Venture

Science
Doctorate
Program Guide
2023/2024

March 2022 Private and Confidential DSV 2022

Contents

1. Overview 3. Year One

● Motivation ● Training Tiers

● Venture-led Research: ● MRes Curriculum
A Worked Example ● MRes Assessment
● Founder Training Program Overview
● Research Program Overview

2. Instructional Design 4. Years Two & Three

● Design Principles ● Optimising Research Productivity

● Learning Management and ● Sector Shapers Conference
Assessment ● Incorporating
● Defining Venture Scientists ● Doctoral Synthesis
● Pedagogy ● 2023 Case Study
● Digital Credentialing

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Overview
Motivation
Venture-led Research
Founder Training Overview
Research Program Workflow

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Motivation
Discovery and Innovation

Doctorates are not designed to generate new

science companies in deep tech.

The pursuit of new knowledge is core, with tech transfer

being, at best secondary, or accidental. Some, not all, PhD
students own the resulting IP. On completion, a small
proportion of PhD students spin-out / licence their research
findings as a new product or service.

Industrial PhDs are commonplace - focusing studies on

real-world application and impact in business - but the
outputs are at the product or service level, and necessarily
predefined or influenced by the sponsoring organisation.

Science-based entrepreneurship requires forward-looking

analyses of sector-specific opportunities at the outset.

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Motivation
Talent: Status Quo

Skills Retention

Doctoral studies are not designed to Universities are talent factories;

generate science entrepreneurs doctorates generate a continuous and
immediate talent pool for university (and
Meanwhile, universities and funders industrial R&D) laboratories, and sustain
are increasingly expecting academic their operation - training the senior
staff to demonstrate excellence and academics of the future and technical
engagement in impact and innovation industry leaders
activities, in addition to conducting
research and delivering education Yet most do not continue on an
academic path: 80% of science PhD
Globally, there is currently no formal, graduates switch to non-scientific
consistent pathway to create careers post graduation
academics where science
entrepreneurship is trained and
intrinsic

Admissions

Doctoral studies focus on a single

prerequisite, confining the candidate
type: proven intellectual ability within
the discipline(s)

There is no formal value placed on

entrepreneurial talent to join academic
teams, and no mechanism or point of
entry for them to do so

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Motivation
Talent: Venture Science Doctorate

Skills Retention

Experiential learning will be led by Every year the education system

graduates as they conduct research produces more science and technology
and build ventures. PhDs than the job market can match.

Training simulations can provide Empowering PhDs to employ their peers

realistic learning opportunities more in science companies could solve the
frequently than reality - accelerating root issue, dynamically targeting the
learning (see pg. 17). surplus of highly skilled PhD-holders to:

With experienced science founders as

Founding Supervisors alongside a. new innovation centers in the “left
Academic Supervisors, graduates will behind” states that need them for
enjoy the highest standards of science economic development
entrepreneurship training.
b. industrial crises that need their
solutions

Admissions c. technological frontiers in “DARPA

hard” research programs
We are growing the science and
technology workforce by addressing
recruitment biases and broadening its
appeal to underrepresented groups.

Training online, changing research

perceptions and mainstreaming deep
tech entrepreneurship, are some of the
democratizing factors we’re using to
advance inclusivity in PhD training and
deep tech.

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Venture-led Research
A worked example

Year 1: Familiarization

Clarissa Deshaun
Clean Energy Venture Scientist

Clarissa begins systematically developing a 10

year vision of the US clean energy sector. This
“Sector Architecture” maps the industrial
landscape today, reveals multiple opportunity
areas, describes commercial success and
failure criteria based on researched examples
in each area and the fundamental limits of
hydrogen production and battery chemistry.

She identifies hypothetical approaches in

synthetic biology ranked as “high importance”
or “low confidence” by DSV’s Outcomes
Graph, and takes accredited courses in
experimental design and biology lab work.

Through rounds of “fail-fast” experiments she

de-risks an approach to convert a toxic
fertilizer byproduct into hydrogen, a valuable
fuel. Her entrepreneurial mentor, put in place
by DSV, guides the selection of a lead
approach and she contacts internationally
leading research groups with her project
proposal.

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Venture-led Research
A worked example

Year 2: Invention Clarissa joins a leading biomanufacturing lab

at The Mayo Clinic Graduate School of
Biomedical Sciences and engineers a
competent bacterial strain but contaminants
in the real-world environment reduce
hydrogen yield and techno-economic
analysis reveals her original hydrogen capture
method is too expensive to be competitive in
the market. This constraint is added to DSV’s
graph for future researchers to tackle.

