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1
Fixion™ IM (Intramedullary) Nail
Fixion™ IL (Interlocking) Nail
DISC O TECH
2
THE B-TWIN EXPANDABLE SPINAL SYSTEM
B-Twin Expanded Configuration(up to 15 mm diameter)
Post-Operative (after expansion)Anterior-Posterior View
B-Twin Reduced Configuration(5 mm diameter)
DISC O TECH
Kyphon Wins Patent Dispute against Disc-O-Tech; Disc-O-Tech 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 spine-related product assets and intellectual property rights to California-based Kyphon Inc. for $220 million .
http://www.ynetnews.com/articles/0,7340,L-3343290,00.htmlAmerican company Kyphon buys Israeli start-up Disc-o-Tech 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 and Prof. Shlomo Ben-Haim, who have a record of successful "exits" in the area of life sciencesThe 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 MedtronicDisc-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 Weinrebhttp://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 Disc-O-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 MedtronicThe 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 world-renowned 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
InterspinousLigament
של בן חייםRF-Dynamicsנחשפה הטכנולוגיה שפיתחה הדפסת מאמר תגובותBioSearch מאת: 2010 בינואר 6
פרופ' , מקבוצת החברות שמנהל היזם הסדרתי RF-Dynamicsחברת , מפתחת תנור המבוסס על גלי רדיו, בטכנולוגיה שלמה בן חיים
המשמשת גם להפשרת רקמות שהוקפאו או איברים להשתלה. גלי הרדיו לחממם פריט מזון מסוים באופן אחיד, ממוקד ובעשירית מסוגלים
הנדרש לחימום במיקרוגל ביתי רגיל. כך פורסם ב"כלכליסט".מהזמן של פריטים חימום סלקטיבייישום הטכנולוגיה לחימום מזון מאפשר
שונים בצלחת אחת, בטמפרטורות שונות. עד עתה נשמר הפיתוח בסוד. בבקשת הפטנט שהגישו בספטמבר האחרון שלמה בן חיים, מנכ"ל
ומספר עובדים בחברה, נכתב בין היתר: ערן בן שמואלהחברה "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.
הגיעו נציגיהן של חברות ציוד RF-Dynamicsככל הידוע, למשרדי בישול ומוצרי מטבח עולמיות, כדי לבחון אפשרות לרכוש את
שמעון הטכנולוגיה. לאחרונה ביקר בה בחשאי גם נשיא המדינה.פרס
הוביל בשנים האחרונות כמה אקזיטים, בהם של פרופ' בן חיים , בסכום כולל של כמיליארד דולר. יסק־או־טק ודביוסנסהחברות , שותפו הוותיק לעסקים, הוא מנהלה של חברת לואיס פליחד עם
, המשקיעה בחברות סטארט־אפ רבות בתחום מדינווסטהאחזקות הציוד הרפואי.
הושקעו עד כה מספר מיליוני דולרים על ידי בן RF-Dynamicsב- 50חיים, מדינווסט ופל. החברה ממוקמת בכפר סבא ומעסיקה כ־
עובדים.
