— —the “DMZ of Research” the “DMZ of Research”

u u Ideally, a global network of universities, inspired by a common

Ideally, a global network of universities, inspired by a common set set

f grand
f grand-
challenge “uses” (e.g. energy, education, communicable

challenge “uses” (e.g. energy, education, communicable diseases), could “hold” the global community needed to address diseases), could “hold” the global community needed to address such Great Works of the 21 such Great Works of the 21st

st Century

Century— —but that’s another talk! but that’s another talk!

(1) People (1) People (2) Markets (2) Markets (3) Products (3) Products

(1) People (1) People (2) Innovation (Science & Engineering) (2) Innovation (Science & Engineering) (3) Relevant Application Context (3) Relevant Application Context

Observations Observations

u u Almost all projects involve

Almost all projects involve multiple sponsors multiple sponsors (federal, (federal, state, and corporate) and overlapping research agendas state, and corporate) and overlapping research agendas

u u In all cases, the

In all cases, the specific research artifacts specific research artifacts developed developed during the projects could have been circumvented during the projects could have been circumvented relatively easily relatively easily

u u In all cases,

In all cases, many millions of dollars have flowed to the many millions of dollars have flowed to the campus campus during and since the projects in support of during and since the projects in support of faculty in their research faculty in their research— —a tradition of support a tradition of support

u u Conversely, in almost all software & embedded systems

Conversely, in almost all software & embedded systems cases cases where technology was protected where technology was protected and licensed, the and licensed, the financial return has not been high financial return has not been high and the and the full potential full potential

f the research has been (arguably) compromised
f the research has been (arguably) compromised

“Seed Billion $ Industries not Kilo $ Licensing”

Summary Summary

u u Berkeley Engineering faculty are primarily motivated by

Berkeley Engineering faculty are primarily motivated by the the IMPACT IMPACT of their work

f their work

v v In ICT, impact is usually maximized by making the work widely

In ICT, impact is usually maximized by making the work widely available available— —ACE ACE

v v In other disciplines (e.g. Biological sciences), impact may be

In other disciplines (e.g. Biological sciences), impact may be maximized by exclusive licensing for royalties maximized by exclusive licensing for royalties— —ADC ADC u u Corporate sponsors that collaborate with Berkeley are

Corporate sponsors that collaborate with Berkeley are primarily concerned about primarily concerned about ACCESS ACCESS to research results to research results

v v In certain areas, access is actually maximized by making work

In certain areas, access is actually maximized by making work

pen and available
pen and available

v v Access clearly includes consideration of background rights and

Access clearly includes consideration of background rights and shared rights shared rights

SLIDE 4

Page 4 Dean Richard Newton newton@coe.berkeley.edu

Outline Outline

u u My Background

My Background— —A Context for my Comments A Context for my Comments

u u “Berkeley’s” Credentials

“Berkeley’s” Credentials

v v People

People Impact Impact Reputation Reputation Brand Brand Value Value People People u u Why is this Topic Increasingly Important Today?

Why is this Topic Increasingly Important Today?

v v The Evolving (Critical?) Role of the Modern Research University

The Evolving (Critical?) Role of the Modern Research University u u Diffusing Knowledge & Understanding

Diffusing Knowledge & Understanding

v v An Example: Electronic Design Automation (EDA)

An Example: Electronic Design Automation (EDA)

v v Transferring What?

Transferring What? u u Facilitating Invention & Diffusion

Facilitating Invention & Diffusion

v v The Moon Shot Principle

The Moon Shot Principle— —Use Use-

inspired basic research

inspired basic research

v v The Priests versus the Shamans

The Priests versus the Shamans u u Impeding Collaboration & Diffusion

Impeding Collaboration & Diffusion

v v Example: Faculty consulting in the UC system today

Example: Faculty consulting in the UC system today

DARPA/SIA 12/96

Impact of DARPA-Sponsored Design Technology Research at Berkeley

Haw k/ Squi d ( “Fr am ew or k”) 79 94 84 89 O ct / VEM ( “O ct t

ol

s”) CI FPl

t

PO P SI S Ti m ber w ol f / M osai co VI S Pt

l

em y Espr esso

SDA Syst em s ( now Cadence) EDI F Synopsys M CC/ CFI

Lager “C”- t

Si

Hyper Cr yst al M agi c( “VLSITool s”) M I S Caesar / KI C

Transfer What? Transfer What?

