Some characteristics of technical entrepreneurs
Family background, education, and motivation of technical entrepreneurs
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Some characteristics of technical entrepreneurs
Characteristics study of technical entrepreneurs, considering family background, education and motivation
Roberts, E. B.↗
Learning from Space Entrepreneurs
The early days of rocketry and space exploration in the United States were marked by incredibly rapid progress: a seemingly endless parade of firsts. Not coincidentally, this period also saw more than its fair share of failure, especially in the infamous "kaputnik" days prior to the successful launch of Explorer. Without a standard canon of known quantities to turn to, the early pioneers of rocketry and space flight were forced to dream up new ideas that ranged from the elegant to the bizarre and to accept the fact that the price of radical progress is occasional failure. Nowadays, rapid prototyping and testing have slowed, as we rely more and more on the extensive knowledge pined by our predecessors and on the embarrassment of riches modern engineers get from computational modeling and computer assisted design. In many cases, this leads to much improved or phenomenally more efficient designs. It also, however, fosters a culture so terrified of failure that we over-engineer and overanalyze everything, often tweaking designs for decades before a new system takes flight. (This is not a problem unique to rockets; the same phenomenon seems to have occurred in high-performance jets.) This is one reason why it was possible for President Kennedy to dream of the completion of the Mercury and Gemini missions and a successful landing on the moon in under a decade, while returning to the moon may take nearly twice as long. Lacking access to the tremendous computational resources of the national space program-and, just as importantly, removed from the harsh judgment of public shareholders or congressional appropriations committees-the hungry entrepreneurs who compete for our prizes tend not to display such fear of failure. Instead, most of them follow a rapid "build, test, fly" program. They are willing to throw a handful of concepts against the wall and see what sticks. They often go from drawing on the back of a napkin to firing engines or even flying vehicles in a matter of weeks or months, learning valuable lessons along the way. Indeed, our teams have repeatedly learned many of the most valuable lessons after only a few moments of working with real hardware-lessons that could never have been learned from a CAD drawing, like finding the failure modes of different welding practices or tracking down the interference between an onboard camera and a GPS unit. As Paul Breed, the leader of a Northrop Grumman Lunar Lander Challenge team (playfully called Unreasonable Rocket), is fond of saying, "In computer simulations the plumbing never leaks. In real life, it always does."
Pomerantz, William↗
Resources: NASA for entrepreneurs
The services of NASA's Technology Utilization Program are detailed and highlights of spinoff products in various stages of completion are described. Areas discussed include: Stirling engines for automotive applications, klystron tubes used to reduce power costs at UHF television stations, sports applications of riblet film (e.g., boat racing), reinforced plastic for high-temperature applications, coating technology appropriate for such applications similar to the renovation of the Statue of Liberty, and medical uses of fuel pump technology (e.g., heart pumps).
Jannazo, Mary Ann↗
Entrepreneurship within General Aviation
Many modern economic theories place great importance upon entrepreneurship in the economy. Some see the entrepreneur as the individual who bears risk of operating a business in the face of uncertainty about future conditions and who is rewarded through profits and losses. The 20th century economist Joseph Schumpter saw the entrepreneur as the medium by which advancing technology is incorporated into society as businesses seek competitive advantages through more efficient product development processes. Due to the importance that capitalistic systems place upon entrepreneurship, it has become a well studied subject with many texts to discuss how entrepreneurs can succeed in modern society. Many entrepreneuring and business management courses go so far as to discuss the characteristic phases and prominent challenges that fledgling companies face in their efforts to bring a new product into a competitive market. However, even with all of these aids, start-up companies fail at an enormous rate. Indeed, the odds of shepherding a new company through the travails of becoming a well established company (as measured by the ability to reach Initial Public Offering (IPO)) have been estimated to be six in 1,000,000. Each niche industry has characteristic challenges which act as barriers to entry for new products into that industry. Thus, the applicability of broad generalizations is subject to limitations within niche markets. This paper will discuss entrepreneurship as it relates to general aviation. The goals of this paper will be to: introduce general aviation; discuss the details of marrying entrepreneurship with general aviation; and present a sample business plan which would characterize a possible entrepreneurial venture.
