Success in University-Business Collaborations in the UK

Professor Mark Spearing Pro Vice-Chancellor January 2012

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

Some of Southampton’s industrial partners

WJ GROUNDWATER LIMITED

Why Does Industry Want to Work with

The University?

5

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

Why Does Industry Hate to Work with

The University?

7

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

8

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

9

Key Methods for Industrial Funding

•  Sponsored Research Programmes

•  Consultancy

•  Knowledge Transfer Secondments

•  Continuing Professional Development (CPD)

•  Sponsored Studentships

•  Philanthropy

10

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)

11

The Innovation Gap

Theoretical Concept Creation

Feasibility Demonstration

Productisation Mass Marketing &

Volume Production

Rel

ativ

e A

ctiv

ity

Academic

Commercial

Technology Readiness Levels

12

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

13

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

14

Photonics & Nanofabrication

Cluster

15

Southampton Marine & Maritime Institute

University of Southampton

Lloyd’s   Register

International academic society

International industry

Southampton Marine & Maritime

Institute

16

World-Beating University

A culture of Invention, Innovation and Impact pervades, resulting in the most

Entrepreneurial and Enterprising environment –

a magnet for Wealth Creation

Discussion?

Combining academic excellence with an innovative and entrepreneurial approach to research