Universitat Internacional de Catalunya

Entrepreneurship and Innovation

Entrepreneurship and Innovation
3
13497
3
First semester
OB
FROM RESEARCH TO THE PATIENT: TRANSFER AND INNOVATION
Main language of instruction: Spanish

Other languages of instruction: Catalan, English

Teaching staff


Dra. HERNÁNDEZ ORTEGA, Sara - shernandez@uic.es

Other lecturers: Maria Fernández (mfernandezal@uic.es)

Questions will be resolved before or after class. To resolve non-face-to-face questions, this will be done by videoconference.

 

Introduction

This course provides an applied perspective on entrepreneurship and innovation in the healthcare sector, focusing on how ideas emerging from biomedical research can become real-world solutions. It covers key development stages in biotech, medtech, and digital health, alongside support ecosystems, funding, regulation, and business models.

In addition, the course contributes to the Sustainable Development Goals (SDGs) of the 2030 Agenda, particularly SDGs 3, 9, 10, 12, and 17, through the promotion of health, people’s well-being, biomedical innovation, social equity, transparency in results, and strategic partnerships for scientific and social progress.

Pre-course requirements


It is recommended to have passed Introduction to the Biomedical Company (2nd year).

Objectives

The course objectives will enable students to:

  • Understand the full healthcare innovation cycle, from idea to market.

  • Identify entrepreneurship opportunities in biotech, medtech, and digital health.

  • Learn about key stakeholders, resources, and regulatory frameworks in biomedical innovation.

  • Apply practical tools to develop and validate innovative health projects.

Competences/Learning outcomes of the degree programme

  • CN13 - Identify the different fields and dynamics of a biomedical company, as well as the stages in the process of the transfer of basic knowledge to a product, technology or service and the methods for entrepreneurship and innovation that facilitate the stages of knowledge transfer.
  • CP05 - Apply biological foundations in the search for practical solutions to health problems, following ethical standards and scientific rigour and respecting fundamental equal rights between men and women, and the promotion of human rights and the values inherent in a peaceful society of democratic values that includes inclusive, non-discriminatory language without stereotypes.

Learning outcomes of the subject

Upon completing the course, students should be able to:
● Understand entrepreneurship strategies, including the use of business plans as working tools, and the role of bioincubators in knowledge transfer.
● Recognize the basic processes for creating companies in the academic environment (spin-offs), as well as the tools needed to manage them effectively.
● Describe the basic principles of business finance.
● Explain the basic principles of marketing, with special emphasis on product development processes.
● Define the basic principles governing startup law.

Syllabus

I. Introduction to Entrepreneurship and Innovation in Health

  1. Definition and relevance of entrepreneurship in biomedicine

  2. Innovation in pharma/biotech, medtech and digital health: similarities and differences

  3. Life cycle of a biomedical project: from research to market

  4. Key players in the health innovation ecosystem

II. Generation and Validation of a Biomedical Innovation Idea

  1. Identifying problems and opportunities in scientific research

  2. From lab to real-world application: assessing translational potential

  3. Differences in opportunity identification across pharma/biotech, medtech and digital health

  4. Initial validation: preclinical studies, proof of concept, and technical feasibility

III. Developing a Biomedical Project: From Science to Product

  1. Development roadmap by sector:

    • Pharma/Biotech: drug development and advanced therapies (preclinical and clinical trials)

    • Medtech: prototyping, safety testing, and certifications

    • Digital Health: software development, interoperability, and clinical validation

  2. Intellectual property and innovation protection

    • Patent and copyright strategies

    • Licensing and technology transfer agreements

  3. Regulation and compliance by sector

    • FDA, EMA and other regulatory bodies

    • ISO standards and medical certifications

IV. Business Models and Commercial Strategies in Biomedicine

  1. Business models in pharma/biotech, medtech and digital health

  2. Monetization and market access strategies

    • Licensing vs. internal development

    • Partnerships with pharma or tech companies

    • Reimbursement and outcome-based payment models

  3. Market validation and go-to-market testing

    • Clinical adoption studies

    • Building user networks and early adopters

V. Funding and Venture Development in Health Innovation

  1. Funding sources for innovation projects

    • Grants and public funding

    • Venture capital, business angels, and corporate VC

    • Sector-specific funding models:

      • Pharma/Biotech: development deals, large investment rounds

      • Medtech: funding for prototyping and certification

      • Digital Health: staged funding and SaaS models

  2. Investment strategies and market exit planning

VI. Scaling and Growth of Healthcare Startups

  1. Growth strategies by sector

    • Expansion in pharma and biotech markets

    • Growth of medtech startups and clinical validation

    • Scalability in digital health and adoption in health systems

  2. Internationalization and access to global markets

  3. Strategic partnerships and collaboration with corporates

Teaching and learning activities

In person



1. Lectures – 20 hours: Faculty members share their knowledge in a classroom setting with the entire group of students.
2. Case Study Method (CM) – 10 hours: Students, in groups, solve clinical cases provided to them that day by the faculty. In the classroom, students present their conclusions with the active participation of the faculty, who can introduce new concepts whenever necessary.

Evaluation systems and criteria

In person



1) Students in the first call:

  • Case method resolution: 40%
  • Final project presentation: 60%

The teaching staff reserves the right to add up to 10% to the final grade based on subjective criteria such as involvement, participation, respect for basic rules, etc.

2) Students in the second or later calls:

  • Case method resolution: 40% (carried over from the previous call)
  • Final project presentation: 60%

The continuous assessment grade (case methods) will be retained from the first call, although students may choose to attend class again and obtain a new grade in the third or fifth call. The final project grade will NOT be retained and must be redone and defended for each failed attempt.

General points to consider regarding the evaluation system:

  1. To calculate the average, a minimum score of 5 must be obtained in the final project.

  2. Attendance to case method sessions is NOT mandatory. If a student does not attend, the grade for that session will be 0.

  3. Attendance to case method sessions is optional. The average will be calculated proportionally based on evaluated cases. Unjustified absences will be graded as 0.

  4. When awarding honors distinctions, special consideration will be given to participation in the various methodologies of the subject, as well as respect for basic rules.

  5. Improper use of electronic devices such as mobile phones, tablets, or laptops may result in expulsion from class. Improper use includes recording and sharing images or audio of students or instructors during sessions, as well as using devices for non-educational or entertainment purposes.

Bibliography and resources

  • Shimasaki, C. D. (2014) – Biotechnology Entrepreneurship: Starting, Managing, and Leading Biotech Companies. Academic Press.

  • Wong, V. & Apfel, R. (2017) – MedTech Innovation and Entrepreneurship. CRC Press.

  • Robbins-Roth, C. (2001) – From Alchemy to IPO: The Business of Biotechnology. Perseus Publishing.

  • Blank, S. (2020) – The Startup Owner’s Manual: The Step-by-Step Guide for Building a Great Company. Wiley.

Evaluation period

E: exam date | R: revision date | 1: first session | 2: second session:
  • E2 18/06/2026 A16 16:00h
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