Ullmann, Brian M.↗
Tech Transfer News
On October 28, 2011, the White House released a Presidential Memorandum entitled: Accelerating Technology Transfer and Commercialization of Federal Research in Support of High-Growth Businesses. With this memo, the President challenged all federal agencies conducting R&D to accelerate technology transfer and commercialization of federally developed technology to help stimulate the national economy. The NASA Technology Transfer Program responded by asking the center technology transfer offices to reach out to - and work more closely with - their regional economic development organizations to promote the transfer of NASA technologies to the local private sector for use in the marketplace. Toward that effort, the KSC Technology Transfer Office teamed with the Florida Space Coast Economic Development Commission (EDC) to host a technology transfer forum designed to increase our business community's awareness of available KSC technologies for transfer. In addition, the forum provided opportunities for commercial businesses to collaborate with KSC in technology development. (see article on page 12) The forum, held on September 12, 2013, focused on KSC technology transfer and partnership opportunities within the Robotics, Sustainability, Information Technology and Environmental Remediation technology areas. The event was well attended with over 120 business leaders from the community. KSC Center Director Robert Cabana and the Center Chief Technologist Karen Thompson provided remarks, and several KSC lead researchers presented technical information and answered questions, which were not in short supply. Florida Today and the Orlando Sentinel ran news stories on the forum and both NASA TV and Channel 6 News filmed portions of the event. Given the reaction by the media and local business to the forum, it is evident the community is recognizing the opportunities that NASA-developed technologies can provide to aspiring entrepreneurs and existing companies to bring new technologies to market, as well as the positive impact KSC technology transfer can have on the local economy. We see even more evidence of this in the efforts by several other organizations to develop programs that provide aspiring entrepreneurs with the opportunity and training needed to identify the commercial potential of specific NASA technologies and develop business plans to exploit that potential. Several initiatives include Florida Startup Quest, CareerSource Brevard Energy Launch, Rollins College Entrepreneurial Scholar of Distinction Program, and a new effort led by the University of Central Florida Office of Research and Commercialization to stimulate new business growth in Florida based on NASA technologies. The KSC Technology Transfer Office has stepped up to support each of these programs and is providing them with the NASA technologies they need to help move the economy forward.
News↗
Developing Game Changing Technologies and Bringing Them Down to Earth
Address to entrepreneurs as a thought leader at the next upcoming seminar on 10/25/2016 at the Cardel Theater in Calgary. The technologies developed by NASA over the 60's through to today, has shaped the world as we know it, driving plastics to nano-electronics. To inspire local entrepreneurs developing new technologies.
Morse, David↗
Potential means of support for materials processing in space. A history of government support for new technology
Development of a given technology for national defense and large systems developments when the task is too large or risky for entrepreneurs, yet is clearly in the best interest of the nation are discussed. Advanced research to identify areas of interest was completed. Examples of commercial opportunities are the McDonnell-Douglas Corporation purification process for pharmaceutical products and the Microgravity Research Associates process for growing gallium arsenide crystals in space.
Mckannan, E. C.↗
The growth of materials processing in space - A history of government support for new technology
Development of a given technology for national defense and large systems developments when the task is too large or risky for entrepreneurs, yet is clearly in the best interest of the nation are discussed. Advanced research to identify areas of interest was completed. Examples of commercial opportunities are the McDonnell-Douglas Corporation purification process for pharmaceutical products and the Microgravity Research Associates process for growing gallium arsenide crystals in space.
Mckannan, E. C.↗
Space activities - A review and a look ahead
The paper reviews the progress made in manned and unmanned space programs during the last 25 years and names several major accomplishments. The ingredients of success are identified as good engineering, good technology, and good management of a very complex enterprise. An argument is made that the pace of progress will be governed not by technological advances, which can be very rapid, but rather by future institutional arrangements, which are much slower to evolve. It is predicted that the most likely space activities for the next 20 years will be those relating to space commercialization, and several examples are cited. A hope is expressed that policy makers and entrepreneurs will match the spirit of adventure and risk-taking exhibited by engineers in exploring uncharted territory.
Durrani, S. H.↗
Potential commercial uses of EOS remote sensing products
The instrument complement of the Earth Observing System (EOS) satellite system will generate data sets with potential interest to a variety of users who are now just beginning to develop geographic information systems tailored to their special applications and/or jurisdictions. Other users may be looking for a unique product that enhances competitive position. The generally distributed products from EOS will require additional value added processing to derive the unique products desired by specific users. Entrepreneurs have an opportunity to create these proprietary level 4 products from the EOS data sets. Specific instruments or collections of instruments could provide information for crop futures trading, mineral exploration, television and printed medium news products, regional and local government land management and planning, digital map directories, products for third world users, ocean fishing fleet probability of harvest forecasts, and other areas not even imagined at this time. The projected level 3 product are examined that will be available at launch from EOS instruments and commercial uses of the data after value added processing is estimated.
