1. Luiss Guido Carli,
“Manager dell’innovazione, manager innovatori”
Dall’invenzione al prodotto: l’esperienza dell’IIT
Salvatore Majorana
Technology Transfer Director
Istituto Italiano di Tecnologia
Roma, 22 febbraio 2013
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013

2. who am I, what do I do?
 Trained as an Electronic Engineer
 Some lab experience
 Moved to large corporate (Telco)
 Jumped on the New Economy, on the VC’s side
 Management consultant
 MBA
 Started a niche PE firm
 Credit crunch
 Fix it… and move on!
Technology Transfer
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013 2

3. L'Istituto Italiano di Tecnologia ha la missione di promuovere
l’eccellenza nella ricerca di base e applicata, sviluppare l'alta
formazione in ambito scientifico-tecnologico e favorire l’evoluzione
del sistema produttivo italiano verso settori e attività
tecnologicamente all’avanguardia.
PAVIS
iCub Facility
I modelli: Fondazione H. Hughes (USA)
Max Planck-Gesellschaft (D)
Fraunhofer-Gesellschaft (D)
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013 3

4. Genova Central Labs
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013 4

5. The Start-Up Phase
2003 September 2003:
Institutional Law of IIT
2004 2004-2005:
Board of Trustees for Governance and Mission
2005 June - September 2005:
Selection of research directors via calls on Nature and
Science; 155 applications, 23 short listed.
6 winners: 2 from USA, 2 from Europe, 2 from Italy.
December 8, 2005:
Appointed Scientific Director, Roberto Cingolani
2006 December 2005 - December 2008:
• Start up phase
• Building demolition, reconstruction, refurbishment
2007 • Laboratory design, lay out
• Purchase of equipment Installation and test
• Hiring procedures : ≈ 420 staff out of 2000 interviews
from 38 countries
2008 • Launch the Multidisciplinary Research Network
5
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6. Facilities set-up – A snapshot
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7. Governance
 IIT’s scientific program is designed so to be enough long-term oriented as to encourage the growth of
knowledge, yet fully aware of the world’s best practice benchmarks.
 Board members ensure a central role in the global research arena as well as a solid connection with
industry leaders.
Consiglio
Comitato Tecnico Scientifico
Gian Felice Rocca (Presidente),
Giorgio Margaritondo (EPFL, Switzerland), Chairman
Roger Abravanel,
Emilio Bizzi (MIT, USA)
Alberto Alesina,
Lia Addadi (Weizmann Institute, Israel)
Fulvio Conti,
Adriano Aguzzi (University Hospital Zürich, Switzerland)
Sergio Dompé,
Yasuhiko Arakawa (Tokyo University, Japan)
Pierre J. Magistretti,
Uri Banin (Hebrew University, Israel)
Giorgio Margaritondo,
Martin Chalfie* (Columbia University, USA)
Konrad Osterwalder,
Robert Horvitz* (MIT, USA)
Alessandro Ovi,
Oussama Khatib (Stanford University, USA)
Remo Pertica,
Alex Zunger (National Renewable Energy Laboratory, USA)
Giuseppe Recchi,
Jean-Jeacques Slotine, (MIT, USA)
Fabrizio Saccomanni,
Arto Nurmikko, (Brown University, USA)
Giuseppe Vita,
Takeo Kanade, (Carnegie Mellon University, USA)
Rodolfo Zich.
Kenji Doja, (Okinawa Inst. of Science, Japan)
Comitato Esecutivo
Gabriele Galateri (Presidente); Roberto Cingolani (Direttore Scientifico);
Giuseppe Pericu; Pietro Guindani; Alberto Sangiovanni Vincentelli.
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013 7

