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Government: Innovation Public/Private Partnerships, Cooperative Research Centers

Technology Fountainheads

Technology Fountainheads (Raymond Corey)

​E. Raymond Corey examines six of the oldest, largest, and most visible R&D consortia in America. Three serve the semiconductor and computer industries, where interfirm and international rivalries are intense; three draw their membership from regulated industries only recently subject to competition. Corey's comparative study sheds light on the dynamics of consortium management, exploring such issues as mission, organizational structure, strategic planning, technology transfer, and leadership. In addition to analyzing consortia as a distinct organizational form, Corey considers the social, economic, and legal impact of consortia as sources of global competitiveness.

Sematech

Sematech (Larry Browning and Judy Shetler)

Although the microchip is an American invention, early, unbridled competition among U.S. companies and the worldwide race for new products allowed the Japanese to move in on the microchip market. By the mid-1980s, Japan dominated the industry, in this country as well as abroad, and the U.S. semiconductor industry faced irrecoverable loss of production capability. Desperation led to the creation of Sematech.

The AGATE Alliance

The AGATE Alliance (Paul A. Masson, white paper)

This report describes the collaborative program model chosen to implement an aeronautics research and technology program from 1994 through 2001: the Advanced General Aviation Transport Experiments (AGATE) Program. The Program had one primary

objective: to improve the ability of the General Aviation industry to adopt technology as a solution to fulfill public benefit objectives. The program was launched in response to the

widening gap between the national need for improvement in the safety and performance of general aviation aircraft, and the inability of the General Aviation industry to adopt new

technology for those improvements.

Cooperative Research Center

Managing the Industry/University Cooperative Research Center (IUCAR)

A guide for faculty, administrators, industrial representatives, and government officials who manage the complex linkages of UCRCs. Covers planning, initiating, and designing centers; implementing cooperative research programs; control, budgeting, evaluation, and leadership; and knowledge and technology transfer in cooperative research settings. 

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Corporate: Strategic Innovation, R&D Consortia, Innovation Alliances

From Innovation to Cash Flows

From Innovation to Cash Flows (Constance Lutolf-Carroll)

A wellspring of insights and inspiration for anyone with a desire to start up a high-tech venture. The reader is guided step by step through the twists and turns of strategy, contract law, intellectual property rights management, and strategic partnering. A global team of experts from law, science, and business collaborated to write this book; their pooled know-how and collective experiences shine through. The result is highly recommended.

Fundamentals of Innovation

Fundamentals of Innovation (Paul A. Masson - White Paper)

An understanding of the fundamentals behind technology driven innovation is core to choosing among the different models for collaborative innovation. This white paper explains StarNet’s integration of the definitions, concepts and application of technology driven innovation.

Open Innovation

Open Innovation (Henry Chesborough)

The information revolution has made for a radically more fluid knowledge environment, and the growth of venture capital has created inexorable pressure towards fast commercialisation of existing technologies Companies that don't use the technologies they develop are likely to lose them. Key features Over the past several years, Hank Chesbrough has done excellent research and writing on the commercialisation of technology and the changing role and context for R&D. This book represents a powerful synthesis of that work in the form of a new paradigm for managing corporate research and bringing new technologies to market Chesbrough impressively articulates his ideas and how they connect to each other, weaving several disparate areas of work R&D, corporate venturing, spinoffs, licensing and intellectual property into a single coherent framework.

Technology Transfer in Consortia and Strategic Alliances

Technology Transfer in Consortia and Strategic Alliances (David Gibson, Raymond Smilor) Spurred on by increasing international competition, the rising cost of advanced research, the need to leverage scarce scientific and technical talent, and the desire to share risk associated with technology generation and commercialization, technology companies are banding together in research and development consortia and innovative strategic alliances. Managers in these new types of organizations face the intriguing paradox of competition and cooperation. Consortia and strategic alliances are organizations working together to gain access to technology and markets and to accomplish mutual beneficial objectives that pose unique management challenges. Members come from corporate cultures, presenting different managerial priorities, policies, and procedures, and emphasizing different and even conflicting objectives. 

Management faces organizational, technological, strategic, and cultural barriers to transferring technology expeditiously. In this book, academia, business, and government experts address these barriers, identify ways to accelerate tech transfer, and present examples of consortia and strategic alliances approaches to managing technology transfer. ​

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Understanding the Fundamentals of

Technology Driven Innovation

Paul Masson

Managing Director, StarNet, LLC

Strategic Innovation Alliances

Ten Rules for Strategic Innovators

Ten Rules for Strategic Innovators (Govindarajan/Trimble)

Even world-class companies, with powerful and proven business models, eventually discover limits to growth. That's what makes emerging high-growth industries so attractive. Although they lack a proven formula for making a profit, these industries represent huge opportunities for the companies that are fast enough and smart enough. But constructing tomorrow's businesses while simultaneously sustaining excellence in today's, demands a delicate balance. It is a quest fraught with contradiction and paradox. Until now, there has been little practical guidance. Based on an in-depth, multiyear research study of innovative initiatives at ten large corporations, Vijay Govindarajan and Chris Trimble identify three central challenges: forgetting yesterday's successful processes and practices; borrowing selected resources from the core business; and learning how the new business can succeed. The authors make recommendations regarding staffing, leadership roles, reporting relationships, process design, planning, performance assessment, incentives, cultural norms, and much more. Breakthrough growth opportunities can make or break companies and careers. Ten Rules for Strategic Innovators is every leader's guide to execution in unexplored territory.

