Transcript מצגת של PowerPoint - Bar

DISC O TECH
Fixion™ IM (Intramedullary) Nail
Fixion™ IL (Interlocking) Nail
1
DISC O TECH
THE B-TWIN EXPANDABLE SPINAL SYSTEM
B-Twin Reduced
Configuration
(5 mm diameter)
Post-Operative (after
B-Twin Expanded
expansion)
Configuration
(up to 15 mm diameter) Anterior-Posterior View
2
Kyphon Wins Patent Dispute against Disc-O-Tech; Disc-OTech to Stop Selling Kyphoplasty Products in U.S. Market;
Court Broadly Construes Fundamental Kyphoplasty Patents.
Business Wire
| June 23, 2005 | Copyright
SUNNYVALE, Calif. -- Kyphon Inc. (Nasdaq:KYPH), a leader in
minimally invasive spinal products and solutions, announced
today that in its patent litigation against Disc-O-Tech Medical
Technologies, Ltd. and Disc Orthopaedic Technologies, Inc.
("Disc-O-Tech"), the U.S. District Court for the District of Delaware
has entered a permanent injunction, effective July 22, 2005,
barring Disc-O-Tech from further importing or selling its SKy
Bone Expander product in the U.S. or otherwise infringing
Kyphon's 4,969,888, 5,108,404 and 6,235,043 kyphoplasty
patents. This concludes the patent dispute in Kyphon's favor
without the possibility of further trial or appeal. Importantly, the
court …
Disco-Tech sells spine products for $220m [p.16]
12/21/2006 21:07
http://www.jpost.com/Home/Article.aspx?id=45533
Privately owned Israeli start-up company Disc-O-Tech
Medical Technologies has agreed to sell its spinerelated product assets and intellectual property rights to
California-based Kyphon Inc. for $220 million
.
http://www.ynetnews.com/articles/0,7340,L-3343290,00.html
American company Kyphon buys Israeli start-up Disc-oTech Medical from Herzliya at a sum of USD 240 million
Eli Shimoni Published: 12.22.06, 14:24 / Israel Business
Disc-o-Tech was founded in 1998 by Oren Globerman and
Dr. Motty Biar. The investors in the company are Louis Pell
who have a record of ,and Prof. Shlomo Ben-Haim
successful "exits" in the area of life sciences
The two were involved in purchases of companies which
totaled USD 1 billion including the selling of Biosense to
Johnson & Johnson in 1997 for USD 400 million in
shares, selling of Instant to Medtronic in 1996, selling of
Heart Technolgy to Boston Scientific in 1995, and the
selling of X-Technologies to Guidenet.
Disc-O-Tech parent bought by Medtronic
Disc-o-tech is still owed $120 million by its parent
Kyphon, although the change in ownership is unlikely to
affect this.
1 August 07 19:11, Gali Weinreb
http://www.globes.co.il/serveen/globes/docview.asp?did=1000238936
Earlier this week US medical device giant Medtronic Inc.
(NYSE: MDT) acquired Kyphon Inc. (Nasdaq: KYPH), which
specializes in devices for treating spinal disorders, for $3.9
billion. This comes after Kyphon recently made two major
deals of its own. It acquired St. Francis Medical
Technologies Inc., as well as the spine-related product
assets and associated intellectual property rights of DiscO-Tech Medical Technologies, Ltd ..
Medtronic has activity in non-invasive spinal procedures,
and says it is interested in Kyphon principally because of its
expertise in this field. Disc-O-Tech's treatments also come
under the same category, so they could well find their way
on to the market, under the new owners. Medtronic