Limitations and new directions are considered

in a rigorous, DARPA-like forum composed of
academic and industrial specialists. The new
project is lab-matched through our network of
participating research institutes

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Venture-led Research
A worked example

Year 3: Incorporation

Clarissa works with an organic chemistry lab

at Imperial College London to create a
porous polymer capsule which protects
bacteria from contaminants and fixes
hydrogen. Her invention converts a leading
pollutant into a valuable fuel. By pursuing
real-world value, she identified novel,
fundamental research questions and a more
valuable market. She collaborates with
another VSD candidate with a process
Certification and Value Share
chemistry MSc and an Imperial College PhD
candidate studying high-throughput
directed bacterial evolution. Her venture will Having passed a critical viability threshold, a
produce polymers to enable synthetic venture partner prepares her for team building
biology in Agtech, Pharmaceuticals and and introduces inception-stage investors from
Clean Energy. At a bi-annual VSD DSV's database of 400+ science-centric funders.
Conference, she speaks to industry leaders In 3 years she has forged a community of
and investors in Clean Energy and presents interested parties around a market-ready
the challenges of innovating in her sectors technology.
to policy-makers.
Market and technical research summaries, logged
systematically via the Outcomes Graph, are now
readily collated into the final Synthesis.
Commercial and scientific learning rates were
continuously tracked using DSV’s proprietary
Outcomes and Talent Graphs; performance as
a founder, scientist, or consultant is accredited
with a VSD from Woolf University.

Upon graduating, all IP is transferred into a new

spinout giving collaborating host institutions (e.g.
Mayo Clinic and Imperial College London) and
sector-expert investors the opportunity to
co-invest.

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Founder Training Program

Overview

For academic year 1, a program of online and

in-person training has been planned.

Academic years 2 and 3 are dedicated to conducting

and commercializing research projects.

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Research Program
Overview

Graduates follow design principles to conduct research,

preparing impactful concepts for incorporation.

Year 1: Triage Research Modules

● identify opportunity areas in a ● Research: Tests +

Academic Supervisor
sector and approaches to
maximise value creation
● familiarise with experimental
protocols across fields
● learn how to design target
experiments
● conduct “constructive failure”
experiments to eliminate Elective Modules
impossible approaches and
● E.g. Chemical
validate remaining approaches
Experimental Design
with proof-of-principle datasets ● E.g. Natural Language
Processing
● E.g. Polymer Chemistry
Year 2: Testing ● Masters Synthesis
(Sector Architecture +
● combine protocols across Whitepaper)
fields
● (e.g. synth. bio. & robotics)
● characterization dataset

Year 3: Prototyping Learning Management

● Outcomes Graph
● generate proof-of-concept
● Talent Graph
dataset ● Founding Supervisor
● generate full prototype ● Research Prototyping +
Academic Supervisor

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Instructional Design
Design Principles
Learning Management
Defining Venture Scientists
Pedagogy
Digital Credentialing

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Design
Principles

Inclusive
traditional and intelligent recruitment approach to
increase diversity and volume of pipeline from the
outset; DSV has built a behavioural and technical
capability assessment framework, implemented in
software, that performs high-specificity searches
and returns prioritised candidates

Venture-led
starting from market need and desired societal
outcome instead of academic IP, with a vision of
technology need in their sector(s)

Experiential
venture scientists 'learn by doing’, nurturing a
visionary entrepreneurial mindset and building
their own sector-defining companies

Interdisciplinarity and diversity of thought

sector managers and experienced founders work
together with PhD candidates in mixed groups,
delivering entrepreneurial mentorship and
research supervision

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Learning Management
& Formative Assessment

The experiential learning of graduates will be facilitated through three relationships, two
virtual learning environments (VLEs) and an evaluation of the research candidates’ conduct.
The Outcomes Graph and Talent Graph will create learning record stores for research and
personal growth respectively. Continuous observation and support will lead to reliable
descriptions of learning patterns. Digital credentialing will convert different learning
experiences into founder, academic, industrial and consultant VSD awards.

VLE: Outcomes Graph Research: Prototyping

Where market and scientific research Designed to address a sector-specific societal
findings are systematically, logged in a outcome, this program of experiments resolves key
searchable database. In addition to raw uncertainties and defines techniques to be housed
findings, learning rates, focus, knowledge within the new technology. The research skills and
comprehensivity and connectivity are attitudes demonstrated here will contribute to the
stored and credentialed here. Talent Graph. A final report will summarize key
findings.
VLE: Talent Graph
Founding Supervisor
To lead in uncertain environments
graduates grow out of their A former founder specialising in innovation mapping
comfort-zones into “anti-fragile” founders for the graduate’s target sector. An entrepreneurial
and scientists. Capacities to seek clarity, supervisor paired with the graduate for the entire 3
generate energy, deepen resolve, years ensures ambitious research is commercially
increase productivity, demonstrate viable. Their feedback informs evaluations of
courage and develop influence are science entrepreneurship mastery.
monitored here.
Peer and Self Reflection
Academic Supervisors
Graduates will take responsibility for their learning
Expert in deep tech research, leading a and the learning of others. Through constructive
laboratory and pushing the graduate to self and peer critique, graduates will shift
develop their prototype with perspectives and nurture emotional intelligence.
gold-standard tests. Their feedback
informs evaluations of scientific mastery.

