Embark on a transformative journey with our unique courses, ENG 273/274 and MBA 293/295, LAW 279 designed for ambitious graduate students from engineering, business, and law.
Students form cross-disciplinary teams to tackle the intricacies of deep technology commercialization in the real world.
Our program enables students to experience hands-on learning as they explore technology landscapes, analyze intellectual property, and develop comprehensive business models and market entry strategies. These collaborative projects stem from renowned research institutions and deep-tech startups, offering students opportunities to interact with world-class researchers and business professionals through our technology and customer discovery activities.
The course provided a great overview of the many factors to consider when bringing impactful, complex technology to market. The course taught us to break down our scientific processes into simple utilities and functions that we could match to consumer needs. The lectures also showed the power of patent research to not only determine what technology we had but what competitors there might be, where the research and development are headed, and how to advise researchers on possible ways to expand their research. The program hosted a final poster day at the end of the semester with industry experts, and they were all incredibly impressed by our IP knowledge. By the end, I had a comprehensive understanding of our technology and industry, a prospect that seemed daunting at the start.
This project was an amazing way to tie together so many topics and courses I’ve taken through the years, really combining the science and the business aspects of technology commercialization. It was also a fantastic way to break out of my Haas bubble and work with students from other parts of the UC Berkeley ecosystem, who brought their own unique strengths and very sharp technical foundations to the course. I also feel like the course equipped me with the confidence to really dive into academic literature and patents, which can be intimidating at first, but immensely valuable for doing research in deep tech commercialization and so many other fields.
This class has been instrumental in shaping my ability to think critically and strategically about the commercialization of technology. By diving into the intricacies of product intellectual property, I gained a deeper understanding of how innovations are protected and leveraged in the marketplace. Collaborating with peers from diverse skill sets, including MBA, law students, researchers, investors, and industry experts, taught me how to communicate effectively across disciplines and bridge the gap between technical feasibility and business practicality.
One of the most enriching aspects was exploring the commercialization potential of LIBEs. This process required balancing technical considerations, such as scalability and manufacturability, with business strategies, like competitive analysis and market positioning. Navigating the complexities of intellectual property added another layer of depth, reinforcing how crucial IP is in bringing cutting-edge technologies to market.
Overall, this experience has prepared me to tackle future challenges at the intersection of deep tech and innovation. It has also given me the tools to engage in both business and technical discussions confidently and collaboratively, ensuring a holistic approach to problem-solving and product development.
The deep tech commercialization courses transformed my career as a material scientist, bridging the gap between research and industry. The networking opportunities, essential business skills, and inspiring resume projects provided helped me land amazing opportunities in my specialization area and sparked my entrepreneurial ambitions.
I was in your Deep Tech Commercialization class last year and just wanted to give you a quick update–I recently started a company that is building AI in the regulatory space. We recently went through the YC Winter 2024 batch and raised our seed round. I wanted to reach out and thank you–a lot of what I learned has been especially relevant to navigating IP ownership with our early customers. You were definitely right that having some background on IP is crucial–even for a team of mostly engineers!
Thank you for your guidance and mentorship. You taught us the crucial role of IP in connecting innovation with market strategy and navigating the process of bringing ideas to life. Working with inventors, the tech transfer office, and researching on businesses has shown me the importance of IP, which can often be overlooked. My time in the course has been invaluable in shaping my career and for that I am grateful.
I am writing to express my deepest gratitude for the incredible learning experience I had in your course, “Commercializing Deep Tech Innovations,” this summer at UC Berkeley. The knowledge and insights I gained from your lectures and the interactive sessions have been immensely beneficial and have significantly broadened my understanding of the commercialization process.
As a student coming to the United States for the first time, everything here was new and unknown to me. Your friendliness, humor, and enthusiasm helped me build confidence and ease my initial nervousness. I believe this is what people often refer to as the “chill vibe” of America, or perhaps specifically California.
This course was unlike any I had previously taken. It was practical and hands-on, collaborating with real startup companies. Despite my lack of work experience, which initially made me fear I might hold my team back or make mistakes, the valuable opportunities you provided made me eager and excited. Thank you for giving us such a precious chance and even risking your own “reputation” to do so.
Throughout the course, I experienced the diversity of teamwork. I learned something from each team member, each with different backgrounds, cultures, and perspectives. We had our frictions, but ultimately, we achieved a wonderful outcome. I am also grateful to the professors for listening to our team;s concerns and helping us resolve them.
The first two weeks were challenging. Maybe due to some language or culture barriers, I needed a lot of patience from the professors to guide me step by step. They explained to me that “suffering means growing,” and by the last two weeks, I realized my changes and growth. I became more integrated into the class and more confident in communicating with various people. These personal growth experiences are, I believe, among the most valuable things I gained from the course, in addition to the knowledge learned.
Thank you once again for this memorable and enriching summer.
Coming from a background focusing on liberal arts and engineering research, this class in technology commercialization gave me an opportunity to understand how those two factors might intertwine as a job.
I learned that business recommendations are about creating an understandable believable story or put another way it’s about the trajectory of ideas rather than their roots.
