Research and Commercialisation Challenges

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Research & Commercialization Challenges

Dr. Mazlan Abbas

Research Challenges

+Research “Misunderstanding”

!  How Long Does It Take?

!  What’s the Difference Between Masters and PhD?

!  Why Problem Definition Takes A Long Time?

!  How Do We Manage Researchers?

!  Why “Research” Approach is Different From “Development”?

!  What are the characteristics of a Good Researcher?

+Scientific Definition of “Research”

!  The strict definition of scientific research is performing a methodical study in order to prove a hypothesis or answer a specific question.

!  Finding a definitive answer is the central goal of any experimental process.

!  Research must be systematic and follow a series of steps and a rigid standard protocol. These rules are broadly similar but may vary slightly between the different fields of science.

!  Scientific research must be organized and undergo planning, including performing literature reviews of past research and evaluating what questions need to be answered.

!  Any type of ‘real’ research, whether scientific, economic or historical, requires some kind of interpretation and an opinion from the researcher. This opinion is the underlying principle, or question, that establishes the nature and type of experiment.

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Basic research also known as fundamental or pure research is driven by a scientist’s curiosity or interest in a question. The main motivation of this type of research is:- •  To expand man’s knowledge of the world and not to invent or

create something new. •  There is no obvious commercial value in research of this type. Basic science research includes answers to such questions as: •  How did the universe begin? •  How has man evolved over time? •  How does genetic code determine who we are? •  What is the specific genetic code of an earth worm? •  What are protons, neutrons and electrons made of?

What is BASIC Research?

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Applied research is designed to the practical problems that exist in the modern world, rather than to just acquire knowledge for knowledge’s sake. One main goal of applied science is to improve human conditions and make the world a better place.

Applied science may investigate ways to: •  improve agricultural crop production •  get better network throughput •  find alternative routing solutions •  treat or cure a specific disease •  improve the energy efficiency of homes

What is APPLIED Research?

Activity Detail Tasks Timeframe Establish Context

Literature Review Problem Definition Scope of Research

3-6 months (MSc-PhD)

Select & Design Methods

Mathematical Modeling Simulation Experimental

3-6 months

Undertake Research

New mathematical theory New programming language New simulation tool Acquisition and trials test-bed

3-6 months

Analysis & Validation

Testing of Model 6-12 months

Create Output IP Thesis Technical report

3-6 months

Review & Evaluate

Publication Conference VIVA

< 3 months

Note: On average = Masters (2 years to complete) and PhD (3-6 years to complete)

How To Choose a Good Scientific Problem?

[Excerpts from the Article “How To Choose a Good Scientific Problem” by Uri Alon]

Choosing good problems is essential for being a good researcher.

But what is a good problem, and how do

you choose one?

+The Feasibility-Interest Diagram for Choosing a Project

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•  A common mistake made in choosing problems is taking the first problem that comes to mind.

•  Since a typical project takes years even it if seems doable in months, rapid choice leads to much frustration and bitterness in our profession.

•  It takes time to find a good problem, and every week spent in choosing one can save months or years later on.

In my lab, we have a rule for new students and postdocs: Do not commit to a problem before 3 months have elapsed. In these 3 months the new student or postdoc reads, discusses, and plans. The state of mind is focused on being rather than doing. The temptation to start working arises, but a rule is a rule. After 3 months (or more), a celebration marks the beginning of the research phase—with a well-planned project. Taking time is not always easy. One must be supported to resist the urge: ‘‘Oh, we must produce—let’s not waste time, and start working.’’

Take Your Time

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•  Who decides how to rank the interest of problems? One of the fundamental aspects of science is that the interest of a problem is subjective and personal.

•  The inner voice can be strengthened and guided if one is lucky enough to have caring mentors.

•  A scientist often needs a supportive environment to begin to listen to this voice.

The Subjectivity of the Interest Axis

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Good test: One way to help listening to the inner voice is to ask: ‘‘If I was the only person on earth, which of these problems would I work on?’’ An honest answer can help minimize compromises. Another good sign of the inner voice are ideas and questions that come back again and again to your mind for months or years. Another good test: When asked to describe our research to an acquaintance, how does it feel to describe each project? In science, the more you interest yourself, the larger the probability that you will interest your audience.

The Subjectivity of the Interest Axis

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The mentors’ task is to support students through the cloud that seems to guard the entry into the unknown. And, with this schema, we have more space to see that problem C exists and may be more worthwhile than continuing to plod toward B.

“Sailing into the unknown again and again takes courage”

The Objective and Nurturing Schemas of Research

+IP Landscape Using Thomson Innovation Tool

Research Approaches

(1) Mathematical Modeling

(2) Simulation

(3) Experimental

Mathematical Modeling Fast, easily define upper and lower bound Complex mathematics, need programming

Network Model

Traffic Model

Packet Scheduling Model Algorithm Performance Results

Simulation Scalable, Flexible Assumptions must be accurate Time consuming Either self-programming or using simulation tool Expensive (?)

