From academia to entrepreneur : lessons from the real world /
From Academia to Entrepreneur: Lessons from the Real World provides practical advice on entrepreneurship, interspersed with insights the author gained from starting up his own business and in associations with other ventures. These same insights can be applied to bringing a technology concept from a...
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| Main Author: | |
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
Amsterdam ; Boston :
Elsevier Science,
2013.
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| Subjects: | |
| Online Access: | CONNECT |
Table of Contents:
- Front Cover; From Academia to Entrepreneur; Copyright Page; Contents; About Entrepreneurs; Preface; About Biomedical Enterprises; About Academia's Relevance to Biomed and Enterprise; From Academia to Entrepreneur; Why this Book?; Acknowledgments; About the Author; 1. Entrepreneuring Academic Biomedical Science; 1.1 The Biomedical Buzz and its Economic Potential; 1.2 A Piece of the Action; 1.3 Singapore's Biomedical Endeavor; 1.4 Advantage Asia?; 1.5 The Biomedical Industry in Transition; 1.6 Confronting Some Commonly Held Beliefs; 1.6.1 Biomed Enterprises are Mega Bucks Return Ventures.
- 1.6.2 Going Biomed is Sound as it has Potential for Good Profit, can have Fast Growth and is Recession Proof1.6.3 All You Need is the Right Science!; 1.6.4 All You Have to do is Make the Product!; 1.6.5 All you Have to do is Sell!; 1.7 The Academic Dilemma; 1.8 The Regulatory Imperative; 1.9 Biomed Businesses; 1.10 Enter the Biomed Runway Entrepreneur; References; 2. The Academic-Business Conundrum; 2.1 Where the Science is Created; 2.2 Life in Academia; 2.3 Exacerbations to the Biomed Research-Enterprise Agenda; 2.3.1 The Scientific Knowledge Explosion; 2.3.2 A Crowded Environment.
- 2.3.3 The Escalation of R & D Costs2.3.4 The Demand for Affordable Healthcare; 2.3.5 Increasingly Litigious Environment; 2.4 The Real World's View of "Ivory Tower" Tenants; 2.5 Business-Nizing Academic Research; 2.6 Products from Biomedical Research: Serendipity or Planned Outcome?; 2.7 Team Event; 2.8 Relevance to the Research Agenda; 2.8.1 Research Re-Orientation: Establishing a New Culture; 2.8.2 Harmonizing the Needs of Downstream Processes into Research; 2.8.3 Laboratory Organization and Operations; 2.9 Incentivize to Business-Nize.
- 2.10 Myths and Misconceptions to Note when Traversing from Academia to Business2.10.1 Research Expertise Corresponds to Industrial Expertise; 2.10.2 Expertise in Science, Engineering and Medicine is Transportable into the Enterprise Stage; 2.10.3 Running a Business is a Lot Like Running a Research Group; 2.10.4 All You have to Do is Tell Your Staff and Employees What to Do; 2.10.5 Plastics Expertise is Not Equivalent to Medical Plastics Expertise; 2.11 From Academia to the Real World; 3. Taking Academic Biomedical Research Beyond the Lab Bench; 3.1 From the Patient to the Lab Bench.
- 3.2 Medical Intervention: Science and Technology's Role3.2.1 Interacting with Clinical Staff; 3.3 From the Lab Bench Back to the Patient; 3.3.1 Biomaterials: Building Blocks for Medical Devices; 3.3.2 Shortlisting a Biomaterial for Applied Research; 3.3.3 Material Characteristics; 3.4 At the Academic Lab Bench; 3.4.1 Refining the Science; 3.4.2 Scalability; 3.4.3 Sterilization; 3.5 IP and Licensing; 3.6 Proof of Concept; 3.6.1 Design; 3.6.2 Articulating the Design into a Prototype; 3.6.3 Case Study; 3.6.3.1 Bone Cement; 3.6.3.2 Glaucoma Drainage Device (GDD); 3.7 Into the Real World.
