Portfolio
A sample of our previous work that you may filter according to service:
Challenge:
The Wildlife Trusts in Wales sought to re-introduce beavers some 500 years after their regional extinction. To maximise the chances of successful re-introduction, they identified an urgent need to create a monitoring programme that could rely on citizen scientists from across the country to willingly undertake meaningful reporting. To achieve this, they needed a partner with experience and expertise in
(1) science and scientific best practice (including zoology and ecology);
(2) design and implementation of monitoring programmes to be run at scale by volunteer, lay participants; and
(3) creation of engaging, tractable and appealing digital assets (including interactive web resources, apps, dynamic offline documents, databases, and videos); and
(4) the ability to closely replicate these materials in both English and Welsh.
Oxford Oracle was selected to achieve the required outcomes.
The Oracle's Solution:
The Oracle assembled fellows who were experts in zoology, the public understanding of science, and biologists who were fluently bilingual in Welsh and English. Working with the Welsh Wildlife Trusts and Cofnod (the North Wales Environmental Records Centre), a reliable and simple process for recording beaver sightings via either smartphone apps or a simple web form was agreed. Electronic documents including "Spot a Beaver", "Wildlife Facilitated by Beavers" and "Report a Beaver Sighting" were produced via iterative consultation with key stakeholders and, finally, explanatory videos were created to promote easy adoption of the biological guides and reporting advice.
Consequential Impact:
The citizen science toolkit has been successfully deployed and the monitoring programme is an ongoing success. The client reports that the programme instituted with the Oracle is considered innovative and has enjoyed success beyond expectation. The procedures are to be ...
Challenge:
A multinational corporation with considerable resources sought to diversify away from its traditional focus upon selling cigarettes and other tobacco-based products into selling non-combustible nicotine-based solutions and other consumer products. As a key element of this initiative, Oxford Oracle was asked to provide its Marketing and Human Resources teams in both the UK and the US with professional development in innovation.
The Oracle's Solution:
The Oracle commenced this project by undertaking an interview-based scoping exercise with key stakeholders within the organisation to understand their current familiarity with innovation processes, intellectual property, R&D, and legal and practical routes for protecting proprietary materials. Subsequently, detailed four-day workshops were held face-to-face in both the UK and the US. The following key topics were covered and investigated in detail:
| Innovation Capture | Innovation Roadmapping | Innovation Champions |
| Intellectual Property Rights | Freedom to Operate Exercises | Market Assessments |
| Open Innovation | Cross-Licensing | Portfolio Management |
Action plans for immediate and ongoing execution were created by participants during the workshop and, over the ensuing 12 months, these innovation professionals enjoyed routine access to designated mentors within the Oracle.
Consequential Impact:
Recipients of the professional development and mentorship rated these as excellent (4.8/5) and, perhaps unsurprisingly, reported that the most critical sessions were those in which they created timebound action plans to implement their newly acquired skills and knowledge. Both mid-term and longer term surveys indicate that the information embedded during the Oracle’s sessions has led to positive changes in organisational processes, to recruitment attitudes and outcomes, to innovation management, to R&D priorities and, indeed, to the products which are now at market.
...Challenge:
The intellectual property (IP) unit of an inter-governmental organisation in the agriculture sector sought to improve its internal processes and augment its staff base to cope with the expanding requirement to assess new and novel technologies whilst rationalising an extremely large IP portfolio.
The Oracle's Solution:
Four fellows from a cross-section of relevant scientific disciplines were assigned as named contacts for key staff within the client's IP unit. This enabled the formation of a buddy system which meant that buddies from each organisation met physically or virtually at least three times a week over a ten-month period. The four key fellows worked with other colleagues within the Oracle to design innovation assessment frameworks and establish tractable systems for innovation capture, maintaining and rationalising IP portfolios, and selling and assigning IP rights. Mentorship was provided to both buddies within the IP Unit as well as to other client colleagues on demand. A recruitment exercise was conducted by the Oracle and three new staff members were subsequently appointed by the client.
Consequential Impact:
The mentorship provided by Oxford Oracle allowed the IP Unit to quickly develop knowledge and experience which facilitated improved organisational efficiencies. For example, the number of pipeline innovations evaluated each month more than doubled over the period of intensive support. The bespoke frameworks and systems produced by the Oracle were acclaimed by the client organisation and remain in place and in active deployment to the present day. The new colleagues who were recruited provided critical disciplinary expertise which was previously lacking and are working with their teammates to produce excellent synergistic effects.
...Challenge:
A client with extensive interests in retail, consumer-goods manufacturing, automotive manufacturing, and real estate sought to create a new world-class university in Southeast Asia. It wished to do so for social benefit and to fill gaps in the current Higher Education provision.