8. Research Platforms
The ongoing strategic plan aims at consolidating the capabilities accomplished by IIT in the start-up phase: it
develops new platforms for the evolution of the Humanoid Robotic program and provides new opportunities to foster
many technological solutions. The new platforms (Energy, EHS -Environment, Health, Security-, Smart Materials, D4 –
evolution of D3-, Integrated Multiscale Computation) originate from the idea of making the humanoid robot developed
by IIT closer and closer to a human, namely: to power the robot with portable, high efficiency energy sources, to
develop smart materials with biomimetic characteristics, to investigate the interaction between artificial nanosystems
and biological entities (such as cells) in view of future interconnections but also to assess safety issues.
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013 8

9. Departments, Facilities and Centers
Research Platforms
Departments, Facilities
Centers
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10. A fast growing reality
 With a total headcount of 1141 (@Dec. 2012), IIT stands as a very young a motivated community which
produces hundreds of scientific works with a very high impact factor
 Comparison with other major research institutions 900
places IIT among the top cost/quality performers in EU 800
Publications
700
600
Cost w/wo admin Budget
personnel (Keu) (Meu)
500
400
Weizmann (IL) 78/91 > 200
300
Max Planck (D) 106/156 1.300
200
Fraunhofer (D) 92/ ? 1.650
100
CNRS (F) 105/238 2.740
0
CNR (I) 101/165 900
2006 2007 2008 2009 2010 2011 2012
IIT (I) 85/95 100
70 Age (scientists)
Staff headcount
60 PhD Average age ≈ 34 y
*
50 PostDoc
40 *
30
Team leader
20
*
10 Sen+Dir
0
*
2022242628303234363840424446485052545658606264666870
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11. A multidisciplinary approach
About 50 nationalities represented
Almost 40% of population arrives Degree distribution
from outside Italy Biochemistry Biotech
Physics Psychology 1% 5%
16% 3% Philosophy
< 1% Chemistry
Pharmacology 13% Natural
Degree of the staff 1%
Sciences
Other
(no PhD students) 2%
1%
Diploma Biology
Perito 3% 12%
1%
IT
Laurea 5%
23%
Medicinal
Chemistry
PhD Engineers
3%
73% Math Material Industrial 32%
MD 1% Science Design
1% 2% < 1%
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12. I processi di valutazione
1. Valutazione Individuale annuale , sulla base di obiettivi
(Management by Objectives 20% della retribuzione lorda )
2. Valutazione Dipartimentale, triennale (6 dal 2008 ad oggi)
Panel composti da : chairman del CTS, membri del CTS ed
esperti esterni internazionali
3. Valutazione della Fondazione (3 dal 2006 ad oggi): Comitato di
Valutazione (scienziati e managers esterni)
4. ANVUR …in corso
Ranking internazionale
www.scimagoir.com
Bibliometria Scopus, sul quinquennio 2005-2009: impatto rispetto alla media mondiale di settore
Nel 2010 l’IIT si colloca al 368° posto su 2833 istituzioni valutate nel mondo (di cui 380 green label),
Nel 2011 l’IIT si colloca al 240° posto su 3042 istituzioni valutate nel mondo (di cui 402 green label)
Top 8% degli istituti nel Mondo (una posizione sotto Caltech, 20 sopra Weizmann)
Top 8% degli istituti in Europa (85° su 1040)
Top 10% degli istituti in Italia (13° su 125, IIT preceduto prevalentemente da Istituzioni mediche)
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13. SIR 2012 World Report
www.scimagoir.com
High tech
IIT
EXC
Caltech
MIT
Stanford
Weizmann
EPFL
GaTech
Q1
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14. Patent Activity
 At present, IIT patent activity shows
• 104 inventions produced by IIT overall  35 new inventions in 2012, +46% on previous year
• 169 patent applications  55 new applications in 2012, +41% on previous year
• 25 patents granted
• € 460.000 spent in 2012 in patent protection (vs. commercial activity worth ~ € 4,5M)
Invention Disclosures Patent Applications
60
50 162
169
180
Applications per year
160
40
140 Total applications (cumulative) 108
120
30
100
69
80
20 47
60
25
40
10 9
20 2
0
0 2006 2007 2008 2009 2010 2011 2012 2013
2006 2007 2008 2009 2010 2011 2012 2013
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15. From Lab to Market
Proof of Scale to Deliver to
RESEARCH INVENTION PATENT Prototype industry
Principle Market
std.
Determine
Design
research
study
questions
 The idea is ready to be verified . A  Product test; compliancy,
1
forecast of the target market and security/safety;
Collect
Selected
topic
data application must be provided;
 Market test and cost-
 The work is focused on realizing a return evaluation;
Write suitable prototype to be tested and
research
Analyze
data  Go/no-go for the launch
report prepared for the target market;
 In these phase the market
Validate Generate  Often times a set of additional
Findings findings players are the ones who
patents can derive in connection
 The process is iterative and recursive; the take the lead.
with the introduction of an
driver of this phase is to capitalize on
invention in a production cycle;  The idea is out of the lab
findings and know-how;
and begins its way to the
 These phases are equally developed
 These initial phases are dominated by market.
by researches and industry people,
research labs, normally without a market-
who become more and more
oriented approach
relevant as the idea proceeds
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013 15