u u There is an important difference between Artifacts of

There is an important difference between Artifacts of Collaborative Evolution (ACE) and Artifacts of Discrete Collaborative Evolution (ACE) and Artifacts of Discrete Contribution (ADC) Contribution (ADC)

v v Each may be made by an individual or a group

Each may be made by an individual or a group

v v Each may be comprised of, or influenced by, one or more of

Each may be comprised of, or influenced by, one or more of the other the other u u Both kinds of artifacts are extremely important, but

Both kinds of artifacts are extremely important, but must be managed must be managed entirely differently entirely differently to to maximize maximize impact impact (Ed, was that “SUN” or “BUN”?) (Ed, was that “SUN” or “BUN”?)

Value Creation in Product Development Value Creation in Product Development

Markets Technologies Product Product Definition Definition Fundamental Fundamental Technologies Technologies Product Product Implementation Implementation

... The Way It Used to Be ... The Way It Used to Be

Source: Stan Shih, Acer, 1992 Source: Stan Shih, Acer, 1992

Value Creation in Product Development Value Creation in Product Development

Markets Technologies Product Product Definition Definition Fundamental Fundamental Technologies Technologies Product Product Implementation Implementation

... The Way It Used to Be ... The Way It Used to Be

e.g. IBM, Hitachi, Digital, Siemens, Fujitsu

$ ROI $ ROI

Source: Stan Shih, Acer, 1992 Source: Stan Shih, Acer, 1992

15nm

Value Creation in Product Development Value Creation in Product Development

Product Definition Fundamental Technologies Product Implementation Markets Technologies

... The Way It Is Today

e.g. Microsoft, Sony, e.g. Microsoft, Sony, Acer, Cisco, Dell Acer, Cisco, Dell

e.g e.g. Xilinks,

. Xilinks, Intel, 3M Intel, 3M

$ ROI $ ROI

Source: Stan Shih, Acer, 1992 Source: Stan Shih, Acer, 1992

SLIDE 5

Page 5 Dean Richard Newton newton@coe.berkeley.edu

15nm

Value Creation in Product Development Value Creation in Product Development

Product Definition Fundamental Technologies Product Implementation Markets Technologies

... The Way It Is Today

e.g. Microsoft, Sony, e.g. Microsoft, Sony, Acer, Cisco, Dell Acer, Cisco, Dell

e.g e.g. Xilinks,

. Xilinks, Intel, 3M Intel, 3M

Disruptive Technology

$ ROI $ ROI

Disruptive Business Model

Source: Stan Shih, Acer, 1992 Source: Stan Shih, Acer, 1992

The Productivity Gap The Productivity Gap

1

L

g

i c T r a n s i s t

r

s p e r C h i p ( K ) P r

d

u c t i v i t y T r a n s . / S t a f f

M
n

t h

10 100 1, 000 10, 000 100, 000 1, 000, 000 10, 000, 000 10 100 1, 000 10, 000 100, 000 1, 000, 000 10, 000, 000 100, 000, 000 Logi c Trans i s t

rs

/ Chi p Trans i s t

r/

St af f M ont h 58% / Yr. com pound Com pl exi t y growt h rat e 21% / Yr. com pound Product i vi t y growt h rat e Source: SEM ATECH

1 9 8 1 1 9 8 3 1 9 8 5 1 9 8 7 1 9 8 9 1 9 9 1 1 9 9 3 1 9 9 5 1 9 9 7 1 9 9 9 2 3 2 1 2 5 2 7 2 9

x

x x x x x x

2. 5m 2. 5m 2. 5m 2. 5m . 10m . 10m . 10m . 10m . 35m . 35m . 35m . 35m

The Need for Long The Need for Long-

Term Research

Term Research

◆ W e

cannot “sol ve” t

day’

s desi gn pr

duct

i vi t y cr i si s

◆ W e

m ust change t he pr

bl

em t

ne

w e can sol ve, and w her e w e can dem onst r at e ef f i ci ent sol ut i

ns!

