Presentation on theme: "Prof. Dr. Galal Hassan Galal-Edeen"— Presentation transcript:
1Cairo University Innovation Support Office: A STATUS Report February 2012 Prof. Dr. Galal Hassan Galal-EdeenBSc, BA(Arch), MSc(BSAD), MSc(AAS), PhD, MBCS CITP, CTCairo University Chair on Innovation & Director1
2AgendaStatus.Vision, Mission, Mission Values and Strategic Aims for the office.Key achievements & impact.Future plans & sustainability.
3A Brief HistoryCairo University Council decree no. 28 on 24th June 2009, decreed the establishment of Cairo University Innovation Support and Patent Registration Facilitation Office (CUISO).
4VisionCairo University’s Innovation Support Office (CUISO) will be the first port of call for innovators within Cairo University, who wish to validate, evolve or commercially exploit their innovative ideas; it will also be a natural first port of call to members of the Egyptian industry who wish to jointly work on problems with University-based researchers, staff and students.Ideas bank, Career & Entrepreneurship Development Office CEDO - Nahdet El MahrousaMeric: Future think.CUISO will have such a positive image so as to muster the trust and willing collaboration of the relevant parties.
5MissionThe Innovation Support Office at Cairo University exists to give the best possible institutional support to innovators based in, or collaborating with, Cairo University, and to the transfer of university-generated research and technology to the wider community.
6CUISO Mission ValuesTo maximize the benefit to the Society at large from University research.Balancing incentives for University & Industry to collaborate.To create a University culture favorable to discovery & innovation.To have an impact on the University study programmes to promote discovery, creativity and innovation.
7Key strategic aims-1To create an effective contact point between University and Industry.To initiate and systematize innovation licensing & exploitation activities.To spread awareness among academics and researchers about innovation, collaboration with industry and technology transfer.
8Key strategic aims-2To support Cairo University units (faculty, research centers, etc.) in adopting effective measures to liaising and collaborating with industry.To establish and publicize the relative importance of the various technology transfer options available to University researchers.
9Innovation activities-1 Collaboration with industry:Projects in (Telecom, Agriculture, Health, Tourism). Result: One student company start-up, four projects with industry (3 Twinning MSc).Professional training and seminars for industry (e.g. 4 events at TIEC, one at a commercial venue, one at CU by IBM, etc).Consultancy & training for industry (Oil, Tourism).Students:Awareness sessions for students & staff: 5 conferences/ seminars.Student activities & competitions.Help establish one Innovators Club, with intentions for a University one.Business advice to some.With Edda: 2 conferences+ Aleppo workshop’ CU conference session, Design for Usability symposium, Semiramis conference, visit to Electronic research institute.IT Work.Student competitions with Industry (e.g. TA Telecom “Elevator Pitch”) competition.Request for training on “innovative product design for emerging markets” by IMC
10Innovation activities-2 University researchers:Training of researchers and university staff on innovation & creativity: focused training for around 300 trainees.Focused collaboration with faculties of Medicine, Engineering, Computing and Agriculture.Government:Meetings with key ministers & related agencies and centres.Key Public dissemination events: Public lectures, media appearances and news. Over 40 awareness & dissemination events in the past 18 months.Wider community: related NGOsSTDF, RDI, Ideas bank, Career & Entrepreneurship Development Office CEDO - Nahdet El Mahrousa, Misr El-KhirMeric: Future think.Eng. Documentation of success stories, innovation course for 1st year engineering students, industrial sponsorship of a number of research theses.Connections with NGOs (Nahdet el-Mahrosa, New Ideas Bank) & other national bodies (Min. of Scientific Research, Scientific Research Academy, Egyptian Patents Office, IMC, STDF, National Research Institute, ITI, TIEC etc).
11Innovation activities-3 We developed a staff development course (15 hrs) on innovation & creativity and submitted it, via PSRCR Sector, to the NCFLD for accreditation, working on another on IPR.We participated in drafting the first University IP policy (for which we now recommend a review).Based on our training and various other observations and activities, we proposed policies & strategies:a “Cairo University Innovation Support Strategy”.Strategic Principles for Innovation-Boosting University Curricula Support.Key architectural decisions and policies at the University, Faculty and Staff levels.PSRCR: Postgraduate Studies, Research, and Cultural RelationsNCFLD: National Center for Faculty and Leadership Development
12SustainabilityApplied to TEMPUS to fund a project on entrepreneurship education & training.Developed a sustainability request to Univ. management.Income generation: working with Politecnico di Milano School of Management on a Master in Management and Production of Building Materials (for Italcementi group, a company operating in Suez, Egypt).We are on the verge of securing one PhD scholarship, two MSc scholarships and three post-doctoral positions through applying for funding by the USAid (the Cairo Initiative).We have received expressions of interest to develop training for industry on innovation (TIEC, IMC).TIEC: Technology Innovation and Entrepreneurship CenterIMC: Industrial Modernization Center
13Technology Transfer activities A template to represent the success stories of collaboration between the academia to motivate further collaboration between the two parties.Innovator support (basic metrics values):Number of innovative ideas/ inventions disclosures: 5Number of inventions/ patents to be commercialized: 3Number of cases asking for other services: 2Number of patents filed: 2Number of ongoing cases: 5Number of closed cases: 3A different TEMPUS project focused on TTO
14Other Achievements:The sustained development and management of a dedicated web site:The establishment of a Facebook group (innovation.Cairo), a Youtube channel (CUISOTube), and a Twitter account.Developing a dedicated database with over 1000 entries.Two newsletters, and a “Services Offered” leaflet.
15Impact on target groups-1 Industry:Greater awareness of the value of open innovation and for the utility of good problem and market analyses (new techniques), through training and seminars.Good examples of successful industry-university collaboration on innovative problem solving (health, agro, telecom, etc.).Improved understanding of innovation opportunity framing.Academia:Some improved mechanisms for connecting with industry.Improved researcher understanding of the value of problem- oriented research & relevance to needs (we need to do more here..., including building business incubators)Better linkages with MEDA and EU universities.
16Impact on target groups-2 Students:Improved research & problem solving skills leading to innovation and possible commercial exploitation and/or added value to society.Greater enthusiasm & buzz from students to innovate and to become entrepreneurs (having seen their peers so succeed).The Public:A series of pubic events: participation in conferences, TV and Radio appearances, we hope, have contributed to improving the public understanding of the importance of university-industry link and innovation.
17A student start-up! (based on our work) CU Technology Transfer Division21-Dec-11
18Examples of recognition CU Technology Transfer Division21-Dec-11
19Looking ahead…(future plans) Formal staff training on innovation and Sector-focused visits & talks promoting innovation & TT (after new IP policy is set).Pushing for wider adoption of recommended innovation support University level.Planning a Professional Diploma on Innovation.Strategic partnerships with key organizations (e.g. other HE institutions, TIEC, technology brokers, UNIDO).Further Strategic Business Planning and a Legal Framework for the TT function.Recommendations for reviewing the University’s IPR policy.
29Declaration‘These projects have been funded with support from the European Commission. This communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.’
30Questions www.Innovate.cu.edu.eg ‘This project has been funded with support from the European Commission. This communication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.’