Connecting Innovators: Discussion and Sharing

Connecting Innovators: A Discussion
- A common understanding of innovation and innovator
- The roles of STI Innovator
- The experience of Swiss EP

1. CONNECTING INNOVATORS ! ? Tran Tri Dung; [email protected] Swiss EP Program Manager Ha Noi; 3 rd March 2025 A DISCUSSION

2. WHO ARE THE INNOVATORS ?

3. A n innovation professor: Y ou make innovation because you desire to show your human fellows some better things. And you measure innovation by money . INNOVATORS MAKE INNOVATIONS

4. Innovation = Creativity * Commercialization Invention/Creativity : Novelty Workable solution Low or even no market demand Innovation = Creativity * Commercialization Usefulness Appropriateness Whose problems ? How good is good? Show me the money!

5. COMMERCIALIZATION : A PRACTICAL STORY Research ideas Lab experiment (proof of concept) & IPs Pr ototypes (MVP) & IPs Product market fit (business model and business mindset) Profit market fit & commodity Yan Sheng: Founder & CFO https://paif.com/about/ https://www.intellectualventures.com/

6. IT TAKES TWO TO TANGO Entrepreneurship (mindset) Innovation (toolset)

7. “ Innovation is a disciplined process .” Dual-core engine : E ntrepreneur ial Spirit (mindset) & Innovation Capacity ( toolset ).

8. Valuation : An Example Jeff Hoffman: Ideas are welcome. But execution is worshiped. Innovation is a process ,  not an accident The world’s best innovators and entrepreneurs harvest ideas.

9. Author: Anonymous . A Good Guide On Fundraising – Entrepreneurship, Innovation & Business Culture

10. Triple Helix Model Government : covers early-stage risks  less and simple administrative procedure. Academia : problem solvers with workable technical solutions  Entrepreneurial mindset in collaboration with corporate partners . Corporation plays a critical role in commercialization  strategic mindset and long-term vision WHAT ARE MISSING HERE?

11. “ Companies that close off their knowledge to the outside world may also be closing themselves off from externally-sourced innovations. Successful companies will be those that transform information into value-creating knowledge, and aggressively use this knowledge to innovate and capture additional profit.” Thomas H. Davenport, Marius Leibold, and Sven C. Voelpel (2006)

12. Entrepreneurship Innovation STARTUP Traditional business Small and Growing Business High-growth positioning Knowledge and technology-driven Innovative business model

13. STI Coordinator Why STI Coordination is Important Academia –Industry linkage to implement research output into society Consensus building among local community, government and industry Multidisciplinary and interdisciplinary joint research project based on JASTIP Foresight and STI Policy formation JASTIP | Japan-ASEAN Science, Technology and Innovation Platform

14. Academic Depth Extent Extent Academic Depth Academic discipline Scientist STI Coordinator Capacity Capacity Practical discipline Growth Growth Deeper academic intelligence in her/his academic discipline Wider perspectives in both of practical and academic disciplines Academic discipline * Author: Dr. Taro Sonobe , Head of International C ooperation, Research Administrator at Office of Research Acceleration, Kyoto University; Deputy Director at Kyoto University ASEAN Center, Kyoto University

15. Wave A Wave B Wave C STI Coordinator Scientist A Scientist B Spectrum (image) https://iwashi.org/archives/4334 Waves Synthesis Wave A + Wave B + Wave C Synthesized Wave No Interaction No Cooperation No Synergy Interaction Cooperation Synergy Isolated two waves * Author: Dr. Taro Sonobe , Head of International C ooperation, Research Administrator at Office of Research Acceleration, Kyoto University; Deputy Director at Kyoto University ASEAN Center, Kyoto University

16. Author: Yasuyuki Kono , PI, Japan-ASEAN Science, Technology and Innovation Platform (JASTIP) Kyoto University STI coordinator STI coordinator STI coordinator

17. STI Coordinator

18. LAB2MARKET INCUBATION PROGRAM

19. Collaborative Opportunities Expertise Support

20. The ecosystem approach is empathized and supported by top leadership. Develop the innovation ecosystem based on local comparative advantages. Promote triple helix in ecosystem collaborations. Integrate entrepreneurship and innovation support services (mentoring, incubating, accelerating, startup investing) into events and activities to create support programs. Design entrepreneurship and innovation support organizations as a startup/business based on market demand, goals and available resources toward a sustainable business model. Start ecosystem development with local pioneers and champions. EXPERIENCE OF THE SWISS ENTREPRENEURSHIP PROGRAM

21. THANK YOU VERY MUCH