Best Practice Library

How to test IP and technologies and bring them to a stage where they are market-and investor-ready?

How to establish effective proof-of-concept programs and acceleration programs to help the maturation of PRO technologies?

We have identified 4 best practice currently illustrated by 9 case studies to help you better assess IP potential, validate technologies and incentivising for commercialisation. Browse real-life cases illustrating best practice in IP valuation now:

• Best Practice#6: Proof of Concept programs
  • “Proof-of-concept funding at the Universities of Basel, Bern and Zurich”
  • “Assessing IP and technology at the University of Liege”
  • “Proof-of-concept funding and technology assessment at KTH Royal Institute of Technology”
  • “The ENP Programme at Linköping University”
  • “The Innova Programme at Polytechnic University of Valencia”
  • “Proof-of-Concept funding at University College London (UCL Business)”
  • “Proof-of-Concept funding and Green Light Start-up Accelerator at Technical University of Ostrava”
• Best Practice#7: Technology accelerators
  • “The ENP Programme at Linköping University”
  • “TechFounders Program at Technical University Munich ”
  • “Commercialisation Boot Camps and Venture Launch Accelerator at University College Dublin”
• Best Practice#8: Commercialisation boot camps
  • “Commercialisation Boot Camps and Venture Launch Accelerator at University College Dublin”
• Best Practice#9: Technology assessment tools
  • “Assessing IP and technology at the University of Liege”
  • “Proof-of-concept funding and technology assessment at KTH Royal Institute of Technology”

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• Innovation Scouts
• Match-making activities with industry
• Idea competition and prizes
• Collaborative training programs
• Collaboration among TTOs
• Proof of concept programs
• Technology accelerators
• Commercialisation boot camps
• Technology assessment tools
• Investment readiness activities
• Venture mentoring programs
• Match-making events and network of interaction with investors
• Partnerships with VC firms and financial investors
• University seed funds
• Strategic commitment and mission
• Recruiting TT talents
• Continuous training and professional development
• Organising the process for growth
• Structuring for critical mass