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Hardin 2015 IEEE RoboResearch Seminar

The document discusses North Carolina's strengths in innovation and manufacturing. It provides an overview of the importance of innovation to economic growth. It then discusses key aspects of North Carolina's innovation ecosystem and presents findings from an innovation index. Recommendations are made to strengthen various areas of the state's innovation commercialization process and accelerate company growth.

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Williams D CH
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45 views32 pages

Hardin 2015 IEEE RoboResearch Seminar

The document discusses North Carolina's strengths in innovation and manufacturing. It provides an overview of the importance of innovation to economic growth. It then discusses key aspects of North Carolina's innovation ecosystem and presents findings from an innovation index. Recommendations are made to strengthen various areas of the state's innovation commercialization process and accelerate company growth.

Uploaded by

Williams D CH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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North Carolinas Strengths &

Initiatives in Innovation &


Manufacturing
John Hardin, Executive Director
NC Board of Science, Technology & Innovation
www.nccommerce.com/sti
2015 IEEE RoboResearch Seminar
UNC-Charlotte, March 6, 2015

North Carolina &


Innovation

Importance of Innovation
Innovation is the creation & adoption of new products, services,
and business models to yield value
Between one-third to one-half of economic growth in U.S. can
be attributed to innovation (Source: U.S. Department of Commerce 2012)
A large source of innovation comes from science (systematic
knowledge) & technology (practical application of knowledge)
STEM (science, technology, engineering and math) drives
technological innovation
3

Innovation is Economic Engine


US labor force = 66% local services, 10% innovation, 24% other
But jobs in local services are more the effect, than the cause, of
growth in other sectors
Innovation has big (5x) multiplier effect (across sectors & skill levels)
e.g., If Siemens hires industrial engineer job job in Charlotte more jobs
for waiters, landscapers, store clerks, painters, etc., but not vice-versa

Most important impact of Siemens on local labor market is outside


high-tech
Best way to create jobs for all is to grow & attract high-tech
companies that hire highly educated workers, particularly STEM
Source: Moretti 2013

Innovation Ecosystem
Ultimate Goal
Environment & Infrastructure

Support for Education

Cost of Living

Broadband Access

Innovative
Ideas/
Discoveries

Industry Mix

Innovative
Products &
Practices

Innovative
Organizations
(New & Enhanced)

Economic
Well-Being &
Quality of Life

Gap

Gap

Gap

Research & Development

Commercialization

Education & Workforce

Funding

Funding

Funding

Policies

Policies

Policies

Facilities & Equipment

Facilities & Equipment

K-16 Education System

Researchers

Industry-University Nexus

Industry Training

Culture & Goals of


Research & Development
Organizations

Culture & Goals of


Commercialization
Organizations

Culture & Goals of


Education/Training
Organizations

Innovation Index
Comprehensive measurement of ecosystems health
Several purposes:
Identify strengths & weaknesses
Inform decisions & policy making
Establish benchmarks & measure effectiveness
A comprehensive & effective index should:
Focus on multiple components of innovation ecosystem
Include multiple measures for each component
Compare on multiple dimensions spatially & temporally
6

Summary Findings
NCs innovation ecosystem is moderately healthy (ranks 24th
overall) & not improving much
On 27 of 38 measures, NCs Percent of U.S. Average Value is
below average, meaning NC underperforms nation overall
Performance across indicators varies widely
Innovation assets & activities are concentrated geographically
(place matters)
Need to understand state as a whole and differences across state
Strong potential for increased innovation & commercialization
8

Dashboard
Overview
Red is bad
Green is good
Gray is neutral

Governor McCrorys
Response

10

March 2015

11

I2J Working Group Members


University/Tech Commercialization

Investor/Business

Chris Brown (Co-Chair)


Vice President for Research & Graduate Education
UNC General Administration
Judith Cone
Special Asst. to Chancellor for Innovation &
Entrepreneurship
UNC-Chapel Hill
Joseph DeSimone
Chancellors Eminent Professor of Chemistry
UNC-Chapel Hill
Galen Hatfield
Vice President, Commercial Programs Division
RTI International
Terri Lomax
Vice Chancellor for Research, Innovation & Econ. Dev.
NC State University
Laura A. Schoppe
President
Fuentek, LLC
Eric Tomlinson
President
Wake Forest Innovation Quarter
Eric Toone
Vice Provost & Director, Innovation & Entrepreneurship
Duke University