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Defining Venture
Scientists

Coding Learning
Outcomes by Trait Sense of Ambition
See pg.s 25-34 urgency
DU
Determination
DR
Based on the DSV founding
DA
analyst recruitment character-
istics, the MRes curriculum
Resilience
delivered in Year 1 contains 10
training modules delivering 68
learning outcomes designed to
equip graduates with the
knowledge, attitudes and skills of
elite venture creation talent.
Technical Commercial

ET
Expertise
EPS
EC
Problem
solving

Persuasion Concise
storytelling
MP
Magnetism
ME
MCS

Empathy

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Pedagogy
Accelerating Expertise

Conventional science entrepreneurship pedagogy is often overly

preoccupied with brainstorming and pitching to serve the
long-term needs of potential founders.

This may be an “assistance dilemma” where the desirable level of

difficulty that helps the learner advance is hard to define. Or
perhaps simplifying training makes its delivery and assessment
more manageable for instructors?

The perceptive graduate will find training environments where

they can become effective competitors for funding or a job in the
real world.

The instructor’s challenge is to produce outstanding, expert

practitioners. We can rise to this challenge by studying expert
deep tech entrepreneurs.

Novice Normal time to gain Expert Practitioner

Knowledge Model expertise: Years* Knowledge Model
ACTA time to gain expertise: Months

*Normal method to gain

expertise: Acquired
through lengthy,
unstructured learning
curves as demanding
tasks appear

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Pedagogy
Accelerating Expertise

Applied Cognitive Task Analysis (ACTA) is 3. Simple memorization produces knowledge shields,
used to design training programs based on points of inflexibility adhered to across
the operations that distinguish experts environments. By contrast, simulations develop
mastery in context, teaching candidates how to
from novices.
improvise as founders. Simulations also distribute
learning over a number of sessions, one of the most
1. Interviews of expert practitioners and novices
robust ways to promote lateral thinking and
are used to identify key differences in task
long-term retention.
execution, even tacit knowledge differences
that experts may not be aware of or cannot
articulate.
With ACTA, we can accelerate learning rates (2.)
2. Differences in expertise are used to build adaptability and long-term retention (3.). We can
high-fidelity training simulations (from apply our proven venture creation system at the
multiple choice tests to virtual reality) that graduate-level, to close gaps between graduates
can be practiced repeatedly. Training and experts.
simulations accelerate learning by exposing
novices to the tasks they must master, 10s to
100s of times more frequently than normal
environments.

Novice ACTA time to gain Expert Practitioner

Knowledge Model expertise: Months* Knowledge Model

*ACTA method to gain

40x expertise: Acquired
through simulations,
shortening learning
curves with repetitive
exposure to demanding
tasks

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Pedagogy
Social Learning Media

SLM apps like LoopMe convert emotion-laden experiences into

manageable information flows. Value creation includes exciting,
stressful and fulfilling social experiences that SLM can help
founders analyse and master.

Self-reflection, feedback and coaching are invaluable

components of action-based learning. These techniques can
now be applied in continuous learning cycles led by an
experienced founder.

Autonomous entrepreneurial habits of mind, like resilience, can

be enhanced in a graduate-specific manner with consistent
self-reflection.

Interpersonal entrepreneurial habits of mind such as persuasion

and vision can be enhanced by visualising, aggregating and
analysing emotion-laden learning data in trusting, one-to-one
mentoring relationships with experienced founders.

Inputs:
Pitches
Task Logging Applied
Emotion levels knowledge Outcomes:
Multimedia
e.g. Trait
Social flow
Emotional Resilience
Mini-approvals
events
Integrated chat Cold calls
Tag counters

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Digital
Credentialing

Many PhD programs today are “pass/fail”. Digital credentialing matches

certification to the occupations PhD-holders are most suited to. From elective
choices, to virtual environment engagement graduates will build rich learning
records through VSD that characterise working styles and strengths. Learning
records can be used to award different flavours of VSD certification.

synthesis .
talent
graph

Science Founder outcomes

graph .

electives

Industrial Scientist Hedge Fund Analyst

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Year One
MRes Training Tiers
Module Descriptions
Learning Outcomes
MRes Assessment

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TIER 1: FOUNDATIONAL

MRes in Venture Science:

Training Tiers

For year 1, training content will be viewed online while action-based

learning takes place in virtual and in-person workshops.