16. What is innovation?
 “The process of translating an idea or invention into a good or service that
creates value or for which customers will pay”
(http://www.businessdictionary.com/definition/innovation.html#ixzz2LcZ31o6r)
 “Innovation is the development of new values through solutions that meet
new needs, inarticulate needs, or old customer and market needs in value
adding new ways” (http://en.wikipedia.org/wiki/Innovation)
 “The purpose of innovation is to create new business” …and “Innovation
requires a change”
(Paul Trott, Innovation Management and New Product Developemnt, 4th edition)
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17. HOW DOES IT HAPPEN?
Manufact
TECHNOLOGY PUSH R&D
uring
Marketing
Manufact
MARKET PULL Marketing R&D
uring
Marketing
SIMULTANEOUS COUPLING
Manufact
R&D
uring
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18. MODELS of INNOVATIONS
Source: Paul Trott, Innovation Management and New Product Developemnt, 4th edition – Prentice Hall / Financial Times
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19. IS IT REALLY MANAGEABLE?
Innovation proved being the result of an articulated
complex of actions, executed by different actors,
either in a continuous or discontinuous way, both
within one single organization and in cooperation with
players outside the organization.
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20. INNOVATION DRIVERS
Scientific and
Creative Organization
technological Organizations develop
individuals activities and
developments knowledge, processes and
& teams processes
inevitably lead to products
knowledge inputs
Organization’s
architecture and
external linkages
Societal changes and market needs
lead to demands and opportunities
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21. iCub – Humanoid robotic platform
 The learning experience: iCub is equipped
with a set of highly developed functionalities
which allow it to learn from interaction with
humans in a kid-adult similar relationship.
Watch video at http://www.youtube.com/watch?v=ZcTwO2dpX8A
 iCub, not only is able to learn movements if
guided, but it can also interact via spoken
language, having a true eye-ear-arm
interaction with a human guide.
 In order to create a common knowledge
within the community, iCub has been
Watch video at http://youtu.be/v1TnfsyqPx0
developed on a fully open source approach
Workshop on Innovation Management @ Luiss Business School, Rome Feb 2013 21

22. Smart Materials – Oil/Water separation
Watch video at http://www.youtube.com/watch?v=9ND84TmXfzI
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23. HOW TO VALUE INNOVATION?
Source: Harvard Business Review, December 2012
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24. VALUE OF INNOVATION
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25. Istituto Italiano di Tecnologia
Direzione Trasferimento Tecnologico
Via Morego 30
10163 – Genova
Tel. +39 010.71781
e.mail: technology.transfer@iit.it
www.iit.it
Istituto Italiano di Tecnologia, February 2013 Genova, giugno 2012