2025 EIC-CEIPI IP Business Academy Training

EIC Support Best Practice

IP Strategies for Deep Tech👉 Cutting-edge innovations rooted in scientific breakthroughs and R&D. Innovations

The European Innovation👉 Practical application of new ideas to create value. Council (EIC), a flagship program under EU Horizon Europe, has partnered with the CEIPI IP Business Academy to offer crucial intellectual property👉 Creations of the mind protected by legal rights. training for deep tech companies. This collaboration, part of the EIC’s €10.1 billion initiative, aims to equip innovators with essential IP management👉 Strategic and operative handling of IP to maximize value. skills. The recent 2025 training course focused on IP fundamentals and strategies tailored for the deep tech sector, covering topics from collaboration models to case studies of successful IP management in innovative ecosystems.

In its mission to nurture innovation, the EIC has partnered with the CEIPI IP Business School to provide comprehensive training on intellectual property (IP) management for deep tech companies. This collaboration is part of the EIC’s broader strategy to equip innovative firms with the knowledge and tools necessary to protect and leverage their intellectual assets effectively.

2025 EIC-CEIPI IP Business School Training

The recent training course, part of the 2025 program, focused on IP fundamentals and strategies tailored for deep tech companies. This intensive session aimed to provide participants with a solid understanding of IP management in the context of cutting-edge technological innovations. Let’s dive into the key topics covered during this enlightening course.

Benefits of Collaboration in Deep Tech

The training began by highlighting the importance of collaboration in the deep tech sector. Participants learned about the various advantages of collaborative efforts, including:

• Speed
  Collaboration accelerates innovation by enabling companies to access required skills and expertise more quickly than developing them in-house. This rapid acquisition of capabilities reduces the time-to-market for new products, which is particularly critical in fast-evolving deep tech industries. By pooling resources and knowledge, partners can overcome technical hurdles more efficiently, ensuring they stay competitive in a dynamic market.
• Flexibility
  Partnerships allow firms to access specialized capabilities without the need for costly internal development. This flexibility enables companies to focus their resources on core activities while leveraging external expertise for non-core functions. For deep tech companies, this approach is invaluable as it allows them to adapt to changing technological demands without overextending their internal capacities.
• Learning
  Collaborative efforts foster knowledge transfer between firms, enhancing collective expertise within the industry. Companies can learn from each other’s successes and failures, gaining insights that might otherwise take years to develop independently. This exchange of information not only drives innovation but also strengthens the ecosystem by creating a network of informed and capable partners.
• Risk👉 The probability of adverse outcomes due to uncertainty in future events. and Cost Sharing
  In high-risk ventures like deep tech innovation, collaboration allows companies to distribute financial burdens and mitigate risks collectively. Sharing costs reduces the pressure on individual firms, making ambitious projects more feasible. Additionally, joint risk management👉 Process of identifying, assessing, and controlling threats to assets and objectives. fosters trust among partners, encouraging long-term collaborations that benefit all parties involved.
• Hybrid IP Approach👉 A hybrid IP approach balances open innovation with core proprietary assets.
  A hybrid IP strategy👉 Approach to manage, protect, and leverage IP assets. combines elements of exclusivity and openness to balance protection with collaboration in partnerships. This approach ensures that intellectual property is safeguarded while enabling shared use among collaborators for mutual benefit. The training emphasized that hybrid IP models are particularly effective in fostering innovation ecosystems, where multiple stakeholders contribute to and benefit from technological advancements.

Types of Collaboration for Deep Tech Companies

The training explored various collaboration models suitable for deep tech firms:

Strategic Alliances

Strategic alliances were presented as a flexible way for companies to access resources and capabilities they might lack internally. The course outlined two main types of strategic alliances:

• Capability complementation: This involves pooling capabilities without necessarily transferring them. An example provided was the alliance between Red Bull and GoPro for covering extreme sports events.
• Capability transfer: This type of alliance focuses on the exchange and internalization of capabilities. The collaboration between Sony and Panasonic to create OLED panels was cited as an example.

Joint Ventures

The course detailed joint ventures as a more structured form of collaboration, involving:

• Specific contractual agreements and formal relationships
  Joint ventures involve detailed legal agreements that outline the terms of collaboration, responsibilities, and rights of each partner. These contracts are typically more comprehensive than those in looser forms of collaboration, ensuring clarity and protection for all parties involved. The formal nature of these relationships helps to establish clear governance structures and decision-making processes, which are crucial for the venture’s success.
• Significant equity investments from partners
  Partners in a joint venture👉 A business partnership where different  entities collaborate on a specific project or goal. often make substantial financial commitments, demonstrating their long-term dedication to the project. These equity investments create a shared stake in the venture’s success, aligning the interests of all parties involved. The level of investment can vary, but it typically represents a significant portion of each partner’s resources, reflecting the strategic importance of the collaboration.
• Often, the establishment of a separate entity
  Many joint ventures result in the creation of a new, independent company that operates distinctly from its parent organizations. This separate entity allows for more focused management of the joint venture’s activities and can help in isolating risks from the parent companies. The new company often has its own management team, branding, and operational structure, enabling it to pursue its objectives with a degree of autonomy while still benefiting from the resources and expertise of its parent organizations.

