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International Science & Technology Innovation Outlooks

Development Process of U.S. Proof-of-Concept Centers and Im⁃ plications for China 

Chen Jin1,2 , Li Liping3 , Peng Gangdong1,2

(1.School of Economics and Management, Tsinghua University, Beijing 100084, China; 2.Research Center for  Technological Innovation, Tsinghua University, Beijing 100084, China; 3.Business School, Chengdu University, Chengdu 610106, China)

Abstract: To address the "valley of death" in technology commercialization and bridge the  critical "first-mile gap", China is accelerating its exploration of Proof-of-Concept Centers  (PoCCs) by actively investigating their strategic positioning, functional responsibilities, core com⁃ ponents, and operational models. The United States' two decades of experience in developing  PoCCs offers valuable references for China's current initiatives. This paper systematically exam⁃ ines the three developmental phases of U.S. PoCCs: the embryonic stage featuring university-led  "innovation funding and mentorship" models; the scaling phase marked by government-capital  collaboration; and the mature phase characterized by vertical specialization and global expan⁃ sion. It then analyzes the predominant operational models at each stage: university autonomous, industry-academia integrated, and university-research institute collaborative models during the  embryonic stage; government-university partnerships, regional clusters, vertical domainspecific, and accelerator-affiliated models during the scaling stage; and technology-specialized, automation empowered, mega-cluster, extreme scenario simulation, and ethics and compliance  models in the maturity stage. Through case studies of MIT's Deshpande Center and NIH PoCCs, the paper dissects their operational frameworks, division of responsibilities, and service offer⁃ ings. It identifies seven core functions of U.S. PoCCs: providing seed funding, conducting techni⁃ cal validation and commercial assessment, bridging academia-industry collaboration, fostering  entrepreneurial capabilities and innovation culture, facilitating policy-capital coordination, spin⁃ ning off startups, and accelerating commercialization. These centers primarily serve as technol⁃ ogy feasibility gatekeepers, market value catalysts, and resource integration platforms. The paper  further identifies five key challenges in China's PoCC ecosystem: blurred functional boundaries  and operational irregularities, deficiencies in institutional design that lead to stakeholder diffu⁃ sion, deviations from international best practices, structural mismatches between strategic plan⁃ ning and regional industrial strengths, and imbalances in the supply and demand for human capi⁃ tal. Finally, considering China's actual national conditions and drawing on the operational expe⁃ rience of U. S. PoCCs, it proposes five policy recommendations tailored to China's context: re⁃ structuring stakeholder networks and enhancing collaboration, innovating financing mechanisms, standardizing validation processes, aligning with regional industrial characteristics, and building  professional teams with interdisciplinary expertise. 

Key words: Proof-of-Concept Centers (PoCCs); development process; operational models; United States; implication