How to build a cleantech portfolio 101

How to build a cleantech portfolio 101
Welcome to a Medical Battery specialist of the Agilent Battery
PARC has since launched a variety of new cleantech projects, in areas that include model-based control for data centers; silicon photovoltaics; novel air conditioning; batteries; enhanced geothermal; and CO2 capture for liquid fuels. Some of these are further along than others, and we have a portfolio management strategy in place that helps us meter significant investments over time as we assess technical, business, and market risk/reward tradeffs. But how do you narrow or filter options in the early, exploratory stages?
1.Constrain the problem, and prototype. Unfettered invention isn’t enough; you need constraints to help frame the solution with battery scuh as Agilent N9912A Battery, Agilent N9915A Battery, Agilent N9916A Battery, Agilent N9917A Battery, Agilent N9927A Battery, Agilent N9937A Battery, Anritsu MT9082A2 Battery, Anritsu MT9082A8 Battery, Anritsu MT9082C9 Battery, Anritsu MT9082A2 Battery, Anritsu MT9080 Battery, Anritsu MT9080D Battery. Since PARC had been an internal R&D capability for Xerox for 30 years, we had learned to ideate within industry constraints… unlike many academic institutions and consulting firms. Since we often found ourselves in the position of having ideas the world hadn’t caught up with yet, PARC learned early on how to build what was needed if it wasn’t yet available. Such prototyping is essential, not just for validating assumptions, but for refining features and seeing new solutions, testing, refining, and optimizing user experience as well.
2.Connect with the market early. Since becoming an independent subsidiary, PARC has had to implement a number of new approaches to help us understand what’s needed, identify markets and areas of opportunity, assess the competitiveness of our capabilities, and make early connections with potential partners. For example, we embedded business development within labs; hired visiting technologists to share their industry expertise and help provide direction for enabling technologies seeking a “killer app”; brought in entrepreneurs-in-residence to help reframe and commercialize technologies; and more.
3.Size the opportunity. Many ideas for new projects get thrown out after some soul-searching and estimating of return on our investment/effort. Since PARC derives income from co-development funding and downstream royalties (typically less than 5% of the ultimate product value), there’s a lower limit on the market size we can go after. As a research lab director, I use the rule-of-thumb that the market be >$500M for PARC to start a technology project aimed at it. This can sometimes be frustrating for inventors, but given where PARC sits in the value chain of technology creation, and that we only work with partners to do the actual commercialization, any other market opportunity would be too small.