As examples were discussed:

• Honda and LG Energy Solution: Honda and LG Energy Solution formed a joint venture in 2022 to boost the production of lithium-ion batteries for electric vehicles. The collaboration aims to construct a state-of-the-art battery plant in Columbus, Ohio, by the end of 2024, with plans to commence mass production by the end of 2025, creating approximately 3,000 new jobs in the region.
• Sony and Honda: Sony and Honda announced a new electric vehicle (EV) joint venture called Sony Honda Mobility in 2023, showcasing their first prototype, the “afeela,” at CES 2023. This collaboration combines Sony’s expertise in AI, entertainment, and VR technology with Honda’s automotive manufacturing capabilities to create innovative and advanced EVs with a focus on entertainment, connectivity, and comfort.
• DBS, JPMorgan and Temasek: In 2021, Singapore-based DBS Bank, JPMorgan Chase, and Temasek (a Singaporean sovereign wealth fund) formed a joint venture to create a blockchain-based platform called “Partior” for cross-border payments, trade, and foreign exchange settlement. The platform aims to use blockchain and Distributed Ledger Technology (DLT) to reduce transaction times, lower costs, and improve transparency in cross-border payments.
• Maybell Quantum and Vescent: Maybell Quantum, a deep tech startup specializing in quantum infrastructure, has formed a joint venture with Vescent to develop advanced quantum technologies. This collaboration aims to provide insights into various categories of quantum technology and offers a smart way to invest in the rapidly growing quantum sector in 2025.

Licensing👉 Permission to use a right or asset granted by its owner.

Licensing was presented as a strategic approach for companies to achieve two key objectives:

• Gaining Speed to Market
  Microsoft’s licensing of software from Spyglass Inc. for Internet Explorer illustrates this strategy. In 1995, Microsoft needed to quickly enter the web browser market to compete with Netscape. By licensing Spyglass Mosaic technology, Microsoft was able to:
  • Rapidly develop and launch Internet Explorer without starting from scratch
  • Leverage existing, proven technology to accelerate their market entry
  • Compete more effectively in the emerging browser market

This licensing deal allowed Microsoft to gain a foothold in the browser market much faster than if they had developed the technology entirely in-house.

• Enabling Market Penetration
  Delphi Automotive’s approach with their machining simulation software demonstrates this benefit. By licensing their software, Delphi was able to:
  • Expand the reach of their technology to a wider range of customers
  • Allow users to identify new applications for the software in high-volume machining
  • Increase adoption of their technology across the automotive industry

This licensing strategy enabled Delphi to penetrate the market more effectively and establish their software as a valuable tool in the industry.

• Considerations and Limitations
  While licensing offers these advantages, it’s important to note that it often comes with usage restrictions. These may include:
  • Limitations on how the licensed technology can be used or modified
  • Restrictions on sublicensing or transferring the technology
  • Requirements for attribution or branding

Additionally, while licensing is generally less expensive than other forms of collaboration like joint ventures or acquisitions, it still involves costs such as upfront fees and ongoing royalties. Companies must carefully weigh these factors when considering licensing as a strategy for innovation and market expansion.

Outsourcing

The training covered outsourcing as a way for deep tech companies to manage activities outside their core competencies. Key points included:

• Advantages: No long-term investments, economies of scale, and increased flexibility
• Concerns: Ensuring core competencies are not outsourced and managing transaction costs

Research Organizations

Participants learned about the benefits of collaborating with research organizations, including:

• Pooling of resources
• Sharing of costs and risks
• Access to diverse forms of collaboration (e.g., trade associations, university-based centers)

An example discussed was the formation of “Rapidus” by eight Japanese companies to boost the country’s semiconductor industry.

IP Management in Collaborations: The IMEC Case Study

A significant portion of the training was dedicated to examining the IMEC case study, which illustrates how IP can be effectively managed in collaborative ecosystems.

IMEC’s Industrial Affiliate Programs (IAPs)

The course detailed IMEC’s innovative approach to collaboration through its Industrial Affiliate Programs (IAPs). Using the example of the 3D systems integration IAP, participants learned about the diverse partners involved in the nanoelectronics ecosystem:

• End users (fabless companies, integrated device manufacturers, foundries)
• Electronic Design Automation (EDA) vendors
• Original subcontract and test (OSAT) companies
• Equipment and material suppliers2

IMEC’s IP Management Principles

The training outlined IMEC’s core IP management principles designed to stimulate collaboration:

1. Background and Foreground IP: IMEC distinguishes between existing IP (background) and IP created during collaborations (foreground).
2. Non-exclusive Licensing: IAP partners receive non-exclusive, non-transferable licenses for foreground IP upon paying an entrance fee.
3. Flexible Scope: The scope of licenses depends on the partner’s contribution and technology needs.
4. Tiered Collaboration Levels: IMEC uses a tiered system (R0, R1, R1*, R2) to determine IP ownership and rights based on the level of collaboration.

