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Publication Negotiation Strategies(2019-09-30) Martin, Anthony; Max, EricFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/d3er22l7/release/2 Preparation is key for a successful negotiation. Be sure to create a prioritized list of the objectives and try to predict the other side’s prioritized list of objectives. Which objectives align on both sides, and which do not? Research industry standards to serve as a reference point. Determine what your strongest leverage factors are and try to predict the other side’s leverage. Who has more freedom to walk away from the deal? Negotiating with startup cofounders is important for determining the fair distribution of equity and any intellectual property (IP) rights based on product conceptualization, expertise, responsibilities, commitment, and risk. Physician-scientists may negotiate with industry for sponsored research agreements, joint development agreements, or a position on the scientific advisory board. Physician-scientists may negotiate with hiring institutions for objectives like startup package funding, protected research time, start date, salary, and title.Publication Innate Biases(2019-10-07) Meer, ElanaFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/jsarhqw5/release/2 Entrepreneurs face a host of innate biases that inhibit their ability to make optimal and objective decisions under conditions of uncertainty. Biases include overconfidence bias, illusion of control bias, anchoring and adjustment bias, confirmation bias, curse of knowledge bias, and optimism bias. Through awareness, collaboration and inquiry, open discussion, and the deliberate challenging of consensus, entrepreneurs can mitigate these innate biases.Publication Marketing in an Academic Institution(2019-09-27) Patel, Neil; Gooneratne, NalakaFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/7jj52kah/release/4 Mapping out key stakeholders at an institution and how they connect to each other can help strengthen one’s understanding of the ecosystem in which the company will start. Proactive marketing through targeted meetings and participation in on-campus events can help build one’s network. Becoming aware of the various marketing channels at an academic medical institution is critical for promoting one’s startup. Winning small grants can help build traction through an early reputation of success.Publication Handling Disruptive Innovation in Clinical and Research Settings(2019-09-27) Pisuttisarun, Prima; Gooneratne, NalakaFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/47slx657/release/3 The process of disruptive innovation is a driving force in making healthcare more affordable and effective. Building resilience through diversification of financial resources, networking, and focusing time/effort can help an academic entrepreneur tolerate setbacks and minimize risks. The sleep medicine case study highlights how fast a disruptive innovation can impact organizations on a micro and macro level.Publication Forming and Maintaining Meaningful Partnerships Between Academic Scientists and Corporations(2019-09-23) Sun, Joy; Winston, FlauraFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/f6el6wju/release/4 Create “neutral space” opportunities, such as consortia and meetings, allowing for fruitful interactions. Protect the interests of all parties to ensure that academics can remain a credible source free from bias. Find and establish partnerships through corporate or government information “gatekeepers” and internal influencers. Work collaboratively to create a logic model to clarify shared goals and document the partnership’s objectives, success metrics, expectations, and timeline. Prior to committing to work together, anticipate potential problems and challenges in the partnership and, if the partnership proceeds, develop strategies to resolve issues. Start small: confirm and establish a framework for engagement by implementing short-term projects and goals.Publication A Seat at the Table: Special Considerations for Women and Underrepresented Groups in Academic Entrepreneurship(2019-09-30) Fleisher, Linda; Marquez, AlexandraFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/ponqbx4i/release/5 Women and marginalized groups are underrepresented in STEM-related and entrepreneurial fields These populations face many challenges in these fields, including: ○ Finding funding sources for their project and/or lacking knowledge of where to obtain funding ○ Risking their academic standing if their project is not based on incentives deemed as academic ○ Conscious and unconscious bias ○ Lack of diverse groups in review and decision-making roles ○ Limited access to experienced mentorsPublication What is Academic Entrepreneurship?(2019-09-12) Oppenheimer, Natalie; Winston, FlauraFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/8tlwizth/release/1Publication Building a Successful Startup Team(2019-09-27) Weber, Maura; Sunleaf, ZevFor latest version: please go to https://academicentrepreneurship.pubpub.org/pub/6sfwugv5/release/5 The startup team built in the early phases of commercialization can be a critical determinant in a company’s future success. A primary technological and/or scientific founder should be established, along with a CEO who can assist with business planning. Secondary team members such as marketing and regulatory personnel, should be brought on, if applicable. Tertiary team members and consultants can include entrepreneurs in residence, human resources, business lawyers, software engineers and scientific advisory boards. Creative employee compensation strategies should be considered in order to maximize limited financial resources.