Research-to-Market Translation
Research-to-Market Translation helps the founder or programme team complete a focused intervention on turning technical language into market use cases and customer value. Within University & Research Commercialisation, it turns a broad or uncertain area of the venture into a concrete Bertie work product that can be reviewed, improved and reused. The task is intentionally discrete: it should produce a specific artefact, decision, evidence item or risk signal rather than general learning notes.
Complete a focused intervention that advances Research-to-Market Translation. The objective is to remove ambiguity around turning technical language into market use cases and customer value, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.
Bertie or a programme manager assigns Research-to-Market Translation when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.
research asset; IP or publication status; research team; technology maturity; candidate applications; specific context for turning technical language into market use cases and customer value.
The founder establishes the explicit parameters and objectives for translating academic research into commercial propositions. They identify target IP boundaries, key technical breakthroughs, and the specific commercial ambiguity this translation exercise aims to resolve.
ObjectiveClarifying this scope establishes a rigorous boundary around the intellectual property to prevent unfocused market exploration. It aligns the founding team on the core commercial hypothesis, ensuring subsequent translation efforts target high-value market problems rather than interesting academic exercises.
What's expectedThe founder must document a clear scope statement detailing the specific IP or technology under review, the target sector, and the core commercial questions to be answered. This must include explicitly defined non-goals to avoid scope creep during customer discovery.
Open action arrow_forwardConsultant stress-test · 5 questions- 1.What specific commercial uncertainty forced you to initiate this translation exercise today rather than continuing basic technical development?
- 2.How have you defined the boundaries of the core IP to ensure you are not attempting to commercialise an overly broad research platform?
- 3.Why is this particular technical feature assumed to be the foundation of a viable market proposition?
- 4.What evidence demonstrates that your founding team shares an identical understanding of the core commercial objective?
- 5.How does setting this specific scope prevent you from chasing vanity use cases in tangential industries?
- A data-room asset titled Research-to-Market Translation
- A clear task output, updated venture DNA and recommended next action
- It should update the venture DNA with specific evidence or decisions about turning technical language into market use cases and customer value, create a visible milestone in the founder journey, and generate one or more recommended next tasks
Bertie co-pilot translates research language into commercial hypotheses, structures IP and application evidence, and recommends spinout, licence or discovery tasks. For this task, it should focus on turning technical language into market use cases and customer value, prompt the founder for missing inputs, draft or improve the output, flag weak assumptions, and record the result back into the relevant data-room section.
A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.