Value creation through intellectual property acquisition
Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015. In conjunction with the Leaders for Global Operations Program at MIT.
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| Format: | Thesis |
| Language: | eng |
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Massachusetts Institute of Technology
2015
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| Online Access: | http://hdl.handle.net/1721.1/99013 |
| _version_ | 1811087980249481216 |
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| author | McMullin, Nathan K. (Nathan Keith), 1979- |
| author2 | Steven Eppinger and Warren Seering. |
| author_facet | Steven Eppinger and Warren Seering. McMullin, Nathan K. (Nathan Keith), 1979- |
| author_sort | McMullin, Nathan K. (Nathan Keith), 1979- |
| collection | MIT |
| description | Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015. In conjunction with the Leaders for Global Operations Program at MIT. |
| first_indexed | 2024-09-23T13:54:52Z |
| format | Thesis |
| id | mit-1721.1/99013 |
| institution | Massachusetts Institute of Technology |
| language | eng |
| last_indexed | 2024-09-23T13:54:52Z |
| publishDate | 2015 |
| publisher | Massachusetts Institute of Technology |
| record_format | dspace |
| spelling | mit-1721.1/990132022-01-28T13:57:30Z Value creation through intellectual property acquisition McMullin, Nathan K. (Nathan Keith), 1979- Steven Eppinger and Warren Seering. Leaders for Global Operations Program. Leaders for Global Operations Program at MIT Massachusetts Institute of Technology. Engineering Systems Division Sloan School of Management Sloan School of Management. Engineering Systems Division. Leaders for Global Operations Program. Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2015. In conjunction with the Leaders for Global Operations Program at MIT. Thesis: S.M., Massachusetts Institute of Technology, Engineering Systems Division, 2015. In conjunction with the Leaders for Global Operations Program at MIT. Cataloged from PDF version of thesis. Includes bibliographical references (pages 91-93). After Sanofi acquired intellectual property (IP) from bankrupt Pelikan Technologies it desired to leverage the IP to identify a product concept to enhance the company's portfolio. To facilitate the project, a structured opportunity identification process was utilized. This process consisted of four major steps: Problem Framing, Idea Search, Screen, and Refine. Problem Framing formulated the innovation challenge. Idea Search sourced over two dozen potential opportunities that spanned markets and industries. Using a tournament selection approach, the Screen step filtered the opportunities according technical and strategic objectives. This selected an integrated blood measurement device as the opportunity of focus. This leverages the IP to simplify at-home blood testing while simultaneously reducing pain. The Refine step evaluated the opportunity using a framework that assessed markets, product, competitiveness, economics, and risk. The beachhead market is the diabetes market and potential follow-on markets are oncology, multiple sclerosis, rare diseases, and cardio-metabolic diseases. Key technology elements were assembled into a variety of conceptual approaches and evaluated according to market fit. This identified a conceptual approach that integrates all disposable elements (i.e. lancet and blood test element) into a single disposable cartridge that can be inserted into an electronically actuated meter. The projected financial returns in the beachhead market have a positive nominal NPV. NPV sensitivity was calculated based on estimated cost and revenue item variations. In all cases the NPV remains positive, but this highlighted key drivers of economic performance along with risks that need to be resolved in future development work. With key assumptions identified, Sanofi is in an excellent position to decide whether or not to pursue the identified opportunity. In addition, this project acts as a pilot for a structured opportunity identification process within the company and it is recommended that Sanofi adopt a similar process as part of its product development workflow. Finally, the company should adjust resources and financial commitment to ensure full cross-functional teams can be staffed to execute opportunity identification work. These improvements will enable the company to more effectively execute corporate entrepreneurial activities. by Nathan McMullin. M.B.A. S.M. 2015-09-29T18:58:17Z 2015-09-29T18:58:17Z 2015 2015 Thesis http://hdl.handle.net/1721.1/99013 921189590 eng M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 93 pages application/pdf Massachusetts Institute of Technology |
| spellingShingle | Sloan School of Management. Engineering Systems Division. Leaders for Global Operations Program. McMullin, Nathan K. (Nathan Keith), 1979- Value creation through intellectual property acquisition |
| title | Value creation through intellectual property acquisition |
| title_full | Value creation through intellectual property acquisition |
| title_fullStr | Value creation through intellectual property acquisition |
| title_full_unstemmed | Value creation through intellectual property acquisition |
| title_short | Value creation through intellectual property acquisition |
| title_sort | value creation through intellectual property acquisition |
| topic | Sloan School of Management. Engineering Systems Division. Leaders for Global Operations Program. |
| url | http://hdl.handle.net/1721.1/99013 |
| work_keys_str_mv | AT mcmullinnathanknathankeith1979 valuecreationthroughintellectualpropertyacquisition |