12
תחום עסקי
צרכים רצונות דרישות
שוק
תועלת-סיפוק
רעיון,מוצר,שרות
החלפה- יחסים
מושגי יסוד בשיווק
13
TIME OF ADOPTION OF INNOVATION (Roberts)
TECHNOLOGY ADOPTION LIFE CYCLE
2.5% 13.5% 34% 34% 16%
Innovators Early Early Majority Late Majority Laggards
Adopters
PragmatistVisionary Conservative
14
ESTIMATING DEMAND
Concept Test
Focus Group
Creative Workshop (questionnaires
AT&T Data Terminal Market
Prototype Test
Group Test
Xerox Docutech System Program, 25
Boeing with United Airlines Jet 777)
Microsoft Windows 95-25000 tests
Opinions of Experts
Discussion Group – Synthesis of opinions - Delphi Method
15
Easy of use benefit
Social-personal benefit
16
PRODUCT LIFE CYCLE (PLC)
Introduction Growth Mature Decline
Sales
Time
17
INPUT & INDUSTRY-DEMAND STRUCTURE BEHIND PLC
Introduction Growth Mature 1Mature 2
TechnologyFrequent Changes
Additional Changes in Production
Few Changes
Periodic Changes
Capital Intensity
LowHigh, Obsolescence
High High
Critical
Manpower
InventorManagement
Finance
Industry Structure
Techn. Barrier
MergersCompetition
Demand Structure
Specialized
Innovators
Early Majority
Late Majority
18
19
20
Sales
TimeSubstitution
Sales
TimeExtension
Sales
TimeTechnology Change
Sales
TimeMature Extension
21
TECHNOLOGY LIFE CYCLE (Trajectory of Technological Improvement)
Time
Application’s
Efficiency
Man hours invested
Emergence Growth Maturity Decline
22
TECHNOLOGY LIFE CYCLE & TECHNOLOGY CHANGE(Disruptive Technology)
t0 t1 T
Application’s
Efficiency
e1
e0
T1
Man hours invested/Years
T2
23
READ-WRITE HEAD TECHNOLOGY(Component –Architecture Disc Drive)
t0 t1 T
Recording Density
e1
e0
T1: Ferrite head technology
Man hours invested/Years
T3: Magneto resistive head
Smaller, more precise dimensions
T2: Thin film head
24
S CURVES FOR FERRITE/OXYDE TECHNOLOGIES FUJITSU-CDC
t0 t1 T
Area Density (millions of bits/square inch)
10
CDC
Fujitsu
Years
30
2
25
TECHNOLOGY CLASSIFICATION
Basic TechnologyCurrent in the field
CAD/CAM Aeronautics
Titanium “
Key TechnologySpecific to the firm, patent
CAD/CAM Automobile
Titanium Submarines
Emerging TechnologyBeginning implementation
stage
CAD/CAM Textiles(Benetton)
Titanium Watches,Prosthesis
26
TECHNOLOGY PORTFOLIO
Degree of Control
Competitive Impact
Developed
High
Adapted
Medium
Borrowed
High
High
Medium
Low
27
TECHNOLOGY POLICY AND COMPETITIVE STRATEGIES
Cost leadership
DifferentiationFocus segment Cost –diff
Product technology change
Reduce cost, efficiency
Quality, features
Design-performance
Process technology change
Economies of scale
Quality, fasterTune production-delivery
Porter M.E. “The Technological Dimension of Competitive Strategy” Research on Technological Innovation Management and Policy 1 (1983) pp 1-33
28
LINEAR MODELS OF INNOVATION
Science and Technological Needs of the
Technology Developments Market
R&D
Manufacturing
Marketing
Market
Technology PushStarting Point
29
Market(ing) ? Pull
Market
Scientific Knowledge Technology
Concept
Product Development
Production
Starting Point
30
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
31
SIMULTANEOUS COUPLING MODEL
Manufacturing
R&D Marketing
32
An Overview of Innovation in Landau and Rosenberg (Eds )The Positive Sum Strategy Washington DC National Academy of Sciences
33
INTERACTIVE MODEL OF INNOVATION
R&D Marketing
Product
Manufacturing
Market Knowledge
Scientific & Technological
Knowledge
Idea Innovation
Technology Push
Marketing Pull
Market
34
NETWORK MODEL
Freeman C. (1992) Network of Innovators, a synthesis of research issues in Freeman C, The Economics of Hope London Pinter 93-120
35
R&D
Finance
Production Marketing
Internal Environment
External Environment
36
INNOVATION STRATEGIES
Miles & Snow(78) Defenders, Prospectors, Analyzers Freeman(82) 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
37
CELL PHONES FORECASTING FOR AT&T
Cell phone quantity
1984 1994 2000 Time
17 Millions
900,000
38Tidd J. Bessant J Managing innovation John Wiley 2006 p 287
39
40
FROM MAINSTREAM MARKET TO MARKET/TECHNOLOGY INNOVATION AND BACK