◆ W e

have done t hi s bef

r

e, but i t r equi r es a com pr ehensi ve appr

ach t
t

he pr

bl

em and a l

ng-

t er m i nvest m ent

◆ I

t i s a m et hodol

gy

change, not j ust a t echnol

gy

change

The The Gigascale Gigascale Silicon Research Center Silicon Research Center

http://www http://www-

cad.eecs.berkeley.edu

cad.eecs.berkeley.edu/GSRC /GSRC

“ “Empowering designers Empowering designers to realize the potential of to realize the potential of gigascale gigascale silicon by silicon by rebuilding the RTL Foundation rebuilding the RTL Foundation and by enabling and by enabling scaleable, heterogeneous, component scaleable, heterogeneous, component-

based design

based design.” .”

Artifacts of Discrete Contribution Artifacts of Discrete Contribution

u u All you need to know is in a paper or a patent or a piece of

All you need to know is in a paper or a patent or a piece of code code

v v The key ideas can usually be exploited quickly via investment

The key ideas can usually be exploited quickly via investment u u The key ideas can be protected and defended efficiently

The key ideas can be protected and defended efficiently and effectively and effectively

u u Usually what people have in mind when they speak of

Usually what people have in mind when they speak of “technology” in the sense of “technology transfer” “technology” in the sense of “technology transfer”

u u Nowhere near as common as ACE in terms of

Nowhere near as common as ACE in terms of contribution and large contribution and large-

scale impact

scale impact

u u What University Technology Licensing offices usually

What University Technology Licensing offices usually imagine life to be like imagine life to be like

Artifacts of Collaborative Evolution Artifacts of Collaborative Evolution

u u Impact is maximized through a community of smart people

Impact is maximized through a community of smart people adding increments of value (technology, understanding, adding increments of value (technology, understanding, explanation) explanation)

v v The “right answer” usually evolves over a long period of time

The “right answer” usually evolves over a long period of time

v v Usually a lot of disagreement (people “not getting it”) in the e

Usually a lot of disagreement (people “not getting it”) in the early arly phases, and a “seems really obvious” attitude after success phases, and a “seems really obvious” attitude after success u u Usually a low protection barrier before the community is built

Usually a low protection barrier before the community is built

v v To “get it” early you need to be immersed in the community

To “get it” early you need to be immersed in the community u u Often preserved and taken to scale as a “standard”

Often preserved and taken to scale as a “standard”— —formal or formal or informal informal

u u Often involves a number of

Often involves a number of protectable protectable/defensible Artifacts of /defensible Artifacts of Discrete Contribution Discrete Contribution

u u Examples: The Internet & Web, Berkeley UNIX, Window

Examples: The Internet & Web, Berkeley UNIX, Window-

based

based UI, UI, TiVO TiVO, , TinyOS TinyOS, ,

SLIDE 6

Page 6 Dean Richard Newton newton@coe.berkeley.edu

Outline Outline

u u My Background

My Background— —A Context for my Comments A Context for my Comments

u u “Berkeley’s” Credentials

“Berkeley’s” Credentials

v v People

People Impact Impact Reputation Reputation Brand Brand Value Value People People u u Why is this Topic Increasingly Important Today?

Why is this Topic Increasingly Important Today?

v v The Evolving (Critical?) Role of the Modern Research University

The Evolving (Critical?) Role of the Modern Research University u u Diffusing Knowledge & Understanding

Diffusing Knowledge & Understanding

v v An Example: Electronic Design Automation (EDA)

An Example: Electronic Design Automation (EDA) u u Facilitating Invention & Diffusion

Facilitating Invention & Diffusion

v v Transfer what?

