An academic research group, providing services to medical device companies, had studied most of the new materials on the market and under development. They found a new approach for solving known issues related to the mending of damaged living tissue. The lab head and the research group leader knew this would be an opportunity to help a lot of patients and decided to patent the invention. Initial private investment in exchange for 50% IP rights allowed preclinical evaluation. Initial talks with large medical device companies indicated there was interest, but they needed clinical proof first. In collaboration with the University’s TTO (technology transfer office), a start-up business plan was devised and venture capital (VC) funding was obtained, which allowed the new technology to get through the first clinical assessment. Dr. Gérard Bouchier, Research Group Leader, December 2008. Spirits were high that 15th of December morning. Gathering for coffee, the team went through their company presentation a last time. All hopes were set upon the meticulously planned VC syndicate meeting that could finally mean a step forward in starting up their medical device company. Having spent the last two years preparing the case, Gérard knew he was prepared. Unfortunately, despite the excellent reception of the case and the positive spirit around the table, none of the VC funds wanted to take the lead. Worse, about two weeks later the Great Financial Crisis hit the region and all funds pulled out of the discussion. What now? learning objective: 1/ How to set up and secure a motivated team of managers. 2/ How to organize the fund raising at an initial stage of development of a company, how to execute a strategic initiative, how to set the course and schedule the right resources, how to quickly adapt strategies in relation to changing environments. 3/ Applying leadership concepts and in particular organizational dynamics.
An intelligent organizational sensory system detects, processes, and acts on change signals, giving your company a strong competitive edge.
Three Ways to Deal with Your Boss when they act against civility, empathy, and ethics. Discover strategies to handle difficult workplace dynamics effectively.
Six ways leaders can shape corporate reputation building strategies within their organizations, drawing on key insights from a Bloomberg Media study.
To navigate a turbulent business environment, CEOs must understand their landscape and align leadership thinking priorities, advises IMD’s Michael Watkins.
Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.
An easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications