ip management in knowledge transfer
DESCRIPTION
IP management in knowledge transfer. Dr Alun Tlusty-Sheen MInstKT AURIL Council www.auril.org.uk University of Westminster www.westminster.ac.uk. Briefing - PowerPoint PPT PresentationTRANSCRIPT
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IP management in knowledge transfer
Dr Alun Tlusty-Sheen MInstKTAURIL Council
www.auril.org.ukUniversity of Westminsterwww.westminster.ac.uk
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Briefing
• “I believe the work of the Institute for Knowledge Transfer and of AURIL in building capacity for successful knowledge transfer is exemplary in the European region … [would you]
• share your organizations' experience with and approach towards IP management in knowledge transfer
• help our constituents advance their understanding of these issues
• identify what steps they can take to promote knowledge transfer in their countries
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Roles in IP Management
• KT Officers• Government Money• IP Income• AURIL• KT Training
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Abbreviations• HEFCE
– Higher Education Funding Council for England
• HEIF– Higher Education Innovation Fund
• HECAF– Higher Education Active Community Fund
• HEI– Higher Education Institutions
• PSRO – Public Sector Research Organisation
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About me …• UK KT since 2003 at University of Westminster• International KT 1994-2002 London Business
School• MSc LBS 1992-93, Research Fellow• Marketing B2B Software 1984-1992• D Phil “Prehistoric Iraqi Archaeology” Oxford
1979-1982
… “normal” path for UK KT people …
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What do we do – 1• Manage intellectual property• Broker partnerships and strategic alliances• Identify, evaluate, exploit knowledge• Bid for research / exploitation / development
funding• Manage contracts for research and
consultancy• Conduct/commission technology audits
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What do we do – 2• Create Start-Up / Spin-Out Companies• Negotiate contracts, close deals including
licenses• Support and train Company managers• Establish work-based CPD training
programmes• Hire of equipment and facilities• Train fellow professionals• Market and promote services
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Organisation (HEIs and PSROs)
define and manage KT differently• Part of Academic Administration• Part of Corporate Services• Report direct to Vice Chancellor• 100% Subsidiary Company• Public Company with external shareholders
… with different missions …
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Different Missions• Raise income• Regenerate local economy• Accelerate diffusion of new discoveries• Improve student employability through more
relevant curricula delivered by more real world aware academics
– Spider diagrams that follow from Library House Metrics for the Evaluation of Knowledge Transfer Activities at Universities March 2009 - www.libraryhouse.net
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University of Oxford
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Spin Outs - Queen’ University Belfast
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Consultancy- University of Surrey
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External Investment Raised by Spin Outs UCL London
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Contract Research and Spinouts Imperial College London
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Wide range of actions underpinned by
common skill bases• Problem solving and managing
• Information & Communications•
Relationships
•
Decision Making Process
•
Commercial Interface
•
Projects
•
Operations Within a Legal Context
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Impact
• Private Sector => competitiveness & growth• Public Sector => effective, harmonious policy• Culture => enrichment• Community => resources and ‘voice training’
… a more ‘intelligent’ society …
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Government Money (www.hefce.ac.uk)
2000-2004 (Bid) £210M– HEROBC, HEIF 1, HEACF
2004-2006 (Bid) £200M– HEIF 2, HEACF 2
2006-2008 (Allocation +Bid) £238M– HEIF 3
2008-2011 (Allocation –max&min) £400M– HEIF 4
• http://www.ikt.org.uk/heif3/Heif3landing.aspx
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IP Income• In 2005-06 and 2006-07 just over 1% of University
income £94 million at an IP protection cost of £17 - £20 million
• 29 HEIs spent more on protection than income – 72 HEIs had more income
• 13 >£1M (#1 £9M, #2 £3M), 6 >£0.5M and 19 >£0.1M• Collaborative Research £651 - £783 million 8% • Consultancy £242 - £288 million 3%
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AURIL is the largest knowledge transfer professional body in the UK and Ireland
dedicated to • Developing partnerships between higher
education, business and the community • Supporting innovation and competitiveness • Representing industrial liaison, knowledge/
technology transfer, commercialisation, research administration specialists in UK and Rep. of Ireland
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AURIL Offers
• Ability to influence national thinking eg funders, Government, industry and other stakeholders
• Exchange of best practice through the development of policies, processes, guidelines and procedures and their measurement and performance monitoring
• Networking and collaborative partnerships – Annual Conference, GINNN ‘professional-social network’, SIG/Professional themes
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An Example: Lambert Agreements 2004-2009http://www.innovation.gov.uk/lambertagreements/
• Idea to provide ‘standard’ contracts for 5 common forms of University-Industry Collaboration– Reduce negotiation time,Support ‘naïve’ negotiators
• Findings of 2009 not officially available … – Lambert ‘4’ most popular– Industry still sees
• IP policy, bureaucracy and influence of legal professionals as main barriers to KT
– Universities still see• Lack of resources as an issue and to a lesser extent
those above
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KT Training-Learning from Experience
• KT as Project Management with a twist does not work
• KT is a loose collection of defined competencies eg legal
• KT is an interfacing role between many stakeholders
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KT Training - Institute for Knowledge Transferwww.ikt.org.uk
• Stakeholders through IKT recognise relevant external ie not IKT provided training for definable competences
• Effectiveness is the ability to call on and manage expertises
• Fellow practitioners recognise effectiveness and elect Members
• Mentor network starting October ‘08
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Next Steps
• Professional association for University/PSRO KT Units to foster dialogue with – IP users – Government – Own institution
• Professional association for KT individuals to develop the individual skills and esprit de corps
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KT is an Emerging Profession
• Older professions can be more prescriptive about knowledge bases eg law, medicine
• KT may be more rigidly defined in future• Present needs satisfied by diversity of skills and
origins• Interpersonal skills vital