previously acquired another company owned by Pell and
Ben Haim - InStent Ltd.- for $220 million. Disc-O-Tech has
additional devices for hip and thigh surgery, which it will
retain ownership of following the completion of the deal.
Published by Globes [online], Israel business news www.globes.co.il - on August 1, 2007
© Copyright of Globes Publisher Itonut (1983) Ltd. 2007
About the Spinal and Biologics Business at Medtronic
The Spinal and Biologics business is based in Memphis,
Tenn. It is the global leader in today's spine market and is
committed to advancing the treatment of spinal conditions.
The Spinal and Biologics business works with worldrenowned surgeons, researchers and innovative partners to
offer state-of-the-art products and technologies for
neurological, orthopedic, dental and spinal conditions
X-STOP® IPD® System The X-STOP®
Interspinous Process Decompression (IPD®)
System is the first alternative to conventional spinal
stenosis surgery proven to significantly improve
symptom severity and physical function 1.
Supraspinous
Ligament
Interspinous
Ligament
‫נחשפה הטכנולוגיה שפיתחה ‪ RF-Dynamics‬של בן חיים‬
‫‪ 6‬בינואר ‪ 2010‬מאת‪ BioSearch :‬הדפסת מאמר תגובות‬
‫חברת ‪ ,RF-Dynamics‬מקבוצת החברות שמנהל היזם הסדרתי פרופ'‬
‫שלמה בן חיים‪ ,‬מפתחת תנור המבוסס על גלי רדיו‪ ,‬בטכנולוגיה המשמשת גם‬
‫להפשרת רקמות שהוקפאו או איברים להשתלה‪ .‬גלי הרדיו מסוגלים לחממם‬
‫פריט מזון מסוים באופן אחיד‪ ,‬ממוקד ובעשירית מהזמן הנדרש לחימום‬
‫במיקרוגל ביתי רגיל‪ .‬כך פורסם ב"כלכליסט"‪.‬‬
‫יישום הטכנולוגיה לחימום מזון מאפשר חימום סלקטיבי של פריטים שונים‬
‫בצלחת אחת‪ ,‬בטמפרטורות שונות‪ .‬עד עתה נשמר הפיתוח בסוד‪ .‬בבקשת‬
‫הפטנט שהגישו בספטמבר האחרון שלמה בן חיים‪ ,‬מנכ"ל החברה ערן בן‬
‫שמואל ומספר עובדים בחברה‪ ,‬נכתב בין היתר‪" :‬המכשיר יכול להפשיר באופן‬
‫סלקטיבי רק חלק מהפריט‪ ,‬למשל חלק מפרוסת בשר‪ .‬את שאר הפרוסה‬
‫אפשר באותו זמן לקרר באמצעות אלמנט של הקפאה"‪.‬‬
‫התנור אמור להתחרות בתנור המיקרוגל הביתי‪ ,‬המחמם את הפריטים‬
‫שמוכנסים בו באופן לא אחיד‪ ,‬ומשתמש באנרגיה רבה‪ .‬ככל הידוע‪,‬‬
‫למשרדי ‪ RF-Dynamics‬הגיעו נציגיהן של חברות ציוד בישול ומוצרי‬
‫מטבח עולמיות‪ ,‬כדי לבחון אפשרות לרכוש את הטכנולוגיה‪ .‬לאחרונה‬
‫ביקר בה בחשאי גם נשיא המדינה שמעון פרס‪.‬‬
‫פרופ' בן חיים הוביל בשנים האחרונות כמה אקזיטים‪ ,‬בהם של החברות‬
‫ביוסנס ודיסק־או־טק‪ ,‬בסכום כולל של כמיליארד דולר‪ .‬יחד עם לואיס‬
‫פל‪ ,‬שותפו הוותיק לעסקים‪ ,‬הוא מנהלה של חברת האחזקות מדינווסט‪,‬‬
‫המשקיעה בחברות סטארט־אפ רבות בתחום הציוד הרפואי‪.‬‬
‫ב‪ RF-Dynamics -‬הושקעו עד כה מספר מיליוני דולרים על ידי בן חיים‪,‬‬
‫מדינווסט ופל‪ .‬החברה ממוקמת בכפר סבא ומעסיקה כ־‪ 50‬עובדים‪.‬‬
‫מושגי יסוד בשיווק‬
‫צרכים רצונות דרישות‬
‫רעיון‪,‬מוצר‬
‫‪,‬שרות‬
‫שוק‬
‫תחום עסקי‬
‫החלפה‪ -‬יחסים‬
‫תועלת‪-‬סיפוק‬
‫‪12‬‬
TIME OF ADOPTION OF INNOVATION (Roberts)
TECHNOLOGY ADOPTION LIFE CYCLE
Innovators Early Early Majority Late Majority Laggards
Adopters
2.5% 13.5%
34%
Visionary Pragmatist
34%
16%
Conservative
13
ESTIMATING DEMAND
Concept Test
Prototype Test
Group Test
Focus Group
Creative Workshop
(questionnaires
AT&T Data Terminal
Market
Xerox Docutech System
Program, 25
Boeing with United
Airlines Jet 777)
Microsoft Windows 9525000 tests
Opinions of Experts
Discussion Group – Synthesis of opinions - Delphi Method
14
Easy of use benefit
Social-personal benefit
15