Clay Thorp (Co-Chair)


General Partner
Hatteras Venture Partners
John Cambier
Founding Managing Partner
IDEA Fund Partners
Igor Jablokov
Entrepreneur in Residence
Blackstone Entrepreneurs Network
Karen LeVert
CEO and Co-Founder
Southeast TechInventures, Inc.
Robert Long
Co-Founder & Partner
Long Miller & Associates
Mitch Mumma
General Partner
Intersouth Partners
Steve Nelson
Co-Founder
EiPi Systems
Carlos Parajon
Co-Founder
Harbor Island Equity Partners

12

Major I2J Challenges


1. Translation Insufficient development and/or dissemination of
university-based structures and practices for technology
commercialization
2. Capitalization Insufficient funding for technology proof of
concept, validation, IP protection, commercialization, early and
mid-stage product development/production, and business
expansion
3. Operation Insufficient number and utilization of seasoned,
mature, business professionals to run startups and guide
companies through growth and expansion

13

I2J Working Group Recommendations


Sequential Model of Innovation Commercialization Ecosystem
Pre-Commercial Arena

Invention/
Innovation

Proof of
Concept

Commercial Arena

Market
Validation

Product
Development

Company
Expansion
(Jobs)

14

I2J Working Group Recommendations


(Integrated Plan for I2J)

Sequential Model of Innovation Commercialization Ecosystem


Pre-Commercial Arena

Invention/
Innovation

Proof of
Concept

Commercial Arena

Market
Validation

Product
Development

Company
Expansion
(Jobs)

1. University Innovation
Commercialization Council
2. University Innovation Commercialization Program
3. Small Business Innovation
Commercialization Program

15

I2J Working Group Recommendations


(Overview of components)
RECOMMENDATION

SUMMARY

TOTAL COST

SOURCE

Developing and Positioning Pre-Commercial Innovations for the Market


1. University Innovation
Commercialization
Council

Defines best practices for innovation


No new funding
commercialization at NC universities,
needed
promotes inter-university cooperation and
standardization where possible, and
catalyzes transformation in culture to
encourage technology commercialization

Expenses minimal
and absorbed by
participants

2. University Innovation
Commercialization
Program

Provides funding and process for


$7.5 MM over
technology proof of concept, validation,
next biennium
commercialization, translation, etc., for
technologies developed by NC universities
and research not-for-profits

Expanded state
appropriations

3. Small Business
Innovation
Commercialization
Program

Re-names the existing One NC Small


Business Program the Small Business
Innovation Commercialization Program,
and appropriates sufficient funding to
support eligible applicants at 100% of
statutory maximum

Recurring $5MM Expanded state


annually, ongoing appropriations
as needed.
Currently
$2.5MM; was
$5MM in FY 2007


16

I2J Working Group Recommendations


(Integrated Plan for I2J)

Sequential Model of Innovation Commercialization Ecosystem


Pre-Commercial Arena

Invention/
Innovation

Proof of
Concept

Commercial Arena

Market
Validation

Product
Development

Company
Expansion
(Jobs)

1. University Innovation
Commercialization Council
2. University Innovation Commercialization Program
3. Small Business Innovation
Research Matching Program

4. Venture Multiplier
Fund
5. Startup Investment Targeted
Exemption for NC (SITE NC)

6. Rallying Investors & Skilled Entrepreneurs for NC (RISE NC) Network

17

I2J Working Group Recommendations


(Overview of components)
RECOMMENDATION

SUMMARY

TOTAL COST

SOURCE

Accelerating Growth of Commercial Innovations in the Market


4. Venture Multiplier Fund

Creates early stage investment fund,


consisting of fund-of-funds and a
direct-investment fund component,
to invest in early stage commercial
ventures

$120 million,
Long-term investible
one time from
state-focused funds
investable funds

5. Startup Investment
Creates the Startup Investment
Targeted Exemption for NC Targeted Exemption for NC (SITE NC)
(SITE NC) Designation
designation, authorizing an
exemption from NC capital gains
taxes on investments in startup
companies headquartered (i.e., sited)
in NC

Capped at level
determined by
Governor and
Legislature

Tax exemption

6. Rallying Investors & Skilled Creates a statewide network that


Entrepreneurs for NC (RISE develops and leverages existing NC
NC) Network
entrepreneurial management talent
and recruits world-class investors,
skilled entrepreneurs, and managers
to NC

