Download - 11 mark spearing southampton session 3
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Success in University-Business Collaborations in the UK
Professor Mark Spearing Pro Vice-Chancellor January 2012
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Acknowledgements
• Input from:
– Prof. Phil Nelson, Pro Vice-Chancellor, Research and Enterprise
– Mr. Don Spalinger, Director Research and Innovation Services
– Dr. Tony Raven, Former Director Research and Innovation Services, now Chief Executive of Cambridge Enterprise
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Some of Southampton’s industrial partners
WJ GROUNDWATER LIMITED
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Why Does Industry Want to Work with
The University?
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Industry’s Reasons for Working with The University
• Mine the University for future employees
• Access to leading edge technology, knowledge, & policy thought
– Industry must innovate to survive & prosper – Industry desires academia to shape policy & standards to their
benefit
• Leverage funding
– Industry partners with academia to get access to government funds – Do NOT view industry as an open checkbook
• Access and share research facilities
• Outsource skills shortage to world-class experts
• Share risk
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Why Does Industry Hate to Work with
The University?
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Working with The University Is Hard Work
• No sense of urgency!
• Get treated like a cash cow
• Lack of understanding of industry’s needs
• Overvalue of academic contribution
– Too focused on IP
– Do NOT understand what it take to commercialize
• Inflated egos
• Too loose lipped
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Cultural Differences/Prejudices
Business – Culture of the collective
• Team playing is important
• Collective responsibility
– Want to get things done
– Commercial savvy
– Wants outcome
– High service expectations
– Good influencing skills
Academia – Culture of the individual
• The University is just a “landlord”
• Personal credibility key
– Want to be right
– Subject expert
– Interested in the problem
– Focus on publications
– In-depth subject knowledge
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Key Methods for Industrial Funding
• Sponsored Research Programmes
• Consultancy
• Knowledge Transfer Secondments
• Continuing Professional Development (CPD)
• Sponsored Studentships
• Philanthropy
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Types of Relationships with External Organisations
• Research Funding – Company investment – Co-operative funding in conjunction with RC and other
consortia – In-kind
• Publications with joint authorship
• Consultancy • Licenses
• Visiting Professorships
• Secondments – both directions – Company to University – University to company
• Seminar/Lectures – both directions – Company employees at the University – University employees at the company
• Events – both directions – University events attended by company personnel – Company events attended by University personnel
• Advisory Boards – both directions – University advisory boards – externals on University
boards – External advisory boards – University representatives
on external boards
• Employer Engagement - Curriculum – Undergraduate curriculum – Postgraduate curriculum – CPD
• Employer Engagement - Studentships – KTP – EngD – Interns – Class Projects – Scholarships – Studentships – Prizes – Awards – Mentoring – Work shadowing
• Recruitment of graduates – Career fairs – Employer presentations – Employability skills workshops – Advertising openings to potential recruits
• Alumni
• Philanthropy
• Students (at University) who are children of key employees of company
• Purchases from company (procurement)
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The Innovation Gap
Theoretical Concept Creation
Feasibility Demonstration
Productisation Mass Marketing &
Volume Production
Rel
ativ
e A
ctiv
ity
Academic
Commercial
Technology Readiness Levels
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Bridging the Innovation Gap
Theoretical Concept Creation
Feasibility Demonstration
Productisation Mass Marketing &
Volume Production
Rel
ativ
e A
ctiv
ity
Academic Commercial
Technology Strategy Board Research Councils’ Multi-disciplinary Themes
Technology Readiness Levels
Spin-out
Technology & Innovation Centres
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Some keys to success
• Business-University interaction is a “contact sport”
– Industry and academic counterparts need to have a strong relationship built on mutual understanding with shared goals
• Clear focus on objectives in contract negotiations – what is the overall goal?
– Flexibility on IP, but…
– University should receive a share of success
• Ensure University is working on topics of strategic importance to the company
– Senior contacts and support in both company and university are key to long term sustainability of relationship
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Photonics & Nanofabrication
Cluster
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Southampton Marine & Maritime Institute
University of Southampton
Lloyd’s Register
International academic society
International industry
Southampton Marine & Maritime
Institute
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World-Beating University
A culture of Invention, Innovation and Impact pervades, resulting in the most
Entrepreneurial and Enterprising environment –
a magnet for Wealth Creation
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Discussion?
Combining academic excellence with an innovative and entrepreneurial approach to research