PRODUCT LIFE CYCLE (PLC)
Sales
Introduction
Decline
Growth
Mature
Time
16
INPUT & INDUSTRY-DEMAND
STRUCTURE BEHIND PLC
Introduction
Growth
Mature 1
Technology Frequent
Changes
Additional
Changes in
Production
Few
Changes
Capital
Intensity
High,
Obsolescen
ce
High
Critical
Manpower
Low
Inventor
Mature 2
Periodic
Changes
High
Managemen Finance
t
Industry
Structure
Techn.
Barrier
Mergers
Competition
Demand
Structure
Specialized
Innovators
Early
Majority
Late
Majority
17
18
19
Sales
Sales
Substitution
Time
Sales
Technology Change Time
Time
Extension
Sales
Mature Extension
20
Time
TECHNOLOGY LIFE CYCLE
(Trajectory of Technological Improvement)
Application’s
Efficiency
Emergence
Growth Maturity Decline
Man hours invested
21
Time
TECHNOLOGY LIFE CYCLE & TECHNOLOGY
CHANGE
(Disruptive Technology)
Application’s
T2
Efficiency
T1
e1
e0
t0
t1
Man hours invested/Years
22
T
READ-WRITE HEAD TECHNOLOGY
(Component –Architecture Disc Drive)
T3: Magneto resistive head
Recording Density
T2: Thin film head
T1: Ferrite head technology
e1
e0 Smaller, more
precise dimensions
t0
t1
Man hours invested/Years
23
T
S CURVES FOR FERRITE/OXYDE
TECHNOLOGIES FUJITSU-CDC
Area Density (millions of
bits/square inch)
CDC
30
Fujitsu
10
2
Years
t0
t1
24
T
TECHNOLOGY CLASSIFICATION
Basic Technology
Current in the field
CAD/CAM Aeronautics
Titanium
“
Key Technology
CAD/CAM Automobile
Specific to the firm, patent Titanium Submarines
Emerging Technology
Beginning implementation
stage
CAD/CAM Textiles(Benetton)
Titanium Watches,Prosthesis
25
TECHNOLOGY PORTFOLIO
Degree of Control
Competitive
Impact
Developed
High
Adapted Borrowed
Medium
High
High
Medium
Low
26
TECHNOLOGY POLICY AND
COMPETITIVE STRATEGIES
Cost
leadership
Differentiation
Focus segment
Cost –diff
Product
Reduce cost,
technology efficiency
change
Quality, features Designperformance
Process
Economies of
technology scale
change
Quality, faster
Tune productiondelivery
Porter M.E. “The Technological Dimension of Competitive Strategy” Research
27
on Technological Innovation Management and Policy 1 (1983) pp 1-33
LINEAR MODELS OF INNOVATION
Technology Push
Starting
Point
Science and
Technological
Technology
Developments
R&D
Needs of the
Market
Marketing
Market
Manufacturing
28
Market(ing) ? Pull
Starting Point
Scientific
Knowledge
Market
Technology
Concept
Product
Development
Production
29
TECHNOLOGY PUSH NEED PULL
COMPARED
Technology push
 Start with what easily
can be researched
 Address the need of
the atypical user
 Get locked into one
technical solution
Need Pull
 Looks at needs that
are easily identified
 Continue to change
the definition of the
opportunity
 Lack a champion a
true believer
30
SIMULTANEOUS COUPLING MODEL
Manufacturing
R&D
Marketing
31
An Overview of Innovation in Landau and
Rosenberg (Eds )The Positive Sum Strategy
32
Washington DC National Academy of Sciences
INTERACTIVE MODEL OF INNOVATION
Scientific & Technological
Knowledge
Idea
R&D
Manufacturing
Technology
Push
Product
Marketing
Innovation
Market
Marketing Pull
Market
Knowledge
33
NETWORK MODEL
Freeman C. (1992) Network of Innovators, a synthesis of research issues in
Freeman C, The Economics of Hope London Pinter 93-120
34
R&D
Production
Marketing
Finance
Internal Environment
External Environment
35
INNOVATION STRATEGIES