Ensuring Long-term Success: The Dual Core/Dual Site Model

The course emphasized how IMEC ensures long-term success through its dual core/dual site orchestration model:

• Creating a structure that stimulates cooperation
• Ensuring value appropriation👉 Capturing value from intellectual assets through legal and strategic means. for all ecosystem partners
• Continuously attracting partners based on specific technological expertise

IP Strategies for Deep Tech Companies: The Dolby Case Study

To illustrate effective IP strategies for deep tech companies, the training presented a detailed case study on Dolby Laboratories. This study showcased how a company can leverage IP to build a strong brand👉 A distinctive identity that differentiates a product, service, or entity. and maintain market leadership over decades.

Find the case study of Dolby laboratories at the 📝𝗜𝗣 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗔𝗰𝗮𝗱𝗲𝗺𝘆 𝗕𝗹𝗼𝗴 👉 here

Dolby’s IP Strategy Evolution

The course traced Dolby’s IP strategy through several key stages:

1. Creation of a Licensing Program (1960s):
   • Decision to license technology rather than enter the consumer market directly
   • Creation of a technical quasi-standard through widespread licensing
   • Building brand value by ensuring all devices bore the “Dolby” trademark👉 A distinctive sign identifying goods or services from a specific source.
2. Partnering with Hollywood (1970s):
   • Strategic relationships with high-profile directors
   • Offering affordable technology and consulting to studios in exchange for trademark exposure
   • Generating income from cinemas requiring Dolby equipment
3. Updating the Licensing Model (1980s):
   • Adapting to the split between component producers and system integrators
   • Offering free licenses to component manufacturers with restrictions on supply
   • Charging royalties to integrators and collaborating on quality testing
4. Entering the Digital Realm (1990s):
   • Developing digital solutions compatible with analogue recordings
   • Creating compression technology for wide licensing as Dolby Digital
5. Interoperability👉 Systems' ability to exchange and use data seamlessly. and Standardization (2000s):
   • Joining technology standardization organizations
   • Participating in patent👉 A legal right granting exclusive control over an invention for a limited time. licensing pools

Practical Application: Crafting IP Strategies for Deep Tech Innovations

The training included a practical activity where participants applied the learned concepts to real-world scenarios. This exercise focused on developing IP strategies for deep tech innovations, emphasizing:

• Identifying key IP assets in deep tech projects: Deep tech projects often involve complex, multifaceted innovations that can yield multiple valuable IP assets. It’s crucial to systematically analyse all aspects of the technology, from core algorithms to novel manufacturing processes, to identify and prioritize the most strategically important IP assets that provide a competitive advantage.
• Determining appropriate protection methods (patents, trade secrets, etc.): Selecting the right protection method requires careful consideration of factors such as the nature of the innovation, its potential lifespan, and the competitive landscape. While patents offer strong legal protection and can be valuable for attracting investors, trade secrets may be more suitable for rapidly evolving technologies or processes that are difficult to reverse-engineer.
• Developing licensing strategies that balance protection with collaboration: Effective licensing strategies in deep tech must strike a delicate balance between safeguarding core IP and fostering collaborative innovation. This often involves tiered licensing models, where different levels of access are granted to partners based on their contributions and strategic importance, allowing companies to maintain control over key technologies while still benefiting from external expertise and resources.
• Navigating standardization and interoperability challenges: Deep tech companies must carefully navigate the complex landscape of industry standards and interoperability requirements to ensure their innovations can be widely adopted. This involves actively participating in standard-setting organizations, strategically contributing IP to standards when beneficial, and developing technologies that are compatible with existing ecosystems while still maintaining a competitive edge.

Conclusion: The Importance of Strategic IP Management in Deep Tech

The EIC-CEIPI IP training course of 2025 provided deep tech companies with invaluable insights into strategic IP management. By exploring various collaboration models, examining case studies like IMEC and Dolby, and engaging in practical exercises, participants gained a comprehensive understanding of how to leverage IP for innovation and growth.

Key takeaways for deep tech companies include:

1. The critical role of collaboration in accelerating innovation and sharing risks
2. The importance of tailored IP strategies that align with business goals
3. The value of flexible IP models in fostering ecosystem development
4. The need for continuous adaptation of IP strategies in response to technological and market changes

As the deep tech sector continues to evolve, the ability to effectively manage and leverage IP will remain a crucial factor in determining the success of innovative companies. The EIC’s commitment to providing such specialized training underscores the importance of IP in driving Europe’s technological leadership and economic growth.

Through initiatives like this training program, the EIC is not only funding innovation but also equipping deep tech companies with the knowledge and tools they need to protect their innovations, collaborate effectively, and scale their operations in an increasingly competitive global market.