Module name ECTS Total student EQF level

workload (hrs)

Introduction to Venture Science 3 75 7

Narrative Design and Storytelling 3 75 7

High Performance Culture 3 75 7

Business Modelling 3 75 7

Introduction to Scoping 3 75 7
Sector-Specific

Scoping 1: Customer Development 3 75 7

Scoping 2: Academic Research and 3 75 7

Expert Interview

Scoping 3: Feasibility and 3 75 7

Technoeconomics

Complex Decision Making 3 75 7

Research: Tests (Theory, Practice, 3 75 7

Reflection)

30 total 750 total

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TIER 2: ELECTIVE

Electives personalise the research training experience,

broadening and deepening experimental research skills for
the graduate’s emerging technology.

Candidate’s options

Breadth

Experimental Design Technical Data Processing

Biological Confocal and Data Science Image Analysis

Experimental Design Spectroscopic
Imaging

Chemical Synthetic Machine Learning Coding

Depth

Experimental Design Biology and Deep Learning

Physical Polymer Natural Language Statistical

Experimental Design Chemistry Processing analysis

Computational Product Software Brand

experiment automation Design development Storytelling

Candidate’s choices

Elective name ECTS Total student EQF level

workload (hrs)

Chemical Experimental Design 10 250 7

Natural Language Processing 10 250 7

Polymer Chemistry 10 250 7

30 total 750 total

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TIER 3: PROJECT

Written assessments (see pg.s 35 and 36) will compare the

breadth of technological approaches identified and the
depth of their design, including technical, industrial and
political constraints.

Project name ECTS Total student EQF level

workload (hrs)

Masters Synthesis (Sector 30 750 7

Architecture + Whitepaper)

30 total 750 total

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MRes in Venture Science:

Curriculum

Year 1

TIER 1: FOUNDATIONAL TIER 2: ELECTIVE TIER 3: PROJECT

1. Introduction to Venture Science 11. e.g. Chemical 14. 14. Masters

2. Narrative Design and Storytelling Experimental Design Synthesis (Sector
3. High Performance Culture 12. e.g. Natural Architecture +
4. Sector-Specific Business Modelling Language Whitepaper)
5. Introduction to Scoping Processing
6. Scoping 1: Customer Development 13. e.g . Polymer 750 hrs
7. Scoping 2: Academic Research and Chemistry
Expert Interview
8. Scoping 3: Feasibility and 250 hrs each
Technoeconomics
9. Complex Decision Making
10. Research: Tests (Theory, Practice,
Reflection)

75 hrs each 2250 hrs total

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IVS NDS
Introduction to Narrative Design
Venture Science and Storytelling

Description Description

To train more individuals capable of Concise, compelling storytelling is a

developing and combining research into powerful tool for enhancing personal
new concepts and products, and running performance, sense-making of
with them - we must give graduates clear scientific datasets and inspiring
insights into the rigorous and fulfilling collective action. Contextualising and
journey of today’s deep tech founders. By communicating the overarching
analysing investment opportunities with mission, the hypotheses and the results
science-focused VC firms graduates will will make our venture scientists
understand investment criteria. By charismatic and coachable. Graduates
interviewing failed and successful will use their words wisely to bring key
founders, graduates will extrapolate a stakeholders into their venture creation
common set of drivers, milestones and story, and together they will bring the
attitudes that describe deep tech story to life. This module will focus on
entrepreneurship. This understanding will the cutting edge of praxis in storytelling
aid graduates in defining their own including multiple opportunities to
motivations and honing in on professional speak in front of live audiences.
growth opportunities as they transform
into world-class Venture Scientists.