Miles & Snow(78)
Freeman(82)
Defenders, Prospectors, Analyzers
Offensive, Defensive, Imitative,
Dependent, Traditional Opportunistic
Ettlie and Bridges(87) Aggressive technology policy
Long term investment in technological solution
Planning human resources for it
Openness the environment
Structural adaptation
Kerin et al (92)
First movers
Ettlie J.E.(2006) Managing Innovation Elsevier p 111-114
36
CELL PHONES FORECASTING
FOR AT&T
Cell phone quantity
17 Millions
900,000
1984
1994
37
2000 Time
38
Tidd J. Bessant J Managing innovation John Wiley 2006 p 287
39
FROM MAINSTREAM MARKET TO MARKET/TECHNOLOGY
INNOVATION AND BACK




Requested speed and total capacity to 812 disc drive : Control Data
3.5 inch Disc Drive: Conner and
Quantum
5.25 inch : Seagate, Tandon, Miniscribe
8-12 inch using 5.25 and 3.5 inch
architecture
40
R&D GENERATIONS
1st Generation :
• Unbounded search for
scientific breakthrough
• Leap from current to new
knowledge
• Breakthrough inventions
2nd Generation
• Applicability
• Project management
• Fusion innovations
41
R&D GENERATIONS
3th R&D Generation
• Marketing role:
determine customer
needs
• R&D role: supplies
technology
• Continuous innovation:
experience, expectations
walls Fig. 1.7
4th R&D Generation
• Mutually dependent
learning
• Market evolution:
Competitive architecture
• Broader mission for R&D
• Organizational capability
• Fusion & Discontinuous
Innovation: beyond the
walls. Fig. 1.8, 1.9, 1.10
42
3rd GENERATION & CONTINUOUS
INNOVATION
Market Knowledge
Wall of Experience
Continuous Innovation
Pc, Mc, Tc
Wall of Expectations
43
Scientific & Technical Knowledge
DISCONTINUOUS INNOVATION
Market Knowledge
Mn, Tc
Mn Tn
Wall of Experience
McTn
Pc Tc Mc
Wall of Expectations
44
Scientific & Technical Knowledge
FUSION INNOVATION
Market Knowledge
Market Fusion
Market & Technology Fusion
Wall of Experience
Technology Fusion
Wall of Expectations
45
Scientific & Technical Knowledge
MARKET & TECHNOLOGY FUSION
Market Fusion
 Milk + Juice Drinks
 Cheese + others for
breakfast
 Printer+
Scanner+Fax for
new applications
 Telephone + TV
 Cell phone +
Portable Computer
Technology Fusion
 Optics-ElectronicsMicroscope
 Fiber optic + laser
 Laser + Audio
 Composite Materials
46
Market Disruptive
Innovation
Embedded Technology
Disruptive Innovation
Corning Glass Fiber optics
Apple IBM PC
3 M Post it
Seagate-Conner 3.5 HDD
Sony-Philips Compact
Disk
Nike : Tc: nylon, Tn: Max
Air, Max chock
Raytheon Microwave
Laser, Bell Labs
Manufacturing
Technology Disruptive
Innovation
IKEA – LACK table and
Honeycomb, Ogla and
47
gas
Product Disruptive
Innovation
Market Knowledge
Target zone: new
technology, latent need
Wall of Experience
Wall of Expectations
48
Scientific & Technical Knowledge
PERFORMANCE IMPROVEMENT INDUSTRY
VERSUS CUSTOMER
Product performance
High-end markets
B
Trajectories –
customer needs
performance
Disruptive technology
A
Low-end markets
49
Time
ESSENTIAL ELEMENTS OF THE THEORY






Pace of technological progress outstrips the ability
of customers in any given tier of the market to
make effective use of the improved versions of a
product
Companies earn attractive profit by targeting
customers in the more demanding tier
Sustaining innovation provides higher earning
Industry Incumbents always end up on top
Disruptive technologies appeal to customers who
are unatractive to incumbents
Probability to succeed 10 times more with
disruptive technology
50
Strategies for creating new disruptive
growth businesses

Creating a new market as a base of disruption
Test 1 Lack of money or skills of potential customers
PC
Test 2 Customers will welcome a simple product Palm
Test 3 More easily and effectively digital camera violate
2 (not technology simple), 1(not cheap enough)

Disrupting the business model
Test 1 Are prevailing products more than good enough
Insulin
Test 2 Can you create a different business model cost
structure discount retailers Xerox HP printers
51
THE INNOVATION MAP
Mn
Mfn
Mc
Mfc
M
Mf
The Firm/
Product
T
Tc
Tn
P
INTERNAL ENVIRONMENT
Pc
Pn
EXTERNAL ENVIRONMENT
52
KNOWLEDGE AXES AND GATE KEEPERS
`
Mn
Mfn
M
Mc
Mfc
Mf
T
P
Pc
Tc
INTERNAL ENVIRONMENT
Tn
Pn
EXTERNAL ENVIRONMENT
Knowledge axis
Gate Keeper
53
CLOSED – OPEN INNOVATION




The smart people in our
field work for us
To profit from R&D we
must discover it, develop
it and ship it ourselves
If we discover it ourselves
we will get it first to
market
If we create the most and
the best ideas in the
industry, we will win