Transfer what? u u Impeding Collaboration & Diffusion

Impeding Collaboration & Diffusion

v v Example: Faculty consulting in the UC system today

Example: Faculty consulting in the UC system today N N+1 N+2 N+3 N+4

98 01 04 07 10 13

I ncr easi ng Ri sk I ncr easi ng Cost

f

R esear ch

I ndust r y

Largely company

specific

Product emphasis

SRC

Narrow technology

choices

Identify path to

commercialization

Emphasize technology

transfer

Student emphasis
Customer fee allocation

I NDUSTRI AL LABS

Bell Labs
IBM Research
GE Research

SEM ATECH & SUPPLI ERS

Largely tool specific
Manufacturing

Efficiency

Industry standards

Pr

duct

G ener at i

n

Sem i conduct

r

Resear ch G ap

RESEARCH G AP

Devel

pm ent

Expl

r

at

r

y Resear ch Appl i ed R esear ch

Source: Sonny Maynard, MARCO, 1998

N N+1 N+2 N+3 N+4

98 01 04 07 10 13

I ncr easi ng Ri sk I ncr easi ng Cost

f

R esear ch

I ndust r y

Largely company

specific

Product emphasis

SRC

Narrow technology

choices

Identify path to

commercialization

Emphasize technology

transfer

Student emphasis
Customer fee allocation

M ARCO

Expand knowledge base
Create new choices
Fund university facilities &

equipment

SEM ATECH & SUPPLI ERS

Largely tool specific
Manufacturing

Efficiency

Industry standards

Pr

duct

G ener at i

n

Sol ut i

n

t

Resear

ch G ap

8

12

yr i m pact

Industry Industry SEMATECH SEMATECH SRC SRC MARCO MARCO MARCO SRC

Source: Sonny Maynard, MARCO, 1998

Corporate Research Corporate Research Laboratory Laboratory Division Division Division Division

Group Group Group Group Group Group Group Group

Corporate Research Corporate Research Laboratory Laboratory Division Division Division Division

Group Group Group Group Group Group Group Group

$ $

NO NO YES YES

Considerations of Use? Considerations of Use? Quest for Quest for Fundamental Fundamental Understanding? Understanding?

NO NO YES YES Pure Basic Pure Basic Research Research (Bohr) (Bohr) Pure Applied Pure Applied Research Research (Edison) (Edison) Use Use-

Inspired

Inspired Basic Research Basic Research (Pasteur) (Pasteur)

SLIDE 7

Page 7 Dean Richard Newton newton@coe.berkeley.edu

Group Group Group Group

Project Project Project Project Project Project Project Project

Shared Vision: Shared Vision: “The Moon Shot” “The Moon Shot” Group Group Group Group

Project Project Project Project Project Project Project Project

Shared Vision: Shared Vision: “The Moon Shot” “The Moon Shot” Sponsor Sponsor

DARPA DARPA

Sponsor Sponsor Group Group Group Group

Project Project Project Project Project Project Project Project

$ $ $ $ $ $ $ $

Grand Grand-

Challenge

Challenge Quality Quality-

of
f-
Life Problems

Life Problems Sponsor Sponsor

DARPA DARPA

Sponsor Sponsor Group Group Group Group

BWRC BWRC GSRC GSRC BITS BITS PATH PATH

$ $ $ $ $ $ $ $ QB3

Cal-(IT)²

CNI

Applications Applications

Commercial ROI Commercial ROI

“Seed New Industries, “Seed New Industries, Enable New Markets” Enable New Markets”

Societal ROI Societal ROI

“Address Grand “Address Grand-

Challenge

Challenge Societal Problems” Societal Problems”

“ “Bio Bio-

”

” “ “-

Info

Info-

”

” “ “-

Nano”

Nano”

Basic Science and Technology Basic Science and Technology

CITRIS

Applications Applications

Commercial ROI Commercial ROI

“Seed New Industries, “Seed New Industries, Enable New Markets” Enable New Markets”

Societal ROI Societal ROI

“Address Grand “Address Grand-

Challenge

Challenge Societal Problems” Societal Problems”

“ “Bio Bio-

”