To make such a story asking why and what it might mean for a company when looking at information from patents, company websites and news articles you find is essential rather than focusing on what that information might be.
For example, in a project focused on residential batteries for home energy storage questions like ‘what would it mean for residential batteries if state incentives mainly focused on installation’ rather than ‘what are the programs that incentivize batteries in different states.’ This was a large mind shift from my experience in research labs before this class where the why of a phenomenon was paramount.
This class was a great opportunity to work with ambiguity, defining project goals with stakeholders and finding important questions to ask. Something I struggled with was finding the nature of truth in the class. I was used to having a good measure of truth by looking at and interpreting evidence, not being able to consider all the reasonable options and having to consider or compare nonequivalent options for further investigation like state legislation or customer interviews was a new way of thinking for me and I think will be helpful in future pursuits.
In total I think this course is a great experience in crossing creativity with engineering. I would suggest to future students that it is very easy to let the information in the beginning of the course about patents and patent searching to pass you by. But I would suggest to get the most out of the class it is imperative that you keep yourself accountable in considering novel ways to use these ideas you are presented with. Many tools in the first semester and thinking about how might use them contextualized and prepares you well to understand the case studies of other innovators.
I want you to take a moment and think about all of the technology surrounding you. Maybe you’re reading this on your phone, tablet, or—for the real techno geeks—a pair of AR goggles. The technology we access today is astonishing and makes our world much more connected and informed. Now, I want you to ask yourself: How many world-change technologies are simply sitting in a lab somewhere because they weren’t initially deemed as profitable? The success of any idea can be thought of as a function of two concepts: 1) how good the idea is and 2) how well that idea is implemented. There are billions of world-changing ideas out there, but most people struggle to implement them correctly. The course series offered by the Deep Tech Innovation Lab teaches you how to implement world-changing ideas in the most impactful and profitable ways.
During the first semester, I had the privilege of partnering with Lawrence Berkeley National Lab (LBNL) on a hybrid geothermal-direct air capture technology. Our team, a diverse mix of engineers, Law students, and MBA students, worked directly with the technology’s inventors and the technology transfer office. We assessed the market potential for this DAC system, constructed value chains, assessed IP security and market potential, conducted customer interviews, and identified potential business strategies moving forward. Our work has given GeoCap—the name our team came up with—the confidence to move forward with building a pilot geothermal DAC plant and start seeking funding and industry partnerships.
During the second semester, I partnered with a start-up from the Idaho National Laboratory, which is trying to decarbonize the marine shipping industry. They have developed a novel fuel cell technology for the economical use of ammonia as a hydrogen fuel source. Their initial goal was to become an OEM drivetrain manufacturer for marine drivetrains, but through our research, we identified alternative beachhead markets and potential partners. Our team of engineers and business students successfully identified key entry markets and connected the founders with potential customers to aid in developing their fuel cell technology. The company is progressing with technology development using our team’s insights to move into more profitable markets and find diverse industry partnerships.
I can’t recommend this class enough. Matt, Bo, and Lee’s technology commercialization courses were some of the most influential and engaging college courses I have ever taken. In addition to being extremely well taught, we worked closely with real stakeholders—often the inventors of our technologies—which was an invaluable experience. I learned so much over the two-semester technology commercialization courses. If you want to help implement world-changing technology, you should take this course series. Matt, Bo, and Lee give you the tools to help make the world a better place. We need more people who can find creative ways to bring world-changing technologies to market.
FAQ
What is the Deep Tech Innovation Lab?
The Deep Tech Innovation Lab combines research, education, and innovation to facilitate the translation of research into successful innovations. The goal is to develop new tools and capabilities to prepare future technology leaders for the challenge of commercializing deep technology innovations through collaboration among faculty, students, and R&D organizations, both private and public.
The program is run through the Tusher Strategic Initiative for Technology Leadership within the Institute for Business Innovation at the Berkeley Haas School of Business.
How does the program work?
Specific courses at UC Berkeley offered through Berkeley Engineering, Berkeley Law, and Haas School of Business are supported by the Lab. These courses include ENGIN 273/MBA 293.7/LAW 279.31 offered in the fall semester, ENG274/MBA 295.T offered in the spring semester, ENG270I, a bootcamp offered through the Fung Institute of Engineering Leadership in early January, and ENG170B, a summer session offered to upper-level undergrads and international students.
Students are formed into interdisciplinary teams (when possible teams consist of students from business, law, engineering) and are matched with real-world projects from our partners, which include companies, research institutes, startups, and other innovation hubs. Students are introduced to a variety of frameworks focused on analyzing and commercializing deep tech projects, which they apply through their teams on real-world technologies. The faculty, together with project leaders from our partner organizations, oversee their work throughout the course. Finally, students present their findings to the faculty and project leaders at the end of the semester. As in real life, project outcomes vary. Some projects end up being licensed to third parties, some are forced to reconsider their direction and potentially pivot, while others turn into startups, or further accelerate toward commercial markets.
The Lab uses the project results academically to develop better innovation tools, curricula, and insights into transforming research into innovation for investors, firms, and policymakers.