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IVS NDS
Introduction to Narrative Design
Venture Science and Storytelling

Learning Outcomes Learning Outcomes

✓ [ID0] knows which science founders ✓ [MCS1] comfortable in public speaking: non
they identify with by understanding technical audiences e.g. TED SKILL
their motivations, aspirations, ✓ [MCS2] speaks eloquently i.e. using
common challenges and working emphasis, pauses, pacing and captivates
styles KNOWLEDGE interest (including after it's been lost) SKILL
✓ [ID1] understands their motivations, ✓ [MCS4] is able to communicate complex
aspirations, challenges they may face technical topics in simple terms without loss
during science entrepreneurship and of accuracy SKILL
working styles they may employ ✓ [MCS3] picks out only the most relevant
KNOWLEDGE information when making a point/answering a
✓ [ID2] sees specific examples of question/ pitching a concept SKILL
getting people/deals over the line e.g. ✓ [DR7] masters steep learning curves in
from BD, Sales, Fundraising or/and relatively short timeframes despite the
Recruitment, including difficulty of the subject matter e.g. a new
strategies/techniques KNOWLEDGE technical field/new industry/job SKILL
✓ [ME2] can put aside their own ✓ [MP4] listens attentively: does not
viewpoint and see things from the interrupt/talk over when you talk or tries to
other person's perspective ATTITUDE finish your sentences, does not offer advice
✓ [ME3] shows genuine attentiveness too soon, retains eye contact, demonstrates
to others e.g. asks about personal their understanding of what you've said (e.g.
experiences/interests, offers useful by paraphrasing) SKILL
advice/resources (without being ✓ [MP5] asks a lot of questions to understand
asked), recaptures attention your position, drivers, views. Leads to ability
ATTITUDE to identify win-wins. SKILL
✓ [ME4] knows what common ✓ [MP3] conveys sincerity; talks from personal
early-stage team pitfalls are and how experience - doesn't shy away from talking
to avoid/deal with them SKILL about personal matters and what they're
✓ [ME1] has demonstrated saying match their facial expressions SKILL
individual/team-centric leadership ✓ [DA5] writes outcomes-oriented stories i.e.
through group scoping, coaching, addresses “what are we/ is society trying to
volunteering SKILL achieve?” and “how does that translate into
specific goals and outcomes? SKILL

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HPC SBM
High Performance Culture Sector-specific
business modelling

Description Description

To lead in uncertain environments, The relationships between customers,

participants will learn to interpret key manufacturers and distributors will be
relationships between personality, as important to deep tech ventures as
habit-formation and performance. They their core technology. Graduates will
will understand how to seek clarity, begin with the principles of rigorous
generate energy, deepen resolve, business model design, they will
measure and increase productivity, progress to understand these
demonstrate courage and develop relationships within the confines of the
influence. These six practices create a industrial niches they target. Their
matrix for adapting beyond the commercial hypotheses will test new
individual’s “natural” strengths to create sources of competitive advantage in
“antifragile” organisations which value creation.
strengthen under pressure.

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HPC SBM
High Performance Culture Sector-specific
business modelling

Learning Outcomes Learning Outcomes

✓ [DA0] understands the process of ✓ [EC1] knows how industries are structured
exceeding expectations / setting big goals (how they evolve, key drivers, key
(for themselves) and achieving unlikely stakeholders) KNOWLEDGE
outcomes - as a function of exposure to ✓ [EC7] knows core principles of creating
the topic, deliberate practice, and and capturing value (making money) within
guidance KNOWLEDGE a given sector or sub-sector KNOWLEDGE
✓ [DA2] has [unreasonably] large goals ✓ [EC2] knows how to map relevant
(compared to what's typical for their landscapes e.g. patient/legislative/
area/field) and knows what outcome they regulatory/gov funding KNOWLEDGE
want to achieve ATTITUDE ✓ [EC0] Knows many (10) business models
✓ [DA1] achieves unlikely outcomes in the and can apply them to best use cases
pursuit of their goals e.g. generates KNOWLEDGE
high-risk approaches from scoping, ✓ [EC3] knows what large, sector-specific
completes research projects in a timely incumbent firms look for at the early-stage
and rigorous manner, made a discovery partnership level: how to approach, with
that could change the whole field what VP and different strategies for
ATTITUDE converting deals KNOWLEDGE
✓ [DR3] when under pressure - doesn't get ✓ [EC4] knows how to find the right
nervous or stressed - doesn't lose people/groups to target within key
composure, actually enjoys being organisations KNOWLEDGE
challenged ATTITUDE
✓ [DR4] routinely demonstrates positive
thinking and removes automatic negative
thoughts ATTITUDE
✓ [DR6] identifies gaps in their own
understanding, own strengths and
weaknesses, maintains honest
assessment of expertise ATTITUDE
✓ [DR5] catalogues 5 instances of
self-improvement and self-challenge that
requires getting out of one's comfort zone
e.g. developing a characteristic (like
confidence, persuasion, ambition) SKILL

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IS S1
Introduction to Scoping Customer Development

Description Description

Science entrepreneurship is qualitatively The needs, preferences and norms of

distinct from software (e.g. lean startup). customers represent a changing
In this context, forward-looking analysis landscape that must be navigated by
of sector-scale opportunities becomes new science companies during ideation
more important than customer and routinely assessed
development or the urgent unmet needs post-incorporation. Entrepreneurial
of the status quo. The required approach habits of mind, like curiosity and
is more akin to design-led openness will lead to authentic and
super-forecasting. Graduates will use our insightful customer biographies. With
optimised market research framework, measured use of conversational probes
develop commercial and technical graduates will draw more precise
hypotheses (value capture economics, inferences on the current state of their
freedom to operate, defensibility) in target sector and systematically deduce
parallel. By focusing on the interplay a 5-15 year vision of what the sector
between market, business model, ought to become.
technology and scale-strategy they will
learn about the specific requirements for
venture success regarding their chosen
outcome.