Experimental Accurate, real results Time consuming, expensive, not scalable

Architecture / Systems / Methods

Intellectual Properties (IPs)

Masters or PhD

Is it Worth A

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Degree

Masters

PhD

Support testbed setup Simple experiment and Data Collection Some simple application programming

Support experimental work (advanced) Simulation to proof the concept/ideas

Mathematical modeling Develop Simulation model Co-generate and test new ideas

Why Do We Need Degree, Masters and PhD Interns?

How Do We Manage Researchers?

+Researchers Expectations

•  Breathing space •  Need time to think to be creative.

•  Always “Fresh” in new research area •  Knowledge always starts anew in every project.

•  Killing Knowledge •  We can kill a Product or Project but be careful in killing

a “Research” since it will “wipe out” knowledge.

•  Quest for Knowledge •  Never ending journey to the Frontiers of Knowledge

•  Finding new challenges

•  Recognition in their area of expertise

Light At the End of The Tunnel

“Research” Working with the “Unknown” “Development” Working with “Known”

PhD is not all about the novelty achieved but it’s the Systematic Process of Doing Research that’s the utmost important.

Researchers’ Challenges (But who appreciates people working with the Unknown?)

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Viewing Angle Application Layer

Physical Layer

Data Link Layer

Presentation Layer

Network Layer

Transport Layer

Session Layer

Valley of Appreciation

How Deep to Explore? “Breadth” or “Depth” of Research

To Go Deeper … You Need a Platform

Explorer’s Risk

Cave Explorer

Do We Reward the “Cave Explorer”?

Unstoppable Effort

Taking High Risks

Venture in to Unknown

Commercialization Challenges

+What is Innovation?

Unlike invention, which usually requires a flash of inspiration, innovation is a process of coordinated activities that, when linked with identified opportunities, generates new value for the organization and

the customer.

+Global Innovation Index - Ranking

Country 2008-2009 Rank

USA 5.28 1

Germany 4.99 2

UK 4.84 3

Sweden 4.82 4

Singapore 4.81 5

South Korea 4.73 6

Switzerland 4.73 7

Denmark 4.69 8

Japan 4.65 9

Netherlands 4.64 10

Canada 4.63 11

Hong Kong 4.59 12

Finland 4.57 13

… … …

Malaysia 4.06 25

Country 2009-2010 Rank

Iceland 4.86 1

Sweden 4.85 2

Hong Kong 4.83 3

Switzerland 4.82 4

Denmark 4.72 5

Finland 4.66 6

Singapore 4.65 7

Netherlands 4.62 8

New Zealand 4.60 9

Norway 4.59 10

USA 4.57 11

Canada 4.55 12

Japan 4.50 13

… … …

Malaysia 3.77 28

+Human Capacity - Researchers

+Importance of ICT

Communications -> Information -> Knowledge -> Power

INNOVATION IDEAS

PRODUCT DEVELOPMENT

MARKETING SOLUTIONS

+Sustaining the Innovation

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0 5 10 15 20 25 30 35 40

2008

2009

2010

PCT/WIPO Ranking

MIMOS Other Malaysian Applicants

51%

41% 59%

91%

3,254th(

33rd(

38th(

218(Patents(

205(Patents(

30th(

WIPO-World Intellectual Property Organisation PCT - Patent Cooperation Treaty

302(Patents(

(186th(!

28th(49%

Helping to Position Malaysia Patent Ranking at the Global Level

+Driving National Priorities

•  Economic Growth •  Competitiveness •  Productivity •  High-income Jobs •  Better Quality-of-Life

Creating the Global Malaysia Incorporated

Innova&on'Driven'Economy''To(Support(The(New(Economic(Model(

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Time

Revenue growth

Lead Users, Innovators

Early Adopters, Visionaires

Early Majority, Pragmatists

Late Majority, Conservatives

Laggards, Sceptics

LU EA EM LM La

Crack 1 The Chasm Crack 2

Crack 3

Participants in the Technology Adoption Life Cycle

Communications Breakdown

+Broadband Eco-System

R&D

Product House

Manufacturer

Telco

Content Provider

Content Aggregator

System Integrator

Reseller & Distributor

Applications Developer

Users

App Stores

Regulator

Innovation “Think Different”

iPod

iPhone

iPad

Macbook Air

Apple TV

iTunes

Loyalty

Mobile Internet

Closing The Gap

Mobile Computing

Entertainment

The “Cloud”

+Past Achievements - WiWi Gen 1.5

Launched August 2009 1st Hybrid WiFi/WiMAX at 2.3 GHz

Indoor Model Supports 802.11 b/g

WiMAX 802.16e IPv6 and Multicast support

Plug-and-Play

+ IPv6-enabled Devices (MIMOS Products)

