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Commercialising Science and Technology-enabled Innovation


All firms based on science and technology-enabled innovation, including early stage and high-growth firms, need to recognise how far they have travelled already along the ‘maturity curve’. This can provide powerful insights in terms of future trajectory and the resources required, disaggregated into the key change drivers or vectors, to enable better decision-making by leaders of these firms.

The biggest challenges faced by firms are around Chasm II, where the key vectors concern the synthesis and precise definition of the product or service and the associated business model and metrics.

The success of science and technology firms can depend on the ‘intervention’ support available on their journeys. Intervention agencies, including technology transfer offices, incubators, accelerators, and national innovation agencies, need to understand more precisely how they can impact the trajectory of an idea or firm: in particular they need to improve the range and quality of their interventions.

Leaders of large established firms face major challenges in how they grow top-line revenues as they pursue the elusive ‘holy grail’ of corporate innovation. Responding to this challenge requires market insights, strategic clarity, and the ability to execute the right blend of build, buy or partnering strategies.  

We group our services into three areas: Insight, Strategy and Execution.


We provide a range of services designed to provide insights into market spaces, technologies, new propositions and funding and investment challenges. We can provide bespoke confidential services to our clients designed to enable fresh strategic thinking. We provide an online open resource which contains research, analysis and commentary on key developments, called Catalyzt. We provide an open online environment, RiffStream#, which captures the outputs of high-intensity interactions and debates curated by Cartezia and its partners across a range of market spaces and enabling technologies.


Commercialisation strategy needs to start with a clear understanding of strategic ecology: understanding the overall commercial environment and the key drivers is critical when assessing the position and trajectory of a firm.  Our strategic ecology is based on twelve key commercialisation vectors. We provide bespoke strategic advisory services to clients based on this strategic ecology.


We provide a range of execution support services to our clients, all based on the Catalyzt Workbench, which incorporates a range of tools designed to support and accelerate commercialisation journeys in a more structured way. The Workbench and tools can be used by firms of different size and maturity to guide their growth.

The Workbench can be used by different players to understand their current status and positions, to evaluate their options, and to make decisions which affect their future trajectories. These players include early-stage firms, high-growth firms, larger established firms, intervention agencies, service providers, investors and policymakers.

11 Jan 2017