Reducing the Time from Basic Research to Innovation in the Chemical Sciences A Workshop Report to the Chemical Sciences Roundtable (2003) / Chapter Skim
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Pages 106-118
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From page 106... ...
Are the best practices and lessons such as we have been discussing today useful? Are lessons learned from innovative organizations in the private sector transferable to the public sector and vice versa?
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From page 107... ...
Elsa Reichmanis, Lucent Technologies: I have had some direct experience with long-distance collaborations. In one collaboration we had a joint R&D program with a company located in Switzerland, and in another we collaborated with a company located on the East Coast, only a few hours away from our location.
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From page 108... ...
I think the challenge we have at the very early stages in the idea management process is to find information within or even outside the organization that could make immature ideas more robust and attractive, which will persuade others that the ideas are worth pursuing. I have heard that companies have done this by having a profile for each and every organizational member with their interests and their experience base on the company's Intranet.
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From page 109... ...
Dubois: Using DARPA as an example, what are some of the critical issues facing the safety of the nation today? I think a lot of people would say biological warfare defense is an issue we may have to deal with.
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From page 110... ...
You can look at the possibilities of success in different areas to determine where to put your money or effort, but because the probability and timing of an attack are uncertain, it is necessary to act in the shorter term. Andrew Kaldor: But, Larry, do you have a thought on how you accomplish portfolio management in the public sector?
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From page 111... ...
Robert A Beyerlein, National Institute of Standards and Technology: Although Larry has some very good ideas and insights on the overarching issue of empowering funding sources, I have a great skepticism about the desirability of giving those of us in Washington the responsibility to decide and implement what is important in the technical, academic, and industrial communities.
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From page 112... ...
Dubois: In the defense sciences office at DARPA, we tried to minimize the pain and time associated with writing proposals. We put out a solicitation asking for a 4- to 6-page abstract with a basic budget describing what was planned for year 1, year 2, and year 3.
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From page 113... ...
I can tell you that when industry approaches academia with a request to create things, it is the less famous universities that are willing to give away much of the intellectual property. At Lehigh, in return for 10 fully supported graduate students working on a project on printability, adhesion, and tacticity, we're assigning the rights to a Fortune 500 chemical company.
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From page 114... ...
Do we want our scientists bogged down with all of this intrusion of regulation into the innovation process? I think everyone would react by thinking, "Of course, we have to do it," but such regulation does not exist worldwide.
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From page 115... ...
I would hate to be in a situation where the pollution level is through the roof compared to the United States, and hence the quality of life is lower. We are not going to have a safe environment without regulations.
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From page 116... ...
That is, you have the basic structure, but you try to optimize it for speed, efficiency, and so on. Development of road maps or structured innovation plans would probably work for parametric improvements around the structure, but the basic structure itself is unpredictable and cannot be regulated because the future cannot be predicted.
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From page 117... ...
Appendixes
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