Technology Readiness Level Timeline – I spent this person working with government corporations and agencies trying to adapt and adopt lean procedures. In doing so I learned a ton from many people. I summarize what I learned in this blog post, and here and here and together -included everything in the presentation below.
But the biggest surprise for me was to study how difficult it would be to be an innovative idea within a company of executives. More than that in the next post.
Technology Readiness Level Timeline
We found out an amazing process that allowed us to be fully focused, and we learned a trading tool that we could repeat today. It is huge value to us
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In the past three years the National Science Foundation I-Corps has taught more than 700 teams of scientists on how to commercialize their technology and how to fail less, increasing their odds for commercial success.
To see if this same curriculum would work for therapeutics, diagnostic, medical devices and digital health, we taught 26 teams at UCSF a version of science in the life of the NSF curriculum. 110 researchers and clinics, and chief investigators exit the lab and hospital, and talked to 2, 355 customers. (Details here)
For the last 10 weeks 19 teams in therapeutics, diagnostic and medical devices from the National Institutes of Health (from four of the largest institutions; NCI, NHBLI, Ninds, and NCATS) have passed the Corps in NIH.
Three big questions NIH teams are not just teams with ideas, they are fully formed by CEOs and chief investigator who have received $ 150, 000 grant from NIH. With the funding of SBir-Phase 1 that teams are trying to promote the technical merit, feasibility, and potential commercials of their technology. Many will apply for a Phase II to give up to $ 1 million to continue their efforts in R&D.
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The evidence -based drug we have found that information from 100 customers is just on the verge of having enough data to validate/invalid the company’s business model hypotheses. As if you could/should push scientists who have passed their comfort zone, the evidence is clear – no other program gets teams anywhere close to talking to 100 customers. The reason? For entrepreneurs to get out of the building at speed and size it is an unnatural gesture. Hard, many other requests in their time, etc. But we pushed and poor Cajole, (our phrase is us
Knowing that as they may find uncomfortable during the first three days of class, they come out thanking us
The experience is demanding but we have repeatedly seen the I-Corps teams that change their business assumptions. This direct contact with potential users and customers is important to commercialize science (whether technology is licensed or launching a start.)
. These groups have saved years and millions of dollars for themselves, the NIH and the taxpayer in the United States. Today’s evidence is in hand with I-Corps@Nih The NIH has the most effective program for science commercials.
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Lessons learned day every week of this 10 -week class, teams show a summary of what they have learned from their customers’ interviews. For the final presentation each team created a two-minute video about their 10-week trip and an 8-minute PowerPoint presentation to tell us where they started, what they learned, how they learned it, and where they were going. The “lessons learned” presentation are different than a traditional demo day. It gives us a sense of study, speed and trajectory teams, rather than a demo day showing us how smart they are at a single point in time.
This video from Team BCN Biosciences describes how the intensity, rush, speed and trajectory of a Corps team felt. As a start it is relentless.
BCN generates a drug that increases the anti-cancerous effect of radiation on lung cancer (and/or reduces normal tissue damage by at least 40%). Certainly their customers are radiation oncologists, which MOA data requires, that they need to have Phase 1 testing data to licensed their product, and required> $ 5 million and 6 years. After 10 weeks and 100 interviews, they learned that these hypotheses were wrong.
Corps experience has helped the BCN Bioscience team develop a completely new set of business models hypotheses-at this time
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You can’t outsource the customer’s discovery of what we hear over and over again from the chief investigators “I will never know it” or “I don’t understand it if I haven’t heard it myself.” So far the NIH’s commercialization model has treated a chief investigator as a non -disturbing person to get out of the building (let’s just assert that it is part of their commercialization work.) At 21
The clinacuity while the conacuity video seems to be an ad for customer discovery, listen to what they said after looking at their slides. This group has actually learned outside the building.
The clinacuity technology automatically draws real-time data from clinical notes, (the text documents in an electronic health record,) and provides a summary in real time. Their health care segment diagrams on Slides 15-18 are outstanding.
Gigaten the Gigaten Team – Making Recombinant Gamma Globulin – Holding the record for customer discovery – 163 Customer interviews on many continents.
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Gigaten’s study of customer value proposal and who the real stakeholders are a revelation. Their next-last slide to activities, resouss and partners combined the pieces.
Affinity therapeutics affinity comes to the class with a medicine coated arterial venous graft – graft rotation is a big problem.
One of the things we say to all teams is that we cannot ruin their clinical or biological hypotheses. However we know that by coming out of the building their contact with customers can do that. That’s what happened to the coherence.
Affinity is a great example of a team that pivoted their MVP. They realize that they may have a completely new product – vascular wraps that can reduce graft infection. See slides 17-23.
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Haro Haro produces medication for the treatment of high -risk neuroblastoma, the most common extracranial cancer in childhood and childhood. On the day 1 of the class I said to the team, “Your presentation is different from others – and not in a good way.” That’s not how I described them in the final presentation.
After 120 interviews, Haro found that there were oncology organizations (NCI -funded clinical -funded clinical partners) to take Harao’s compound and it would develop at their own expense and take it to the clinic. This will save Haro
Cardiax Caridax forms a neural stimulator to treat atrial fibrillation. Their video points to some of the common pitfalls in customer discovery. Great summary from Mark Bates, the chief investigator: ”
You never know what you don’t know. The discovery of scientific is different than change. You as a prospective entrepreneur require this kind of systematic retrieval and evaluation to find out the difference
Technology Readiness Levels Demystified
After 80 interviews they realized that they were jumping into conclusions and giving their bias in the process. See slides 8-11 and see their course correction.
The other 15 presentations are equally amazing. Each and each team stood and delivered. And in ways that surprised themselves.
The start -up strategy approach (the hypotheses test outside the building,) is the first time clinics and researchers understand that talking to customers does not require sales, marketing or an MBA – that they themselves can make a good first pass. Corps in NIH just gave us more evidence that was true.
An effort of this team can make it sound like no one else in the room but me and the teams. But nothing can be farther away from the truth. Corps@NIH Team Team was led by Edmund Pendleton. Allan May/Jonathan Fay pointed out the medical devices, John Blaho/Bob Storey pointed out the diagnostics and Karl Handelsman/Keith McGreggor taught therapeutics. Andre Marquis, Frank Rimalovski and Dean Chang have provided additional expertise. Brandy Nagel is our tireless teaching assistant. Jerry Engel is the director of the NSF faculty I-Corps.
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Special thanks to Paul Yock of Stanford Biodesign and Alexander Osterwalder for flying nationwide/world to be part of the teaching team.
I created the I-Corps/Lean LaunchPad® Syllabus/Curriculum, and with a guide from Allan May, Karl Handelsman Abhas Gupta and Todd Morrill adapted it for Life Sciences/Health Care/Digital Health. The team from Venturewell provided logistics support. The I-Corps program is managed by the National Science Foundation (Babu Dasgupta, Don Millard and Anita Lasalle.) And of course it wouldn’t have been possible without the massive and enthusiastic support and encouragement of Michael Weingarten the director of the NIH/NCI Sbir Program and his team.
The Corps/Lean Launchpad curriculum works for therapeutics, diagnostics and device teams talking to 100 customers who not only affect the commercial hypotheses of teams but also their biological and clinical assumptions that these teams have saved years and millions United States is in the hand that NIHs have the most effective program for commercial science in the 21st century using proxies using the building barber as surgeons
Filed under: Customer Development, Investment Preparation Level, Lean Launchpad, Life Sciences (NIH), NIH (National Institutes of Health), Science and Industrial Policy, Teaching | 2 comments »
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