” “ “-

Info

Info-

”

” “ “-

Nano”

Nano”

Basic Science and Technology Basic Science and Technology

SLIDE 8

Page 8 Dean Richard Newton newton@coe.berkeley.edu

Ti ssue i nf ect ed wi t h dengue- 2, ~120, 000x Ti ssue i nf ect ed wi t h dengue- 2, ~120, 000x Ti ssue i nf ect ed wi t h dengue- 2, ~120, 000x

u u Bernard

Bernard Boser Boser, MEMS , MEMS

u u Turgut

Turgut Aytur, MEMS Aytur, MEMS

u u Mekhail Anwar, Whitehead Inst.

Mekhail Anwar, Whitehead Inst.

u u Tomohiro Ishikawa, Sharp Corporation

Tomohiro Ishikawa, Sharp Corporation

u u Robert Beatty, MCB

Robert Beatty, MCB

u u Eva Harris, Public Health

Eva Harris, Public Health

u u National Semiconductor Corporation

National Semiconductor Corporation

u u Acumen Foundation

Acumen Foundation

Focus Cent er M et r i cs

◆Fi r st Two Focus Cent er s:

– Q ual i t y

f

t hei r Long Range Vi si

n

– Num ber

f

‘ O ut

f
t

he- box’ Thi nker s

n

t he Team – Aut hor i t y & I ndependence

f

Cent er Di r ect

r

– Nur t ur i ng Envi r

nm ent

f

r

New Concept s and Radi cal Al t er nat i ves

◆Focus Cent er M em ber Com pani es

– Buy- i n t

t

he Long Range Vi si

n

– Pat i ent Expect at i

ns

f

r

Resear ch Resul t s – Expl

i

t at i

n ofAnt

ii pat ed Resul t s

Source: Sonny Maynard, MARCO, 1998

El em ent s

f

Eval uat i

n

W hi ch payof f pat h w i l l f

cus

cent er s achi eve?

Pat

ent s, Paper s, Ci t at i

ns

Not Fast Enough

Two-

Year Resear ch Pr

duct

s M ay Be Li m i t ed

M et

r i cs M ust Assess t he Resear ch Pr

cess

& G oal s

Fi

nd I ndi cat i

ns

That t he Payof f Cur ve i s St eep

2000 2005 2010 100, 000

10,

000

1,

000

100
10
1
0.

1

0.

01

2015

Rel at i ve Resear ch M et r i cs

} d = m et r i cs at t he end

f

t w o year s FCRP Payof f Zone

Source: Sonny Maynard, MARCO, 1998 Uni ver si t y Cent er Di r ect

r

; FCRP M anagi ng Di r ect

r

; DARPA Pr

gr

am M anager

M em ber Com pany M anagem ent & Per sonnel Bl ue- Ri bbon Eval uat i

n

Panel

3 Jobs f

r

3 Di f f er ent G r

ups

◆Technol

gy

M anagem ent

Cr

eat e t he Shar ed Vi si

n

and M anage t he Pr

j

ect ◆Technol

gy

Di f f usi

n-
M em ber

Com pani es Buy I nt

t

he Shar ed Vi si

n

and Expl

i

t t he New Concept s ◆Pr

cess

Assessm ent

Eval

uat e t he Focus Cent er Concept & Execut i

n

Source: Sonny Maynard, MARCO, 1998

SLIDE 9

Page 9 Dean Richard Newton newton@coe.berkeley.edu

Essent i al

i

l s

M ent hol C- 10 M onot er pene

Car

t

enoi ds

Lycopene C- 40 Tet r at er pene

Chem ot her apeut i cs

Taxol C- 20 Di t er pene El eut her

bi

n C- 20 Di qui t er pene

> 50, 000 know n m ol ecul es

O H

Source: Professor Jay Keasling Source: Professor Jay Keasling

u u Protein kinase C activator

Protein kinase C activator

u u Isolated from the stems of the

Isolated from the stems of the small Samoan tree small Samoan tree Homalanthus Homalanthus nutans nutans

u u Inhibits human immunodeficiency

Inhibits human immunodeficiency virus type 1 (HIV virus type 1 (HIV-

1) infection yet

1) infection yet up up-

regulates viral expression

regulates viral expression from latent from latent proviruses proviruses

Source: Professor Jay Keasling Source: Professor Jay Keasling

CITRIS Intellectual Policy Principles CITRIS Intellectual Policy Principles

“ “Patents are expected to be rare, but…” Patents are expected to be rare, but…”