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IS S1
Introduction to Scoping Customer Development

Learning Outcomes Learning Outcomes

✓ [ET0] understands how to define the state ✓ [EC1] knows industry structure: how it has
of the art using literature review, and evolved, key drivers, key stakeholders
academic and industrialist interviews KNOWLEDGE
KNOWLEDGE ✓ [EC2] knows relevant landscapes e.g.
✓ [ET1] explains the state of the art in this patient/legislative/ regulatory/gov funding
space and can discuss the potential as KNOWLEDGE
well as limitations KNOWLEDGE ✓ [EC3] knows what OA/Sector-specific
✓ [ET2&3] identifies gaps in early-stage investors look for at
industrial/academic understanding, pre-seed/seed: how to construct the right
identifies specific technical/scientific milestones and how much to raise
thresholds and limits (i.e. constraints) (de-risking) KNOWLEDGE
KNOWLEDGE ✓ [EC6] knows how to find the right
✓ [ET0] hypothetically tests and resolves early-stage investors to target within the
technology development roadmap OA/Sector KNOWLEDGE
uncertainties KNOWLEDGE ✓ [DA5] conducts outcomes-oriented
✓ [ET4] maps technology development customer development scoping "what am I
roadmap that they can then execute trying to achieve?", “how does that
despite uncertainty KNOWLEDGE translate into specific goals and outcomes?
ATTITUDE
✓ [DA2] has [unreasonably] large goals
(compared to what's typical for their
area/field) and generated valid technical
next steps for the desired outcome
ATTITUDE
✓ [DA1] exceeds their own expectations and
achieves unlikely outcomes e.g. generates
high-risk approaches from scoping,
completes research projects in a timely and
rigorous manner, secured a high profile hire,
made a discovery that changed the whole
field ATTITUDE

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S2 S3
Academic Research Feasibility and
and Expert Interview Technoeconomics

Description Description

“The literature” is cited as a source of Clear knowledge of the physical,

truth across all technical domains. economic and socio-political
Standardised approaches to aggregating constraints encumbering technology
and critically reading academic literature development will define the journeys of
will encourage a common intellectual graduates towards viable inventions.
language graduates can speak across Like a good puzzle, inventive creativity
academic fields. Graduates will gain will be stimulated by a robust map of
fluency in interview techniques that feasibility constraints and constraint
serve their rapid communication with a interconnectivity, paired with reliable
diverse community of academic and strategies for navigating constraints
industry experts. Their path to from first principles. In this module
galvanising collective action begins here, graduates will determine technological,
listening to the collective and commercial and science policy
sense-making to build a broad innovations needed to overcome
understanding of technologies and precisely-defined boundaries and
business models in the sector from produce their market-ready
status quo to state of the art. technologies.

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S2 S3
Academic Research Feasibility and
and Expert Interview Technoeconomics

Learning Outcomes Learning Outcomes

✓ [ET5] can discuss state of the art, across ✓ [EC0] conducts rigorous outcome-centric
three or more areas KNOWLEDGE technoeconomic analysis SKILL
✓ [ET6] draws from and compares principles ✓ [EC0] has conducted technoeconomic
across multiple fields SKILL analysis at the forefront of innovation in
✓ [DU3] has a clear rationale for their their field, with [outcomes-orientated]
chosen opportunity and how it fits with findings that challenge norms of publication
their broader goals and ambitions and practice KNOWLEDGE
ATTITUDE ✓ [DA0] understands how to accelerate
✓ [DA5] conducts outcomes-oriented technoeconomic analysis to exceed
academic research by focusing on the expectations and set more ambitious goals
questions "what am I trying to achieve?", - as a function of industry exposure
“how does that translate into specific KNOWLEDGE
goals and outcomes? ATTITUDE ✓ [DR1] demonstrates persistence despite
✓ [DA2] has [unreasonably] large goals setbacks, failure or difficulty to achieve
(compared to what's typical for their technoeconmoic analysis goals ATTITUDE
area/field) and generated valid technical ✓ [DR2] for a given technoeconomic
next steps for the desired outcome challenge, can identify an opportunity
ATTITUDE without being prompted to do so
✓ [DR2] for a given technical challenge(s) ATTITUDE
can identify an opportunity without being
prompted to do so ATTITUDE
✓ [ET0] designed experiments for technical
next steps (quantity vs. novelty) and
fielded academic feedback SKILL
✓ [DR1] demonstrates persistence despite
setbacks, failure or difficulty to achieve
goal/s ATTITUDE

