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Accessing NASA Technology Innovation

Accessing NASA Technology Innovation . Ken Dozier NASA Far West RTTC 9/27/02. Organization History. Since 1967, USC has been developing Primary Market Research for NASA in the area of Technology Transfer. 1967 NIAC Started 1976 Subsidized Information Searches

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Accessing NASA Technology Innovation

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  1. Accessing NASA Technology Innovation Ken Dozier NASA Far West RTTC 9/27/02 University of Southern California School of Engineering Technology Transfer Center

  2. Organization History Since 1967, USC has been developing Primary Market Research for NASA in the area of Technology Transfer. • 1967 NIAC Started • 1976 Subsidized Information Searches • 1982 Information Services Expanded, RISS Launched • 1984 Affiliate Network Starts • 1991 Affiliate Network Expands • 1992 USC Selected as RTTC • 1994 Wins TRP Award • 1997 ETTC Formed Mid-West Northeast Far West Mid-Atlantic Southeast Mid - Continent University of Southern California School of Engineering Technology Transfer Center B01-003

  3. The Future “When the Rate of Change Outside is Greater Than the Rate of Change Inside, The End Is In Sight” Jack Welch, Chairmen General Electric University of Southern California School of Engineering Technology Transfer Center

  4. Velocity “ According to Silicon Valley CEO’s, 60 % of the high-tech items they manufacture today did not exist 10 months ago” Lon Hatamiya, Secretary - California Trade and Commerce Agency “Startups are now expected to go public within 6-18 months after venture investment” Donna Jensen, Founder and CEO of startups.com University of Southern California School of Engineering Technology Transfer Center

  5. 1st Perspective • Knowledge is a New Kind of Asset • The foundation of industrialized economy is shifting from natural resources to intellectual assets (Hansen 99) (Davis 98) • Knowledge assets are viewed as factors of production that may be more important than traditional resources of capital, labor and land. (Davis 98) • Converging technologies and rapid innovations can transform markets Overnight . Administrative systems no longer provide the underpinnings of value creation. (Teece 98) • Reward goes to those who are good a sensing and seizing opportunities. Dynamic capabilities are most likely to be resident in firms that are highly entrepreneurial. (Teece 98) University of Southern California School of Engineering Technology Transfer Center

  6. What is Knowledge ? Truth Knowledge Belief Universal Social Personal No Debate Diverge on debate Converge on debate Cause Effect Cause 10 Philosophical Mistakes (Adler 85) University of Southern California School of Engineering Technology Transfer Center

  7. The Future “where ... The ENIAC is equipped with 18,000 vacuum tubes and weighs 30 tons, computer in the the future may have only 1,000 vacuum tubes and weigh only 1.5 tons” “There is no reason anyone would want a computer in their home” - Ken Olson, president and founder, Digital Equipment Corp., 1977 - Popular Mechanics, 1949 “The problem with television is that the people must sit and keep their eyes glued on a screen; The average American family hasn’t time for it” “This ‘Telephone’ has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us” - New York Times, 1949 - Western Union, Internal memo, 1876 “I predict the internet... Will go spectacularly supernova and in 1996 catastrophically collapse ” - Bob Metcalfe, 3COM founder and inventor, 1995 “Man will never reach the moon, regardless of all future scientific advances” Lee De Forest, Radio Pioneer, 1957 University of Southern California School of Engineering Technology Transfer Center

  8. 2nd Perspective • Entrepreneurship Super Normal Wealth Creator • Business Environments Have Become Hypercompetitive because of the High Magnitude and Velocity of Interfirm Rivalries (D’Aveni, 94) • Innovations in Products, Services, Business Processes, and Organizational Designs are Creating Dramatic Discontinuities in Product- Market Spaces and Disrupting the Traditional Approaches to Competitive Strategies and Business Conduct (Christensen, 97) • In the Short Run, Entrepreneurial Firms Reaps Supernormal Returns (Create Wealth) as Established Incumbents and Rivals Seek to Understand the Competitive Disruptions in their Market Space.(Christensen 97) • Thus Competition Occurs in the Form of a Series of Market Disruption Moves by New Entrants or Entrepreneurial Firms and Efforts by Incumbents and Rivals to Shape Their Response Actions (Young et al 96) University of Southern California School of Engineering Technology Transfer Center

  9. Make & Sell vs Sense & Respond Federal Agencies, SBIR: Mission Based, Linear (push) Universities: Curiosity Based, emerging, (push) Chabol (large companies) hierarchy, products based, (push) Venture: Niche markets, public trading (pull) Incubators and Science Parks created to bridge gap between development and commercialization Chart Source: Corporate Information Systems, Applegate University of Southern California School of Engineering Technology Transfer Center

  10. Licensing Wealth Gates “Microsoft” Xerox Jobs “Apple” Xerox Clark “SGI” E&S, Stanford Clark “Netscape” University of Illinois Developers Drivers University of Southern California School of Engineering Technology Transfer Center

