Technology Entrepreneurship at Eindhoven University of Technology

1
Technology Entrepreneurship at Eindhoven
University of Technology

• Professor Leo Verhoef
• Faculty of Industrial Engineering Innovation
  Sciences
• Eindhoven University of Technology

2
Overview

• Background regional setting
• Entrepreneurship education
• Incubator facilities
• Quo vadis (Challenges)

3
Background

• Start-up of new technology-driven firms
  constitutes 1/3 of growth of the Dutch economy
• In this respect, Dutch economy is
  underperforming relative to the international
  trend (2/3 of growth of economy)
• Dutch government has therefore created several
  programs stimulating technology entrepreneurship
• Eindhoven region leads this process (cf.
  Brainport)

4
Eindhoven region
Helsinki

• Eindhoven region shares 3rd place in EU ranking
  of most innovative (RD intensive) regions

Stockholm
Göteborg
Eindhoven
Stuttgart
München
5
Eindhoven University of Technology

• Science technology (research driven) university
• Strategic partners include Philips, ASML, Dow,
  FEI, DAF, MMC and CZE
• About 3,000 employees, 640 PhD's and 7,200
  students
• Technology transfer commercialization
  Innovation Lab
• Various entrepreneurship programs
• Undergraduate and master students from all
  faculties
• PhDs
• Local and regional SMEs

6
Entrepreneurship Education at TU/e
Certificate Technology Entrepreneurship
Target
Incubation of Start-ups (Innovation Lab)
Business venture/plan
Minor Entrepreneurship
Graduation projects
Master classes in Techno Entrepr.
Design-oriented learning (OGO) in each BSc program
Skill Development
Master class
Final Project (8 Ects)
MSc courses (9 Ects)
Marketing Management Finance etc (22 Ects)
Knowledge Awareness
TE courses in several other MSc programs
Intro workshop
Intro sessions
Undergraduate
Master
PhD
7
Activities TU/e Innovation Lab

• LARGE INDUSTRY
• Acquisition and account management
• Developing strategic collaboration
• SMALL MEDIUM SIZE ENTERPRIZES
• Front office
• Project office and process management
• Contacts matchmaking
• START-UPS
• Scouting, screening and coaching
• Incubator start-up support
• Equity participation
• Entrepeneurship development education

• GENERAL
• Funding/subsidies acquisition support
• IPR and legal
• Contracts
• Match making
• Coordinated external marketing and PR
• Business development
• Project management
• Infrastructure / facilities

8
Challenges for the forthcoming yeaRS

• Dealing with the tension between scholarly
  research ad the pragmatic demands of (start-up)
  companies
• Creating full involvement of the whole university
  community in entrepreneurial activities, i.e.
  board, students, faculties and staff.
• Embedding TU/e Innovation Lab in the academic
  community (by history the odd one out)
• Creating less dependency on external financial
  funds
• Offering a valuable contribution of
  Entrepreneurship activities to the core
  activities of the university
• Embedding the university in the local and
  regional SME community (visa versa)
• Creating a real winner amongst the spin-offs
  (comparable to the situation at Harvard, M.I.T.
  and Stanford)