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 VENTURE SCIENCE DOCTORATE

CDM R:T
Complex Decision Making Research: Tests

Description Description

In a complex decision-making situation In line with DARPA’s innovation protocol a

there is no obviously correct choice, hypothesis with collective support should
instead there are multiple answers that proceed to scientific tests at a moderate
warrant further experimentation before scale. Graduates will do likewise,
deciding on a single approach. The tools conducting their own preliminary tests to
for navigating complexity will guide ensure their proposed technology is not
technology development projects impossible to create, capable of generating
through interdisciplinary research, commercial value and not impossible at
interpersonal team dynamics, consumer scale. Experimentation will present
value propositions and societal opportunities to practice experimental
outcomes. Graduates will steer through design and high performance habits that
a sea of potential discoveries and deals will accelerate their learning rates and their
to chart a course towards a meaningful ability to lead a research team, ultimately
destination. proceeding to more thorough technology
prototyping research projects.

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 VENTURE SCIENCE DOCTORATE

CDM R:T
Complex Decision Making Research: Tests

Learning Outcomes Learning Outcomes

✓ EPS0] shows understanding of strengths, ✓ [DU1] actively seeks and considers

cognitive biases and bias-relieving opportunities in their technical space
remedies for different problem-solver ATTITUDE
profiles SKILL ✓ [DU2] has thought about key bottlenecks in
✓ [EPS1] identifies abstract principles and this space and possible ways of
fundamental limits that govern the intervention/alternative approaches to the
technoeconomic space (as opposed to status quo ATTITUDE
shared beliefs/mental barriers) SKILL ✓ [DU4] demonstrates a keen work ethic and
✓ [EPS2] understands well-structured forms opinions about the opportunity
approaches to complex decision making ATTITUDE
such as the Absolute/Relative/Exploration/ ✓ [DU5] demonstrates focus i.e. confidently
Exploitation/Analysis framework SKILL selects the most important uncertainties to
✓ [EPS3] can conceive novel, radical focus on, drops the rest SKILL
outcomes SKILL ✓ [DR3] when under pressure - doesn't get
✓ [EPS0] can analyse decision making from nervous or stressed - doesn't lose
specific examples of commercial composure, actually enjoys being
fundraising, sales and recruitment SKILL challenged ATTITUDE
✓ [DA4] venture creation decision making ✓ [DR4] routinely demonstrates positive
primarily driven by massive positive impact thinking and removes automatic negative
ATTITUDE thoughts ATTITUDE
✓ [DR7] masters steep learning curves in
relatively short timeframes despite the
difficulty of the subject matter e.g. a new
technical field/industry/job SKILL

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 VENTURE SCIENCE DOCTORATE

MRes
Assessment: 1

At the end of year 1, results will be submitted as a two-part

Year 1
Masters Synthesis comprising:

a. a Sector Architecture - an exposition of market and

scientific research methods and findings. A Sector
Architecture describes the research design processes
known as Scoping.
b. a concise, science policy whitepaper.

Sector Architecture
This 30 pg. document will describe and discuss the venture
scientist’s contribution to industrial landscaping and academic
research in the sector they seek to advance.

The introduction (6pg.s) will describe failed attempts to

achieve the outcome and requirements of a successful
solution. It will review the technical and economic
underpinnings of failure and success factors identified.

The body (20 pg.s) will describe which commercial success

and failure factors have been discovered, how much they
impact companies and how much of the target industry they
impact. Commercial and technical capabilities that may be
used to achieve the target outcome will be comprehensively
analyzed in terms of possibility and feasibility. Collections of
technical and commercial capabilities will be used to form
Approaches. Approaches will be subjected to a structured
triage informed by the sector-specific success and failure
factors identified, and more general investment criteria.

The conclusion (4 pg.s) will summarize core findings and

describe areas for future research.

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 VENTURE SCIENCE DOCTORATE

MRes
Assessment: 2

Science Policy Whitepaper Year 1

A brief, 9 pg., summary of the policies and norms

that constrain innovation, based on the venture
creation experiences of the venture scientist, the
consensus of their customer research, their
engagement with industrial stakeholders and the
scientific literature. The whitepaper will speak to
current political mandates and seek to stimulate
bipartisan support using the following format:
executive summary, challenge and opportunity, plan
of action and conclusion.