  11. Market Redefinition:Radical Change Seven Organizational Change Propositions, Venkatraman 1994 University of Southern California School of Engineering Technology Transfer Center

  12. RTTC Focus:Discovery Zmud 2001 University of Southern California School of Engineering Technology Transfer Center

  13. 3rd Perspective • Entrepreneurial Firms Represent a New Online Community • Network computing, supported by advanced communications infrastructure, can facilitate collaborative entrepreneuralism (Teece 98) • Successful business models set themselves apart in their communication design leading to a deconstruction of traditional value chains and the emergence of value Webs. (Lechner 01) • The most critical factor for a venture business success is how to implement and commercialize lab-based technology/knowledge/ideas into actual products and/or services (Sung 01) • Entrepreneurial firms use knowledge to reshape clusters of assets in distinctive and unique combinations to serve ever changing customer needs. (Teece 98) • The key sources of wealth creation at the dawn of the new millennium will lie with new enterprise formation. (Teece 98) University of Southern California School of Engineering Technology Transfer Center

  14. OnlineCommunity Community = Set of Agents + MediumAgents = user groupsMedium = Internet Subscribers Netiquette Self Organized Non-Commercial Culture Communities - Business Models and System Architectures: The Blueprint of MP3.com, Napster and Gnutella Revisited, Lechner University of Southern California School of Engineering Technology Transfer Center

  15. Components of a Medium Knowledge Intention Communities - Business Models and System Architectures: The Blueprint of MP3.com, Napster and Gnutella Revisited, Lechner University of Southern California School of Engineering Technology Transfer Center

  16. Evidence from Practice • Secondary Market Research as practiced by expert communities may be not be producing market knowledge fast enough or broad enough for modern high velocity markets • Market analysis of existing markets was not encouraging • A KMS that uses IT to gather primary market information rapidly, facilitates the complex transformation between basic research (IP) and commercialization (Wealth) • Online research for potential markets has changed the lens • MOB/WOB community is rich with profitable SMEs University of Southern California School of Engineering Technology Transfer Center

  17. Market Research Repository You can sort or filter you selection Each technology list the available primary marker research we have done. University of Southern California School of Engineering Technology Transfer Center

  18. Docket Example MULTI-CHANNEL SPATIALIZATION SYSTEM FOR AUDIO SIGNALSU.S. patent 5,438,623 (August 1, 1995) PROBLEM ADDRESSED separation of auditory inputs by simulation of different source locations TECHNICAL APPROACH (1) use of synthetic auditory head related transfer function (HRTF) to simulate different virtual spatial source locations for up to five auditory signals; (2) analog-to-digital conversion for noise-free processing with HRTF, and subsequent digital-to-analog conversion for presentation of modified signals to right and left ears POTENTIAL APPLICATIONS teleconferencing, aeronautical communications, virtual reality video games, command and control BENEFITS (1) binaural hearing advantages: substantial improvement (6-8 dB)in signal to noise; faster reaction times, less listening fatigue, increased perception and immersion; (2) less expensive than general purpose 3D audio displays; (3) customizable; (4) user-friendly, not requiring computer interface University of Southern California School of Engineering Technology Transfer Center

  19. Gather Competitive Intelligence • By using the CAP Tools, you can collect industry feedback and potential commercial applications. University of Southern California School of Engineering Technology Transfer Center B01-063

  20. The Radar University of Southern California School of Engineering Technology Transfer Center

  21. CAP Tools (Explicit) In the CAP, say you need to build a Technology Status Report. Clicking on the link, brings up more information about what is a Technology Status Report (TSR), including an example. Clicking on the details button reveals more information about the TSR. University of Southern California School of Engineering Technology Transfer Center

  22. Market Wanted Innovations • Real time • General Solution (360 sphere) • Low Cost • Head Orientation Sensitive • Set Top Box • Sound Card Add in • Listener Location Independence University of Southern California School of Engineering Technology Transfer Center

  23. MOB/WOB Firm • Breakaway • On going profitable south central MOB IT Service Business • Strong Private and Public Network • No Products • Strong business relationship with Microsoft • Far West • Assisted with Business Plan • We located Physicist • Located Chip Designers • MOU in process with Taiwan partner for chip fabrication • Assisting with SBIR and STTR to ensure dual use • Prepared mathematical demonstration of algorithm University of Southern California School of Engineering Technology Transfer Center

  24. Leveraging Existing Network Breakaway will take lead on SBIR Phase I and Phase II (hopefully) Far West RTTC will support USC School of Engineering will support STTR work. Large Chip manufacturer is monitoring process Large Set Top Box manufacturer is monitoring process VC is monitoring process Investment Bank is monitoring process DoD is monitoring process Time to Market 24 to 36 months University of Southern California School of Engineering Technology Transfer Center

  25. Assessing Your Technology CIO Magazine June 2002 After-Technology (Customer Facing) Industry Adoption of Technology Before Technology (Non-Customer Facing) CEO Not Involved CEO Involved Executive’s Approach to Technology University of Southern California School of Engineering Technology Transfer Center B01-113

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