We need to work with
smart people inside and
outside our company
External R&D can create
significant value
We don’t have to
originate the research to
profit from it
If we make the best use of
internal and external
ideas, we will win
Source: Chesbrough H. Open Innovation Harvard Business School 2006
54
CLOSED – OPEN INNOVATION






Nuclear reactors,
mainframe computer
Low labor mobility
Large internal ideas
Little VC
Few weak start up
University unimportant






PC’s Movies
Many external idea
High labor mobility
Active VC
Numerous start ups
Universities important
Source: Chesbrough H. Open Innovation Harvard Business School
2006
58
Connect and Develop: Inside Procter & Gamble’s
New Model for Innovation
by Larry Huston and Nabil Sakkab



From R&D to C&D: Connect and Develop
innovation model
R&D organization—from 7,500 people inside
to 7,500 plus 1.5 million outside, with a
permeable boundary between them.
Today, more than 35% of our new products
in market have elements that originated from
outside P&G, up from about 15% in 2000
Connect and Develop: Inside Procter & Gamble’s
New Model for Innovation
by Larry Huston and Nabil Sakkab


45% of the initiatives in our product
development portfolio have key elements that
were discovered externally
Five years after the company’s stock
collapse in 2000, we have doubled our share
price and have a portfolio of 22 billion-dollar
brands
Connect and Develop: Inside Procter & Gamble’s
New Model for Innovation
by Larry Huston and Nabil Sakkab



Top ten consumer needs list for each business and
one for the company overall
Adjacencies: new products or concepts that can
help us take advantage of existing brand equity.
Baby care
Technology game boards. Which technologies do
we want to acquire to help us better compete with
rivals?” and “Of those that we already own, which do
we want to license, sell, or codevelop further?”
Connect and Develop: Inside Procter & Gamble’s
New Model for Innovation
by Larry Huston and Nabil Sakkab
How to Network
Proprietary networks :
70 technology entrepreneurs based around the world
Top 15 suppliers have an estimated combined R&D
staff of 50,000.“cocreation,”.
Open networks
NineSigma: science and technology problems
InnoCentive: narrowly defined scientific problems .
YourEncore: 800 retired scientists and engineer
Yet2.com: intellectual property exchange

FIRM-MARKET LIFE CYCLE &
INNOVATION STRATEGY
Market
Phase
Firm Stage
Start up
Emerging
Growing
Discontinuous
Discontinuous Product
Market &
Technology
International Discontinuous Current
Global
Product &
Technology
Improvement
Current
Improvement
Current
Improvement
Mature
Discontinuous
Product
Discontinuous
Market and
Product
Discontinuous
Manufacturing
Product &
70
Technology
FIRM-MARKET LIFE CYCLE &
INNOVATION STRATEGY
Market
Phase
Firm Stage
Start up
Emerging
Functionality
International Reliability
Global
Reliability
Growing
Mature
Functionality
Functionality
Convenience
Functionality
Reliability
Convenience
Functionality
71
MARKET & FIRM LIFE CYCLE
Market Phase Start up
Targeted
Value
Functionality
International
Global
Reliability
Convenience
Price
72
ORGANIZATIONAL
ARCHITECTURE
Old Organization
• Lack of Integration between
Knowledge in each Dpt.
• Difficulty of Involving many
people in Discussion
• Middle Managers: Filters &
Diffusers of Commands
New Organization
• Employee Competence
• Internal StructureCompany Flow
• External StructureCustomer Interaction
• Middle Managers:
Creating new Knowledge
73
THE OLD ORGANIZATION
CEO
Chief Executive Officer
COO
CFO
CTO
CIO
Chief Operations
Officer
Chief Financial
Officer
Chief Technology
Officer
Chief Information
Officer
R&D
Marketing
Manufacturing
Human Resources
Sales
74
RESTRUCTURING ACTIVITIES
Information Flow
Short Run
Long Run
Knowledge
Innovation
Operations
75
THE NEW ORGANIZATION
CEO
COO
Chef Executive
Officer
Chief Operations
Officer
CKO
Chief Knowledge
Officer
CINO
Chief Innovation
Officer
76
OPERATING,INNOVATION
& KNOWLEDGE POWER
Chief Operating
Officer - COO
External Structure
Chief Innovation
Officer -CINO
Internal Structure
Continuous
Innovation:
Product Dvt,
Manufacturing,
Sales, Short term
Discontinuous
Innovation:
Technology,
Marketing, Long
term
Chief Knowledge
Officer-CKO
Employee
Competence
Assets
Management:
Finance, Knowledge,
Human resource
77