Managing Research Dynamics

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18 Νοε 2013 (πριν από 4 χρόνια και 6 μήνες)

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HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Managing Research Dynamics

Hugh Aldridge

Director for Industry

Cambridge
-
MIT Institute

Session 3


Performance
Management & Output Capture

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Aim


What knowledge exchange products work?


That extract usable applications from fundamental research


That transfer analytical skill sets developed within fundamental
research


How do you measure performance?


How do you capture the outputs of fundamental
research as content for your knowledge exchange
products?


How do you keep your product line competitive

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry


Conflicting priorities


Pressure to focus
internally


HOWEVER, internal
success requires that
external customers are
happy

Institution
Academics
Industry
Technology
Transfer
Office
Government

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

The Voice of the Customer


Colleagues from 7 global companies:


Chemical


Aerospace


Telecomms


IT Hardware


Pharma


Medical imaging


Were asked for their views of UK universities


their
skills, leadership, performance

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Chemicals


Ideal person



grounded in technology, legal & business


very rare if not non
-
existent


Therefore,
ideal Office



a balance of all three


Offices that have clear
mission and policies

are ALWAYS
easier to work with


TTO leader



experienced business person (there is no
substitute for having LIVED in industry) with a
technical/research background


Solving the 3 customer tension


political ‘savvy’


Offices led by patent attorneys or professors tend to focus on process
NOT identifying what to patent (professors want to patent everything!)


Ability to set realistic goals and expectations with internal customers



HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Aerospace 1


Serious concerns


perceived disconnect between owners
of knowledge and knowledge transfer (KT) specialists


ie
tension between TTOs and their internal customers


KT requires partnership of ‘knowledge owner (KO)’ with
‘knowledge recipient (KR)’


Is there a role for people in the middle? If there is then it
should be to facilitate the KO/KR relationship


they
mustn’t be gatekeepers


Too often TTOs are driven by universities’ desire to extract
money from industry


this prevents
knowledge exchange


Reflects confused TTO missions:


Promoting KT/KE


Making money

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Aerospace 2


TTOs twist discussions that should be about
knowledge exchange to being about IP terms


TTOs don’t understand who their customers are


TTOs need to (but don’t) have a real understanding of
business


This company uses framework agreements and after
they are in place TTOs have no ongoing role


TTOs seem to employ people without appropriate
backgrounds in science, technology and business


TTOs do not add value to companies


begs the
question what they are for


TTOs damage the economic performance of the UK




HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Telecomms


Knowledge exchange NOT technology transfer


TTOs represent
an old paradigm


Relationship between a university and industry has to be
mutually

beneficial


universities need people able to facilitate
the identification of
shared
value


Time has to be taken to develop trust


Knowledge exchange
requires

mutual trust


facilitation of dialogue leading to the
development of trust is essential


Universities need to recognise that value lies in applicability


translation from basic results is often required


Universities need to manage their customer relationships
professionally


‘maintaining the bridge’


HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

IT


Main drivers for relationships are:


Recruitment


Increasing market share


influencing future decision makers


Sales


Reputation


Research


Universities focus too much on research


Universities place too much value on their IP


lack market
awareness and ability to listen to industry


Universities are too promiscuous


don’t invest in their
friends (US universities are much better at this)


Universities lack relationship management skills


HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Pharma


Some good news


TTOs are getting better:


Many officers still insufficiently knowledgeable or experienced


this wastes time
and money


TTOs often over
-
estimate the importance/value to industry of their
IP:


Make unreasonable demands (eg for royalties even though it’s not possible to track
IP to products)


There is too much ‘supplier push’ and not enough ‘market pull’


Universities are becoming too focused on making money and not on
supporting the UK economy through knowledge exchange:


Confused missions feeding through to unhelpful behaviour


Trend towards a US approach


making relationships more difficult


Many institutions don’t have the IP portfolio to warrant a TTO


there
needs to be a rationalisation

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Medical Imaging & Systems


Interested in avoiding having to do much
development work, are looking for late stage
technologies


TTOs need to be more flexible over IP based upon
a sophisticated understanding of the IP land
-
scape


TTOs need to have legal, business and
technology
experts
(too often costs are cut and
inexperienced staff employed)



HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Why Industry works with universities

1.
Recruitment


the ‘war for talent’

2.
Sales

3.
Reputation


thought leadership

4.
Knowledge/Technology:


Jump
-
start entry into a new field (major chemical company)


Incremental product improvement


not typical


For many companies the acquisition of technology is not the
main driver, but they realise research funding might be the
price to win the ‘war for talent’

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

What industry needs from
universities


To be driven by business


Direct experience of business


To be able to
realistically

assess value


To be able to facilitate


find mutuality


To avoid being a bottle
-
neck or impediment to dialogue
between the principals (academics & company staff)


Clarity of mission


To be able to manage relationships


To listen to their
external
customers


to be clear who their
most important customers are


To recognise that they are in a global competition


HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

What goes wrong?


Aims and objectives are misaligned because of
conflicting drivers


Universities don’t listen to their most important
customers (they need to be clear who these are)


Industry often talks about research and licensing
when sales or recruitment are the real interest

HA_LSE_talk_vers03(December05).ppt

Dr Hugh Aldridge

CMI Director for Industry

Observations


Many companies are developing strategic partnerships:


Few institutions around the world (1 per continent)


Objectives:


Recruitment


Thought leadership


Sales


Research


Where does responsibility for such relationships lie in universities?


Do universities have the necessary skills


what are those skills?


Universities have not recognised sufficiently that they are operating
in a global competitive market


Global companies will go where they can optimise quality, ease and
cost


Increasingly this will be China and India