$7.5MM*
annually, for
three years

Expanded state
appropriations,
leveraged 1:2 by
foundation, corporate,
and private sources

*Only $2.5MM of this total cost would be provided through state appropriations;
$5MM would be provided by foundation, corporate, and private sources

18

I2J Working Group Recommendations


(Integrated Plan for I2J)

Sequential Model of Innovation Commercialization Ecosystem


Pre-Commercial Arena

Invention/
Innovation

Proof of
Concept

Commercial Arena

Market
Validation

Product
Development

Company
Expansion
(Jobs)

1. University Innovation
Commercialization Council
2. University Innovation Commercialization Program
3. Small Business Innovation
Research Matching Program

4. Venture Multiplier
Fund
5. Startup Investment Targeted
Exemption for NC (SITE NC)

6. Rallying Investors & Skilled Entrepreneurs for NC (RISE NC) Network

19

North Carolina &


Manufacturing

20

Mfgs Importance to NC, 2012


NCs mfg. output places it 4th in US, accounting for 4.71% of the
all mfg. in US
NC leads the Southeast in mfg., but much of its mfg. is low-tech
and low-skill and therefore at risk
Overall NC, mfg. wages are higher than the US average, and for
high-tech mfg. industries, the average wages are even higher
Mfg. jobs have large employment multiplier effects (each mfg. job
supports as many as 2.9 other jobs in the rest of the economy)

Source: Bureau of Economic Analysis, US Department of Commerce.

21

Mfgs Importance to NC, 2012


Mfg. is the leading contributor to NCs GDP
Mfg. (particularly tech-based advanced mfg.) remains the key
source of US and NCs traded-sector strength
Traded-sector provides the economic foundation upon which the
rest of the economy grows
Between 2005 and 2010, mfg. firms actually added net new jobs
in two other main industry areasfood and high-tech

Source: Bureau of Economic Analysis, US Department of Commerce.

22

Mfgs Scale-up Gap

Source: NNMI Preliminary Design Report

23

Changes in R&D Intensity, 1995-2008


U.S. losing R&D-ground to competitors

24

U.S. Institutes for Mfg. Innovation (IMI)


IMIs will offer shared-use facilities comprising an industrial
commons (the R&D, engineering, and manufacturing
capabilities needed to turn inventions into competitive,
manufacturable commercial products)
Applied R&D projects that reduce the cost and risk of
developing and implementing new technologies in advanced
manufacturing
Education and workforce training at all levels
Engagement with Small-to-Medium Enterprises (SMEs)
Regional, high-impact focus, with history of technical strength
Source: NNMI Preliminary Design Report

25

Attributes of each IMI


Partnership between government, industry, and academia,
supported with cost-share funding from federal and nonfederal sources.
$70-120 million in total Federal funds over a 5-7 year
timeframe
Minimum 1:1 cost share (non-federal) can be cash,
property, personnel, and other items deemed acceptable
under federal cost principles
Led by independent, not-for-profit institutions that strongly
leverage industry consortia, regional clusters, and other
resources
Must be sustainable (self-supporting) moving forward
Source: NNMI Preliminary Design Report

26

NNMI Network
Academia

Industry

NNMI

Tier 1
University

Large
Industry

Individual IMI
Shared Facilities
Applied Research

Small
University/
College

SMEs

Technology
Development
Prototypes
Education/Training

Community
Colleges

Federal
Govt
Source: NNMI Preliminary Design Report

Start and
Local
govt

Government

Start-Ups

Economic and
Industrial
Development
27

North Carolinas
Response
(just one example of
what can be done)

28

North Carolina State University 2014

29

Next Generation Power Electronics


Manufacturing Innovation Institute
Vision: Wide bandgap technology for a more energy efficient world
Mission: Develop a manufacturing-focused innovation ecosystem to
reduce cost, improve performance and reliability, and enable U.S.
industry dominance in WBG semiconductor devices and systems to
create jobs

30

Operate above 300 oC compared to 150 oC for


Silicon-based devices

Handle 10 times
higher voltages

Reduce losses during DC-to-AC


electricity conversion by 90%

Produce bulbs with 10 times


more light that last 30 times
longer

saving $250B by 2030

31

Founding Partners
Wafer
Suppliers

Design House
/Device
Manufacture

Device
and Package
Foundry

Power
Electronics
Companies

RD&D
32
North Carolina State University 2014

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