The Oracle's Solution:
The Oracle drew on its specialist Higher Education Strategy team to deliver this project which is necessarily elaborate. Several initial on-the-ground fact finding and stakeholder assessment visits were held in-country to define success. A detailed feasibility study and risk analysis was then undertaken over a nine-month period. The client and the national government were furnished with this information and, after minor changes, the proposed initial plans for the university were approved.
Our fellows then contacted tens of potential international partner universities. These institutions were interviewed and shortlisted. Shortlisted partners were then visited and details of the practical and financial models that might underlie an academic partnership between our universities were discussed in detail. The client was provided with detail as well as frank counsel and, based on this information, a decision was made to partner with a leading US university.
Oxford Oracle then went about creating the following key elements of the new university:
- a management structure
- a staff recruitment strategy (and undertaking the first six rounds of recruitment)
- a student recruitment strategy
- architectural and learning spaces plans (in partnership with a specialist construction consultancy)
- validated and accredited curricula for both undergraduate and graduate degree programmes
- a research strategy and policy
- a commercialisation and knowledge exchange policy
- financial models and sensitivity analyses for the university's first ten years
Consequential Impact:
...Challenge:
A large venture capital fund with a focus on patient capital approaches sought to establish a pre-incubator programme for new founders and managers who are drawn from university environments. The client was concerned that entrants into its established incubator programme tended to face two key challenges:
- They struggled to articulate the customer problem that their business solves.
- They were insufficiently prepared to optimise their profitability whilst in the incubator.
The Oracle's Solution:
The Oracle undertook an interview-based scoping exercise with key stakeholders. Three workshops were then held for both managers within the client organisation as well as by representatives of current incubatee companies. The outcome of these workshops was agreement on ten half-day pre-incubator sessions which were tailored to the priority needs of the start-ups most likely to be admitted into the generously-funded full incubator programme. The pre-incubator programme was then delivered over a three-month period, being adaptively refined over the delivery period in line with beneficiaries' needs. The base structure for the programme was anchored to the following priorities:
| Business Models | Customer Conversations |
| Technology Push vs Market Pull | Protecting Intellectual Property |
| Kinetic Execution | Data Commercialisation |
| Demonstrating Market Potential | Raising Finance |
| Planning for Pitching | Exit Opportunities |
Consequential Impact:
The pre-incubator programme was conducted for 38 beneficiaries representing 17 start-ups and the feedback was unanimously positive. Several technologies were submitted to the Oracle for Freedom-to-Operate analyses and to obtain IP protections. The client noted in particular that participant interaction during the programme was excellent and that optional post-session clinic sessions were heavily over-subscribed. It was agreed that the programme, as adapted in line with changing needs, ...
Challenge:
A multinational company focussing on consumer electronics sought to improve its early-stage intelligence and market access to six broad technology sectors. They relied on the Oracle to provide these services.
The Oracle's Solution:
Disciplinary experts were appointed from within the Oracle’s fellowship to head each of the six technology sectors. Each of these lead consultants was then able to rely on the Oracle’s international networks to appoint ad-hoc team members according to the precise expertise required. The Oracle used its existing relationships with universities, independent R & D facilities, research organisations, and SMEs (Small and Medium-Sized Enterprises) around the world to identify emerging technologies with great promise. Shortlists of potentially interesting innovations were created and provided to the client. The client then provided feedback on its priorities and had the opportunity to request further information. Oxford Oracle was also often called upon to undertake IP due diligence and to elucidate issues around IP protection and freedom to operate. Ultimately, for innovations of potential interest, the Oracle undertook “deep-dive” interviews and site visits as well as facilitating direct discussions between the client and the innovators driving the candidate technologies.
Consequential Impact:
In a three-year period, more than 200 innovations from almost 40 countries were shortlisted for the client. Pursuant to client meetings, 140 of these were then earmarked for deep-dive due diligence. Five deals involving company or IP acquisition have been concluded. A number of others are currently progressing positively. Furthermore, several areas of the client's IP pre-eminence have been augmented and re-inforced. The project continues.
...Challenge:
A renowned charitable trust dedicated to advancing social well-being faced a pressing challenge in assessing and enhancing the impact of its initiatives. With a diverse portfolio of projects spanning education, social policy, and public health, the Trust sought a comprehensive and standardised approach to evaluate the effectiveness of its interventions. The challenge lay in developing a systematic methodology that could capture the multifaceted outcomes of various programs while providing actionable insights for future improvements.
Oxford Oracle was selected to achieve the required outcomes.
The Oracle's Solution:
Working closely with key stakeholders within the Trust, the Oracle’s fellows developed a multi-phase strategy to create a robust framework for assessing the impact of the Trust's initiatives.