Scoping (IS, S1, S2 and S3) and, Narrative Design

and Storytelling learning outcomes will be assessed
using these written tasks, in addition to learning
records built up in virtual learning environments.

Assessments conducted throughout year 1 will

determine if an MSc by Research (MRes) in Venture
Science is awarded. MRes awardees will progress to
research projects in year 2, having designed primary
and secondary research projects targeting a desired,
sector-specific societal outcome.

March 2022 Private and Confidential DSV 2022

Years Two & Three
Optimising Research Productivity
Sector Shapers Conference
Incorporating
Doctoral Synthesis
2023 Case Study

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 VENTURE SCIENCE DOCTORATE

Optimising
Research Productivity

Academic research conducted is mainly influenced

by a) probability of publishing a paper and; b) the All Years
equipment and expertise of the lab leader. Improving
productivity takes time and frameworks that many
labs don’t have.

VSD is designed to solve societal problems. Venture

scientists will be motivated and trained to maximise
productivity and proceed to incorporation.

Conventional VSD

Individual research projects must often be 10 or more research projects will be designed,
devised with less than 2 months of full filtered for feasibility and subjected to
time input during grant writing, or selected preliminary lab work, over 12 months, with
as interesting off-shoots of established supervision.
research projects.
Project management and experimental design
Research projects are pursued in series training received in year 1, further expedites
and in a process of random walks as one progress against research aims. Simulation
project fails and a new avenue is explored. and automation are implemented wherever
Experimental design develops through trial possible and research strategies are designed
and error, sometimes with input from the with contingencies and fall-back plans in case
research team. of failure.

Principal investigators can underestimate Research projects are scrutinized by DARPA-

the time required to complete research style “Edge Forums” where industrial experts
projects, equally, they may be willing to and academics select projects suited to the
use months of graduate-time resolving 24 month timeframe. Ambitious projects
queries for a publication. parallelise workflows across research teams.

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Sector Shapers Conference

Every 2 years, innovation ecosystem stakeholders

working in health, agriculture, climate and Year 2
computation will be invited to commit to 20-year
goals for their industries and weaken systemic
barriers to CELS innovation.

Venture scientists will draw on their broad customer

development and ambitious, primary research to bring
valuable insights to the conversation.

In their exchanges with science policy makers,

industry leaders, and academic researchers, venture
scientists will build valuable self-reinforcing coalitions
around their emerging science companies. They will
identify advisory board members and strategic
partners through these challenge-driven
communities.

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Incorporating

With a working prototype and a valid

route to market in place, graduates can Year 3
attract a team and investment fit for the
opportunity they’ve created.

Co-founders are recruited based on

their industrial knowledge and technical
proficiency to compliment existing
founding team members.

A venture partner prepares graduates

for team building and introduces
inception-stage investors from DSV's
database of 400+ science-centric
funders.

March 2022 Private and Confidential DSV 2022

 VENTURE SCIENCE DOCTORATE

Doctoral
Synthesis

A Masters Synthesis, summarized year 1 and

combined with virtual learning records stores. All Years
At the end of year 2 and year 3, the results of
further scoping and laboratory research are
used to expand on these documents. The
expanded Sector Architecture now contains
substantial, original research and describes an
attractive investment proposition, submitted for
a doctoral degree award decision with these
chapters:

a. Technical Research Summary

50 pg.s
Background literature and primary scientific
research findings summarized.

b. Investment Memo
6 pg.s
Presenting pertinent and sufficient information
for investors to value the business.

c. Science Policy Whitepaper

14 pg.s
A summary of the regulatory environment
surrounding the process of invention, in a given
sector. Barriers to innovation and recommended
actions will be included.
See pg. 36

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2023
Case Study

Driven to improve the healthcare system

All Years
Paired with entrepreneurial supervisor - former founder
specialising in healthcare innovation mapping

Uses sector mapping and experimentation to design a

pioneering medical device, defining a new market

Helena Rodriguez

Healthcare Venture Scientist

Builds founding
team and raises Deeptech supervisor pushes to test
seed investment medical device with patients

Enjoys founder coaching: develops

personal productivity and team
leadership skills

Gathers industrialists, academics and

policymakers through customer
development, forums and conferences

Creates 5 high skill

R&D jobs across 2
continents

March 2022 Private and Confidential DSV 2022

 Contact
Dr. Thane Campbell,
Associate for Doctoral
Training

[email protected]
www.deepscienceventures.com

March 2022 Private and Confidential DSV 2022