What types of analysis are performed?
The Lab uses a unique and constantly improving, interdisciplinary model of analysis comprised of market analysis, technology assessment, intellectual property management, and regulatory compliance, combined with overall commercialization strategies focused on the unique challenges facing deep tech innovation. Below is a more comprehensive list of analyses:
1. Market Analysis and Entry Strategy:
- Analyzing market dynamics, segments, customers, geographies, and competitors.
- Conducting market research, surveys, and pilot programs to validate market interest.
- Developing strategies for customer acquisition, lead generation, and engagement.
- Evaluating potential risks, challenges, and risk mitigation strategies.
2. Value Chain and Supply Chain Optimization:
- Mapping and analyzing the value chain for market entry.
- Optimizing the supply chain for technology, including sourcing, manufacturing, and logistics.
- Conducting cost analysis for technology development, production, and market entry.
3. Business Model and Commercialization:
- Analyzing and recommending business models and commercialization opportunities.
- Developing investment pitch decks and attracting funding.
- Providing recommendations on licensing models, terms, and negotiation strategies.
4. Technology Assessment and Roadmap:
- Reviewing the technology landscape and identifying the current state of the art.
- Analyzing the competitive technology landscape and assessing unique technology performance attributes.
- Identifying key functions, competing solutions, and alternative technologies.
- Developing detailed technology roadmaps for bringing the technology to market.
5. Intellectual Property (IP) Analysis:
- Performing patent landscape analysis and identifying patent families.
- Assessing the legal status of patents and potential patent options.
- Identifying other forms of IP rights applicable to the technology.
- Evaluating the detectability and potential for designing around the technology.
6. Regulatory Compliance and Environmental Impact:
- Examining the regulatory environment and identifying key regulatory issues.
- Providing guidance on compliance, certifications, and approvals.
- Assessing the potential environmental impact and sustainable practices.
7. Innovation Ecosystem and Collaboration:
- Mapping the innovation ecosystem, including research institutions, collaborators, and funding sources.
- Identifying and interviewing key technical experts for insights.
- Researching patents and scientific literature to overcome technology challenges.
What are the types of projects?
Projects vary across a wide range of deep tech areas, including green energy, material science, biotechnology and health care, and digital technologies. Previously, the Lab has worked on projects including laser welding, rocket fuels, non-toxic sunscreens, mineral extraction, cancer detection, carbon measurement and capture, machine learning, blockchain, chemical monitoring, bio-engineered microbes and many more.
Who are the partners?
Deep Tech Innovation Lab partners with government labs, research organizations, universities, startups, incubators, corporations and other entities working on commercializing deep tech innovations. Our partners provide real-world technology for the Lab to assess and analyze for commercialization.
What is the timeline to enroll?
The following courses are available in the fall, spring, and summer terms: ENG 273/MBA 293.7/Law 279.31 offered in the fall semester, ENG274/MBA 295.T offered in the spring semester, ENG270I, a bootcamp offered through the Fung Institute of Engineering Leadership in early January, and ENG170B, a summer session offered to upper-level undergrads and international students. The enrollment timeline varies between Berkeley Engineering, Berkeley Law, and Haas School of Business. Contact your advisor, department head, or the registrar at whichever school you are affiliated with.
What do the students do?
Students learn frameworks, study cases, and learn techniques to analyze and commercialize real-world technology projects. They are exposed to the interdisciplinary roles of technology, intellectual property, commercialization, and regulatory issues related to real-world deep technology projects. Students review patents, assess technology landscapes, consider value chains, and contact industry thought leaders to gain insights into the technology, market, value chain and beyond. They go through all of the steps involved with determining whether a technology is ready for commercialization, and if so, what are the best pathways to get the technology into the market. Finally, students present their findings to project leaders from the Deep tech Innovation Labs partner organizations.
How many students per team?
Typically, there are between 3-6 students on each team.
How much time do students spend on projects?
Students should expect to spend between 2-3 hours outside of class per hour of class time.
What do students find valuable about the program?
Students find the program valuable for several reasons:
1. Gaining practical skills: The courses equip students with frameworks and methodologies for analyzing and commercializing technologies, regardless of their prior technical background. They learn essential skills such as customer discovery, collaboration with founders and experts, and project management.
2. Real-world experiences: Students work on actual technology commercialization projects in partnership with research institutions, startups, corporations, and innovation hubs. This hands-on experience allows them to investigate the commercial viability of real-world technologies and navigate the challenges of technology analysis and commercialization.
3. Collaboration and stakeholder management: Students learn to collaborate effectively with various stakeholders involved in technology analysis and commercialization, including researchers, inventors, entrepreneurs, and industry experts.
4. Career exploration: The program provides students with valuable insights and experiences that help them determine their future career paths, particularly in the field of technology leadership and deep-tech commercialization.
The overarching goal of the program is to prepare students to become future technology leaders capable of commercializing deep-technology innovations. By working on real-world projects with industry partners, students solve complex problems related to technology analysis, market assessment, and commercialization strategies.