Needs Assessment: The project team began by conducting a thorough needs assessment, engaging with stakeholders from diverse projects within the Trust. This allowed for a nuanced understanding of the specific goals, challenges, and desired outcomes associated with each initiative.
Customised Evaluation Framework: Leveraging the insights gathered during the needs assessment, our Fellows crafted a customised evaluation framework. This framework accounted for the unique characteristics of each project, ensuring a tailored approach that could capture both quantitative and qualitative aspects of impact.
Data Collection and Analysis: Rigorous data collection methodologies, including surveys, interviews, and performance metrics, were implemented across projects. The data collected was then subjected to advanced analytical techniques to derive meaningful patterns and correlations. This data-driven approach enabled a more accurate and nuanced understanding of the impact of the Trusts interventions.
Stakeholder Engagement: Recognising the importance of stakeholder perspectives, the consulting team facilitated regular engagement sessions. This included feedback loops with project teams, beneficiaries, and external experts. The iterative nature of these ...
Challenge:
The European Bank for Reconstruction and Development determined to finance projects which would promote entrepreneurship in several Balkan nations and encourage them further towards open market-oriented economies. Part of this initiative included finance for the development of science parks to be tightly articulated with existing multipartite bases of research. These science parks needed to be initiated with optimal processes and ideal initial tenants such that the parks would be maximally successful and enjoy indefinite longevity.
The Oracle's Solution:
The Oracle deployed a team of fellows who had extensive previous experience in the design, monitoring and management of science parks. This experience covered geographies in Europe, the Middle East, South America and Australasia.
Extensive frameworks of KPIs (Key Performance Indicators) and priority activities for incubators and technology parks were presented to the Bank and its end beneficiaries for comment, iterative development, and ultimate agreement.
These KPIs and activities were then deployed in the establishment of three science park precincts. Estate partners were appointed and park administrators and champions were recruited. Keystone tenants were identified and incentive schemes were enacted to attract optimal networks of occupants within the parks' communities. Six months of mentorship was provided to new SME tenants within each park.
Consequential Impact:
The science parks are running successfully and serve as a critical innovation nexus for the universities and research centres which they serve. They are central components of burgeoning, interconnected innovation ecosystems.
...Challenge:
A corporation from the semiconductor industry sought to provide its key R&D staff in best practice in innovation identification, capture, IP protection, road-mapping and project management, and market exploitation.
The Oracle's Solution:
The Oracle drew on a hybrid professional development delivery model to train over 60 individuals from within this organisation. Two weeks of on-the-ground training in Shenzhen were followed by ten day-long online follow-up workshops which were run on a monthly basis. This enable the Oracle’s fellows to provide individual mentorship to innovation professionals such that they could benefit from real-world practice of innovation road-mapping, IP protection strategy, market assessment, and practical advice on complementary technologies and product/service design. Advice to corporate leadership was also provided on optimal structures to maximise innovative practice.
Consequential Impact:
The R&D structure within the corporation has been transformed such that each disciplinary R&D team includes at least one innovation champion who is responsible for communicating both current and pending successes to colleagues in different teams as well as to those generally outside of the R&D apparatus. Innovation capture (as measured by innovation disclosures) has increased by 320%. The annual number of costly patent applications was reduced by 15% while the patented technologies classified as “active” increased (from just under 10% before the Oracle’s involvement) to 40%. The relationship between this organisation and the Oracle is ongoing.
...Challenge:
A leading UK national research institute which focusses on the Arts, Humanities and Social Sciences (AHSS) sought to actively exploit its nascent innovation portfolio for the first time in its history. It acknowledged that its staff had limited experience of negotiating positive commercial outcomes (in general) and in concluding favour licence agreements (in particular).
The Oracle's Solution:
The institute identified Oxford Oracle as its preferred partner to provide its staff with instruction and exercises based on real-life scenarios. The Oracle’s specialist AHSS fellows designed extensive materials to demonstrate the opportunities and challenges that are available (and sometimes unique to) the sub-disciplines of Economics, Social Wellbeing, and Education. Via a series of three two-day workshops which leveraged scenarios-planning frameworks, we provided practical insights into the opportunities and challenges associated with commercial negotiations in the AHSS.
Consequential Impact:
Immediate feedback from the client was that the workshops were engaging and fun and, just as importantly, their outcomes were actionable. Feedback after nine months was that the template documents provided by the Oracle as well as the pivot points identified in the bespoke scenarios had been deployed and had resulted in the conclusion of favourable deals. The client has gone on to enlist our counsel in subsequent projects.
...Challenge:
To celebrate its 25th anniversary, a national science and technology centre sought to benchmark against other interactive centres from around the world which are also dedicated to improving the public understanding of science. This client sought to appreciate and consolidate its strengths, identify and remedy any shortcomings, and gain intelligence such that it was a leader throughout its next quarter of a century.