MIMOS WiWI Gen 1.5

MIMOS WiWI Gen 1.8a MIMOS WiWI Gen 1.8b

Jen-ii iDOLA

Past Achievements Achievements

2006 2007 2008 2009 2010

WiWi Indoor CPE

Q1’10 -WiWi Outdoor CPE

Q3’10 -WiWi Enterprise CPE

Q4’10 -WiMAX Pico Base Station

•  WiWi Indoor CPE (Gen 1.5)

• WiMAX Wave 2 Digital Signal Processing (DSP) platform

• WiMAX Direct Mobile Operation (DMO)

• 802.16j WiMAX Mesh Network Algorithm completed

• WiMAX Wave 1

• WiMAX Wave 1(DSP Board)

Technology Recipients: • CEEDTec • PERNEC Integrated Network Systems

+Bridging the Digital Divide


Users

Access Point

Relay

HOT SPOT (50-200m)

HOT ZONE (500m-1km)

Relay Hot Spot

DR-Mesh

METRO NET (5-10km)

Mesh

Mesh

Mesh Mesh

Mesh Mesh

PAN Gateway (0-50m)

HOT ZONE

49

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Municipal WiFi@Melaka

MCMC Kampung WiFi@ N. Sembilan

Wifi@GloriaJean’s Coffee

River Thames

Pekan Kota

Teriang Kampung

Puom

Kampung Kerangai

MIMOS Wireless Deployments


DEVELOPMENT COMMERCIALISATION TECHNOLOGY CREATION RESEARCH MARKET

MIMOS Research & Development and Technology Transfer

Universities

Research

Institute

Technoprenuers

K-Industries

Partners

Venture Capital

Business Matching

Market Research Market Research

Taking the Industry Global

+ MIMOS’ Role in Industry & Market Creation

52

Basic Research

Applied Research

Product Company

System Integrator

Service Provider

Market Creation

Commercial Risk

Technology risk

Ris

k m

agni

tud

e

Critical Competency lacking

MIMOS’ Charter: •  IP Creation •  Prototype Development •  Technology Transfer

Commercialization Path: •  Productisation

•  Business Planning •  Product Lifecycle

•  Manufacturing •  Regulatory Approval •  Branding & Distribution Channel

Inflection Point for Commercialization

Industry Gap

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Product Company

Reseller/Service Provider

Global/Export Revenue

Domestic Revenue

System Integrator

A(Minimal(revenue;(minimal(impact(on(economic(needle(A (Require(substanGal(handholding(A (No(financial(stamina(to(go(global(!

Issue #1: Local Product Companies Are Small

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Basic Research

Applied Research

Design & Product Company

System Integrator

Service Provider Market

Business''Competency'

Technology''Competency'

Compe

tency/(Skill(

© 2010 MIMOS Berhad. All Rights Reserved.!

CriGcal(Competency(Box(

Small Companies Competency

+ Issue #2: Large Domestic Companies Are Not Product Companies

Domestic Revenue

Product Company

Reseller/Service Provider

Global/Export Revenue

System Integrator

-  Not keen to invest in R&D -  Risk averse in new technology - Difficulty in justifying new venture to the Board

Missing

+Large(Companies(Competencies(

Business Competency

Technology Competency

Com

pet

ency

Critical Competency

Box

Basic Research

Applied Research

Design & Product Company

System Integrator

Service Provider Market

+ Issue #3: Difficult for Small Local Product Companies to Engage MNCs

•  MNC reluctant to work with non reputable local product companies

•  Sustainability •  Capability •  Branding

•  Local product companies has problem to meet the stringent requirement of MNC

•  CMMI •  ISO •  IP protection

+Moving Forward - Do Different

Basic Research

(Universities)

Applied Research

Product Company

(Industry)

System Integrator

(Industry)

Service Provider (Industry)

Market

DEVELOP

•  Center of Excellence •  Global IP Protection •  Technology Transfer

NURTURE

WORLD CLASS PRODUCT •  Product development •  Product Lifecycle Mgt •  Manufacturing/Production

Strategies •  Regulatory Approval

TECH VENTURE & INCUBATION

TECH TRANSFER

•  Domain expertise training

GO-TO-MARKET •  Market Proof of Concept/Pilot •  Leverage Government/GLC

procurement process/projects

DRIVE SUPPLY

DRIVE DEMAND

GO GLOBAL •  Channel development •  Business Matching with

MNC and market

One More Thing

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Development (D)

Stage Activities ~ %

S E

R 100 0

AR 80 20

AT 50 50

PD 10 90

M 0 100

Ris

k in

crea

ses

R – Research AR – Applied Research AT – Advanced Technology

PD - Product Development M - Maintenance

Research to Development Value Chain

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THANK YOU EMAIL: [email protected] TWITTER: mazlan_abbas FACEBOOK: www.facebook.com/drmazlanabbas LINKEDIN: my.linkedin.com/in/mazlan/ SLIDESHARE: www.slideshare.net/mazlan1

Research and Commercialisation Challenges

Technology

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