Thompson, Leslie L.↗
Space station evolution: Planning for the future
The need for permanently manned presence in space has been recognized by the United States and its international partners for many years. The development of this capability was delayed due to the concurrent recognition that reusable earth-to-orbit transportation was also needed and should be developed first. While the decision to go ahead with a permanently manned Space Station was on hold, requirements for the use of the Station were accumulating as ground-based research and the data from unmanned spacecraft sparked the imagination of both scientists and entrepreneurs. Thus, by the time of the Space Station implementation decision in the early 1980's, a variety of disciplines, with a variety of requirements, needed to be accommodated on one Space Station. Additional future requirements could be forecast for advanced missions that were still in the early planning stages. The logical response was the development of a multi-purpose Space Station with the ability to evolve on-orbit to new capabilities as required by user needs and national or international decisions, i.e., to build an evolutionary Space Station. Planning for evolution is conducted in parallel with the design and development of the baseline Space Station. Evolution planning is a strategic management process to facilitate change and protect future decisions. The objective is not to forecast the future, but to understand the future options and the implications of these on today's decisions. The major actions required now are: (1) the incorporation of evolution provisions (hooks and scars) in the baseline Space Station; and (2) the initiation of an evolution advanced development program.
Diaz, Alphonso V.↗
NASA SBIR product catalog, 1990
Since 1983 the NASA Small Business Innovation Research (SBIR) program has benefitted both the agency and the high technology small business community. By making it possible for more small businesses to participate in NASA's research and development, SBIR also provides opportunities for these entrepreneurs to develop products which may also have significant commercial markets. Structured in three phases, the SBIR program uses Phase 1 to assess the technical feasibility of novel ideas proposed by small companies and Phase 2 to conduct research and development on the best concepts. Phase 3, not funded by SBIR, is the utilization and/or commercialization phase. A partial list of products of NASA SBIR projects which have advanced to some degree into Phase 3 are provided with a brief description.
Schwenk, F. Carl↗
Spinoff 1997: 25 Years of Reporting Down-to-Earth Benefits
The 25th annual issue of NASA's report on technology transfer and research and development (R&D) from its ten field centers is presented. The publication is divided into three sections. Section 1 comprises a summary of R&D over the last 25 years. Section 2 presents details of the mechanisms NASA uses to transfer technology to private industry as well as the assistance NASA provides in commercialization efforts. Section 3, which is the focal point of the publication, features success stories of manufacturers and entrepreneurs in developing commercial products and services that improve the economy and life in general.
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General Public Space Travel and Tourism: Executive Summary - Volume 1
Travel and tourism is one of the world's largest businesses. Its gross revenues exceed $400 billion per year in the U.S. alone, and it is our second largest employer. U.S. private sector business revenues in the space information area now approximate $10 billion per year, and are increasing rapidly. Not so in the human spaceflight area. After spending $100s of billions (1998 dollars) in public funds thereon, and continuing to spend over $5 billion per year, the government is still the only customer for human spaceflight goods and services. Serious and detailed consideration was first given to the possibility of space being opened up to trips by the general public three decades ago, and some initial attempts to do so were made a dozen years ago. But the difficulties were great and the Challenger disaster put an end to them. In recent years professional space tourism studies have been conducted in the United Kingdom, Germany and, especially, Japan. In the U.S., technological progress has been pronounced; we have had nearly a decade's experience in seeing our astronauts travel to-from low Earth orbit (LEO) safely, and we expect to commence assembly of a LEO space station housing a half-dozen people this year. Too, NASA and our space industry now have new and promising space transportation development programs underway, especially the X-33 and X-34 programs, and some related, further generation, basic technology development programs. And five private companies are also working on the design of new surface - LEO vehicles. The first professional space tourism market studies have been conducted in several countries in the past few years, especially in Japan and here. The U.S. study makes it clear that, conceptually, tens of millions of us would like to take a trip to space if we could do so with reasonable safety, comfort and reliability, and at an acceptable price. Initial businesses will address the desires of those willing to pay a greater price and accept a greater risk. A two-year cooperative Space Act agreement study has been conducted by our National Aeronautics and Space Administration and the Space Transportation Association. It was conducted by NASA and STA study leaders drawing upon the competence, experience and hard-nosed imagination of a national Steering Group and scores of attendees at a multi-day Workshop. The study has involved scores of professionals and business people from various areas: astronauts; space booster technology and operations professionals; a hotel architect and a hotel operator; an airline planner; insurance underwriters; space sickness experts; space theme park designers; space and travel and tourism association and business executives; a space-related financier; university tourism and space policy experts; present and former space-responsible government officials; space entrepreneurs; space writers; This study concludes that serious national attention should now be given to activities that would enable the expansion of today's terrestrial space tourism businesses, and the creation of in-space travel and tourism businesses. Indeed, it concludes that, in time, it should become a very important part of our Country's overall commercial and civil space business-program structure.