The Oracle's Solution:
Specialist fellows from six disciplines spanning physical sciences, life sciences, engineering, medicine, mathematics and chemistry led within their spheres of competence. These fellows consulted colleagues in schools, universities and industry to identify current and future priorities for applied science and technology. With client agreement, eleven leading international interactive sciences were subjected to detailed assessment. These included the following entities:
- Exploratorium (San Francisco, US),
- La Cité des Sciences et de l'Industrie (Paris, France),
- Explore (now called "We the Curious" in Bristol, UK),
- Science World (Vancouver Canada),
- Museo Participativo de Ciencias (Buenos Aires, Argentina),
- Science Centre Singapore, and
- Arizona Science Center (Phoenix, US).
Interviews were conducted with key leaders and thorough exhibit assessments were undertaken. Gap analyses were combined synergistically with the findings from horizon-scanning activities to provide guidance on the future creation of unique, successful and innovative exhibits.
Consequential Impact:
The client centre performed exceptionally well throughout benchmarking activity and thus benefited from the reassurance that its ongoing quest for excellence is warranted. Where areas for potential improvement were identified, these were successfully implemented with the Oracle's assistance provided that they were ...
Challenge:
A social enterprise in the Philippines confronted the dual challenge of promoting sustainable ecotourism while addressing local food security concerns with particular regard to ocean harvesting. Balancing the interests of tourists and safeguarding the welfare of the local community posed a unique challenge. This included attracting eco-conscious tourists and integrating a marine-focused food security strategy that would benefit the local population and create a positive, long-term impact. The Oracle was appointed as lead advisor.
The Oracle's Solution:
The Oracle crafted the following approach in close consultation with stakeholders in business, society and government within the Philippines:
Environmental and Social Impact Assessment: The environmental and social impact of ecotourism activities were assessed. This involved evaluating the ecological footprint, assessing the impact on local marine biodiversity, and understanding the socio-economic dynamics within the coastal community.
Stakeholder Collaboration: Recognising the importance of community engagement, the consulting team fostered collaboration with local stakeholders, including the fishing community, residents, and community leaders. This collaborative approach ensured that the strategies developed were aligned with the aspirations and needs of the coastal community.
Sustainable Fishing Practices: To enhance marine food security, the strategy focused on sustainable fishing practices. This involved introducing and advocating responsible fishing methods, promoting the conservation of marine habitats, and supporting the implementation of regulations to protect the marine ecosystem.
Eco-Hotel Development: The ecotourism aspect included the development of strategy for an eco-friendly hotel on a Philippine island. The design and operation of the eco-hotel adhered to sustainable practices, minimising its ecological impact and offering tourists a responsible and immersive experience in harmony with the natural surroundings.
Capacity Building and Skill Transfer: Fellows of the Oracle designed training programs to ...
Challenge:
An excellent Middle Eastern university that had recently attained its 30 year milestone sought to further improve its standing within the international university rankings. Furthermore, it sought to diversify its offerings by establishing new, internationally-recognised degree programmes in Biology. The client university had the particular aim of entering the top 10 within the QS Arab Region University Rankings.
The Oracle's Solution:
The Oracle advised that it would be most efficient to seek to concomitantly ascend all three of the three most renowned university rankings:
- Times Higher Education Rankings
- Shanghai Rankings (ARWU; Academic Ranking of World Universities)
- QS (Quacquarelli Symonds) World University Rankings.
Eight of the Oracle's fellows presented to the client institution during an intensive two-day workshop in which the characteristics of the three rankings systems were elaborated in detail. The university subsequently agreed that its resources would be best spent by focusing on improvements to three key elements of quality:
- Teaching Quality
- Research Quality
- Student Recruitment
Over a two-year period, the Oracle's expert HE practitioners then went about devising and implementing action plans to persistently improve teaching provision. Improved incentives were simultaneously embedded within university procedures to encourage excellent research and commensurate publications of international standard. Successful recruitment of 12 high-profile research experts was also undertaken. Rigorous systems for Foundation programmes and for direct-access admissions to undergraduate programmes were also designed to ensure initial student quality.
Working with international accreditation organisations including the Royal Society of Biology, two degree programmes in the biological sciences were designed and ...
Challenge:
Provision of fresh and bespoke business consultancy support to a diverse set of SMEs (small and medium-sized enterprises) which were in receipt of both practical and financial support via a scheme provided by a leading UK regional government.
The Oracle's Solution:
The Oracle drew on the varied skillsets of its fellows to provide both counsel and real-world progress on issues including fundraising, market assessment, business planning and business assessment.
Consequential Impact:
A vibrant business community of practice was established and this community continues to thrive in the present day. More than 150 early-stage and growing companies were supported and more than GBP 40 million pounds was collectively raised via both private and government sources.
...