Fundamentals of Stratetic Innovation Alliances

Fundamentals of Strategic Innovation Alliances  (Paul A. Masson - White Paper)

The innovation alliance℠ model is a distinct model for collaborative innovation. The model’s concept is to coordinate all the elements necessary to bring technology based innovation through to adoption, permitting improvements in products, services, capabilities, organizations and competencies. The model is a hybrid between an

industry consortium, a public/private partnership and venture/angel capital industry funding pool. It is distinctly different from university research programs, industry

consortia, venture capital sector targeting and government programs. This white paper explains the fundamentals of StarNet’s innovation alliance℠ approach.​​​

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Innovation AllianceSM Model Fundamentals

 

Paul Masson

Managing Director, StarNet, LLC

Corporate: Strategic Alliances

Business Alliances Guide

Business Alliances Guide (Robert Lynch)

Presents a map of the various options one has on the journey through an alliance; the principles of design; new insights into what has been missing in order to understand alliances; how to find the right partners; purchaser-supplier alliances; some of the consequences that occur when certain principles are violated; how to improve the chances of obtaining excellent results from an alliance and much more.

The Connected Corporation

The Connected Corporation (Jordan Lewis)

By capitalizing on the new customer-supplier alliances, any firm can increase its competitiveness regardless of industry, company size, or whether its focus is on goods or services. Lewis provides managers of all types with the framework they need to avoid the pitfalls and enjoy the full benefits of the connected corporation.

The Alliance Enterprise

The Alliance Enterprise (deMan, Duysters, Vasudevan)

​Firms all over the world are entering into strategic alliances. Successful alliance management, however, requires corporations to adapt their management models to the demands of this new mode of organization. New tools, techniques and ideas need to be introduced in order to fully benefit from the potential advantages of alliances.Firms are becoming embedded in alliances to such an extent that the autonomous firm no longer exists. Instead, the allianced enterprise has emerged as a viable form of organization. To guide managers in developing their allianced enterprise, this book provides an overview of the latest in alliance thinking. It describes such key issues as how to position a company in a network, how to develop an alliance capability, how to design alliance constellations, the skills required for alliance managers, the impact of the Internet on partnering, and much more. In this book, some of the world's leading thinkers (academics, consultants and practitioners) on alliances share their latest, insightful ideas. Aimed at a management audience, the book is concise and practical. It deals with all aspects of alliance management, updating the reader on the state-of-the-art in this challenging field.

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Government: Innovation Public/Private Partnership Policy (I-PPP)

The Free Market Innovation Machine

The Free Market Innovation Machine (Baumol)

Baumol stresses that large firms use innovation as a prime competitive weapon. However, as he explains it, firms do not wish to risk too much innovation, because it is costly, and can be made obsolete by rival innovation. So firms have split the difference through the sale of technology licenses and participation in technology-sharing compacts that pay huge dividends to the economy as a whole--and thereby made innovation a routine feature of economic life. This process, in Baumol's view, accounts for the unparalleled growth of modern capitalist economies. Drawing on extensive research and years of consulting work for many large global firms, Baumol shows in this original work that the capitalist growth process, at least in societies where the rule of law prevails, comes far closer to the requirements of economic efficiency than is typically understood.

Investing in Innovation

Investing in Innovation (Branscomb and Keller)

Shortly after taking office in 1993, President Bill Clinton and Vice President Al Gore called for a shift in American technology policy toward an expansion of public investments in partnerships with private industry. The authors of this volume were invited by the Clinton administration to take a hard, nonpartisan look at how successful the new policies have been and to propose ways to make their programs more effective. The first summary report of the team's recommendations was called the "hottest technology policy property on Capitol Hill."This book, an expansion of that report, offers a new set of technology policy principles. The authors use the principles to evaluate many federal research programs and to make recommendations for change. This volume will set the terms of the debate over the national research and innovation policy for years to come.

Public Policy and Strategic Innovation Alliances

Public Policy and Strategic Innovation Alliances

(Paul A. Masson/Dr. Bruce J. Holmes - White Paper)

Since 1980, successive Congresses and Presidents have introduced a range of policies and programs designed to increase the effectiveness of the government research and development mission and enhance U.S. technology-based economic growth. Taken as a whole, these policies and programs represent a gradual evolution from the prior historic model—in which government is the principal customer for federally sponsored technology – to a model in which the government is a partner with the private sector in developing and deploying new commercial technologies that fulfill

mission objectives and enhance U.S. economic well being. This policy evolution laid the foundation for the emergence of technology partnership policies and programs which,

when combined with incentive for capital formation and regulatory reform, have proven to be critical in reducing the risk that permits technology innovation to diffuse throughout industrial sectors. The policy evolution has spawned a wide range of partnering models, which collectively are known as Innovation Public/Private Partnerships (I-PPP)℠.

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Evolution of US Policy for

Science & Technology 

Innovation Public / Private Partnerships (I-PPP)℠

Paul A. Masson, StarNet, LLC

Dr. Bruce J. Holmes, NextGen Aero Sciences