Requested speed and total capacity to 8-12 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
41
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
42
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
43
3rd GENERATION & CONTINUOUS INNOVATION
Market Knowledge
Scientific & Technical Knowledge
Wall of Experience
Wall of Expectations
Continuous Innovation
Pc, Mc, Tc
44
DISCONTINUOUS INNOVATION
Market Knowledge
Scientific & Technical Knowledge
Wall of Experience
Wall of Expectations
McTn
Mn TnMn, Tc
Pc Tc Mc
45
FUSION INNOVATION
Market Knowledge
Scientific & Technical Knowledge
Wall of Experience
Wall of Expectations
Market Fusion
Technology Fusion
Market & Technology Fusion
46
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-Electronics-
Microscope Fiber optic + laser Laser + Audio Composite Materials
47
Market Disruptive Innovation
Corning Glass Fiber optics Apple IBM PC
3 M Post it
Seagate-Conner 3.5 HDD
Product Disruptive Innovation
Sony-Philips Compact Disk
Nike : Tc: nylon, Tn: Max Air, Max chock
Embedded Technology Disruptive Innovation
Raytheon Microwave
Laser, Bell Labs
Manufacturing Technology Disruptive Innovation
IKEA – LACK table and Honeycomb, Ogla and gas
48
Market Knowledge
Scientific & Technical Knowledge
Wall of Experience
Wall of Expectations
Target zone: new technology, latent need
49
PERFORMANCE IMPROVEMENT INDUSTRY VERSUS CUSTOMER
Product performance
Time
Low-end markets
High-end markets
Disruptive technology
Trajectories –customer needs performance
A
B
50
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
51
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
52
THE INNOVATION MAP
INTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENT
M
TP
Tc
Tn
Pc
Pn
Mn
Mc Mf
Mfn
Mfc
The Firm/ Product
53
`
INTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENT
M
T P
Tc
Tn
Pc
Pn
Mn
Mc
KNOWLEDGE AXES AND GATE KEEPERS
Knowledge axis Gate Keeper
Mfn
Mfc Mf
54
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
CLOSED – OPEN INNOVATION
Source: Chesbrough H. Open Innovation Harvard Business School 2006
58
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
CLOSED – OPEN INNOVATION
Source: Chesbrough H. Open Innovation Harvard Business School 2006
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
70
FIRM-MARKET LIFE CYCLE & INNOVATION STRATEGY
Market Phase
Firm Stage
Emerging Growing Mature
Start up Discontinuous Market & Technology
Discontinuous Product
Discontinuous Product
InternationalDiscontinuous Product & Technology
Current Improvement
Discontinuous Market and Product
GlobalCurrent Improvement
Current Improvement
Discontinuous Manufacturing Product & Technology
71
FIRM-MARKET LIFE CYCLE & INNOVATION STRATEGY
Market Phase
Firm Stage
Emerging Growing Mature
Start up FunctionalityFunctionalityFunctionality
InternationalReliabilityConvenienceFunctionality
GlobalReliabilityReliabilityConvenience Functionality
72
MARKET & FIRM LIFE CYCLE
Market Phase
Targeted Value
Start up International Global
Functionality
Reliability
Convenience
Price
73
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 Structure-Company Flow
• External Structure-Customer Interaction
• Middle Managers: Creating new Knowledge
74
THE OLD ORGANIZATION
C O OC h ie f O p era tion s
O ffice r
C FOC h ie f F in an c ia l
O ffice r
C T OC h ie f Tech n o log y
O ffice r
C IOC h ie f In fo rm ation
O ffice r
R & D Ma rketingMa nufa cturing
H um a n R esourcesSa les
C EOC h ie f E xecu tive O ffice r
75
RESTRUCTURING ACTIVITIES
Innovation
Knowledge
Operations
Information Flow
Short Run Long Run
76
THE NEW ORGANIZATION
CEOChef Executive
Officer CKOChief Knowledge
Officer
CINOChief Innovation
Officer
COOChief Operations
Officer
77
OPERATING,INNOVATION & KNOWLEDGE POWER
Chief Operating Officer - COO
External Structure
Continuous Innovation:
Product Dvt, Manufacturing, Sales, Short term
Chief Innovation Officer -CINO
Internal Structure
Discontinuous Innovation:
Technology, Marketing, Long term
Chief Knowledge Officer-CKO
Employee Competence
Assets Management:
Finance, Knowledge, Human resource