ONeil, Daniel↗
A Study of Business Incubators: Models, Best Practices, and Recommendations for NASA and Florida
This study was conducted to provide NASA-Kennedy Space Center with information and recommendations to support establishing one or more technology-based business incubators In Florida. The study involved assembling information about incubators: why they succeed, why they fail, how they are organized, and what services they provide. Consequently, this study focuses on widely-recognized "best practices," needed to establish successful technology- based business incubators. The findings are used to optimize the design and implementation of one or more technology-based business incubators to be established in Florida. Recommendations reflect both the essential characteristics of successful incubators and the optimal business demographics in Florida. Appendix A provides a fuller description of the objectives of the study. Technology-based business incubators are an increasing catalyst of new business development across the USi Incubators focus on providing entrepreneurs and small start-up firms with a wide array of support services necessary to bring forth new products and processes based on technologies developed in the nation's federal and private laboratories and universities. Appendix B provides extensive discussion of findings relative to technology- based business incubators.
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Operations Analysis of Space Shuttle System
The space science program at NASA since 1950's has gone through stages of development and implementation in rocketry and scientific advancement. It has become the nation's largest scientific institution of research and innovation for space exploration and military research, and overall a pride of the nation at an exorbitant cost. After placing man on moon, space shuttle program at NASA is an on-going project with a high success rate at an average cost of about $450m per flight. A future endeavor from both government and private sectors needs to be undertaken for commercialization of this expensive mission. In order to attract private enterprises, it needs to boost up its operations with better technology at lower cost to cope with rapid changes in scientific advancement and economic competition. Thus, a second-generation reusable launch vehicle (2GRLV) will play a major role in future operation of NASA centers. Envisioning this potential way of saving the program by reducing the cost, NASA is currently managing an innovative program called the Space Launch Initiative (SLI) to develop key technologies that will support the development of second-generation reusable launch vehicles (RLV) which will be more economical and safer and reliable than the existing space shuttle system. The selection of which technologies to fund for further development is being based on their likelihood to contribute to providing cost reduction or safety improvements. It is envisioned that in the 2006 timeframe, NASA will make a decision as to whether or not to commit to the replacement of the current space shuttle system with a new RLV. The decision to proceed with a new RLV will be partly based on the likelihood that the new system will be better than the existing space shuttle. Government and private entrepreneurs are currently considering four different types of RLV projects: commercial programs, government programs, international concepts, and X Prize competitors. NASA has already commissioned a series of X-programs to study the future RLV program. Today, NASA decision makers need analytical tools to help determine which technologies to fund the development of this technology. In the 2006 timeframe, these same decision makers will need analytical tools to evaluate and compare various RLV architectures, including the existing space shuttle so as to make the best decision for whether or not to proceed with the development of a new RLV, and if so, then which one. A study is conducted here to establish ground level knowledge from the historical data and expertise experiences of the field personnel. Such information is compiled in the form of mission statement, goals, space shuttle operations, payloads and cargo constraints, resource constraints, and bottlenecks to the enhancement vector.
Bhaba R. Sarker↗
Force Feedback Joystick
I-FORCE, a computer peripheral from Immersion Corporation, was derived from virtual environment and human factors research at the Advanced Displays and Spatial Perception Laboratory at Ames Research Center in collaboration with Stanford University Center for Design Research. Entrepreneur Louis Rosenberg, a former Stanford researcher, now president of Immersion, collaborated with Dr. Bernard Adelstein at Ames on studies of perception in virtual reality. The result was an inexpensive way to incorporate motors and a sophisticated microprocessor into joysticks and other game controllers. These devices can emulate the feel of a car on the skid, a crashing plane, the bounce of a ball, compressed springs, or other physical phenomenon. The first products incorporating I-FORCE technology include CH- Products' line of FlightStick and CombatStick controllers.
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