If and where IP protection is indicated and desired: If and where IP protection is indicated and desired:

u u Ownership follows

Ownership follows inventorship inventorship

v v Except when obligations are imposed by State tax

Except when obligations are imposed by State tax-

free bond

free bond funding of facilities or by 3rd party agreements, existing and n funding of facilities or by 3rd party agreements, existing and new. ew. u u Licensing: CITRIS corporate participants will all gain non

Licensing: CITRIS corporate participants will all gain non-

exclusive, world

exclusive, world-

wide, royalty

wide, royalty-

free, access to all IP

free, access to all IP generated within CITRIS, as will any other company generated within CITRIS, as will any other company

v v Exclusive, royalty/fee

Exclusive, royalty/fee-

bearing license an option

bearing license an option

u u In effect, we are defining an

In effect, we are defining an “Openness Agreement” “Openness Agreement” rather than an rather than an “Ownership Agreement” “Ownership Agreement”

Outline Outline

u u My Background

My Background— —A Context for my Comments A Context for my Comments

u u “Berkeley’s” Credentials

“Berkeley’s” Credentials

v v People

People Impact Impact Reputation Reputation Brand Brand Value Value People People u u Why is this Topic Increasingly Important Today?

Why is this Topic Increasingly Important Today?

v v The Evolving (Critical?) Role of the Modern Research University

The Evolving (Critical?) Role of the Modern Research University u u Diffusing Knowledge & Understanding

Diffusing Knowledge & Understanding

v v An Example: Electronic Design Automation (EDA)

An Example: Electronic Design Automation (EDA) u u Facilitating Invention & Diffusion

Facilitating Invention & Diffusion

v v Transfer what?

Transfer what? u u Impeding Collaboration & Diffusion

Impeding Collaboration & Diffusion

v v Example: Faculty consulting in the UC system today

Example: Faculty consulting in the UC system today

Introduction and Principles Introduction and Principles

u u Advantages:

Advantages:

v v Engineering is a discipline of practice

Engineering is a discipline of practice

v v Technology diffusion in ICT is via people

Technology diffusion in ICT is via people

v v Essential for Visibility/Resources/Impact for

Essential for Visibility/Resources/Impact for College and for the University College and for the University u u Challenges:

Challenges:

v v Lost time of key faculty for instruction, research

Lost time of key faculty for instruction, research and administration and administration

v v Possible conflicts of interest:

Possible conflicts of interest:

l Bias in student research l Bias in student placement

UC Consulting/Intellectual Property Guidance UC Consulting/Intellectual Property Guidance

January 15, 2003 January 15, 2003

u u Employees must disclose all inventions

Employees must disclose all inventions

“The University must be able to meet its obligations assumed und “The University must be able to meet its obligations assumed under er legally binding contractual obligations with regard to intellect legally binding contractual obligations with regard to intellectual ual property rights generated by faculty and other researchers as a property rights generated by faculty and other researchers as a result of sponsored research agreements, material transfer result of sponsored research agreements, material transfer agreements, and other research support agreements entered into agreements, and other research support agreements entered into

n behalf of those faculty and research staff. Therefore,
n behalf of those faculty and research staff. Therefore, all

all inventions made by a University employee must be disclosed to inventions made by a University employee must be disclosed to the University, including inventions made on weekends, on leave, the University, including inventions made on weekends, on leave, at home “in the garage,” or at home “in the garage,” or during paid or unpaid consulting work during paid or unpaid consulting work. . Disclosure is a legal obligation of employment at the University Disclosure is a legal obligation of employment at the University.” .”

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