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Australian University Technology Transfer – the need for a new business model Dr. Peter W. Beven QUT Graduate School of Business [email protected]
Network Effects predicated on collaboration on transactional TT
Lets look at the landscape
Is there a problem for Australia’s R&D Performance?
Source: OECD Science, Technology & Industry Scorecard 2013 v
Source: WIPO, INSEAD, Cornell Global Innovation Index 2014
Pure basic research
1%
Strategic basic
research 5%
Applied research
32% Experimental development
62%
Application of BERD $
Source: OECD Science, Technology & Industry Scorecard 2013 v
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Funding Allocation of R&D by Field
HERD
GERD
BERD
Suggests NO –it’s a performance issue
Is it just a structural Issue?
Source: OECD Science, Technology & Industry Scorecard 2013 v
Commercial Value Created from commercialisation of IP
Basic principles of technology observed and reported1
2
3
5
6
7
8
4
9
Technology concept and/or application formulated
Analytical and laboratory studies to validate analytical predictions
Component and/or basic subsystem technology validated in a laboratory
environmentComponent and/or basic subsystem technology validated in a relevant
environmentSystem sub-system technology
model or prototype demonstration in a relevant environment
System technology prototype demonstration in an operational
environment
System technology qualified through test and demonstration
System technology qualified through successful mission operations
DEFENCE INDUSTRY
NON-DEFENCE INDUSTRY
VALUE VALUE
Technical Readiness Assessment
Virtually non-existent
IP (TRA 1 – TRA 9)
License In License In License In
Industry NPD Process
TT licensing points
Increased focus on speed from lab to market ..
0
10
20
30
40
50
60
70
80
Number of Years it Took for Major Technologies to Reach 50% of US Homes
Source: US Census Bureau, Consumer Electronics Assoc & National Cable and Telom. Assoc (US) 2013
Greater focus by companies over time to develop and launch new
products faster
Understand that industry can use IP to speed their NPD
BUT most product
developments take longer and cost more than
originally envisaged
Common issues in University TT Largely (not exclusively) still a technology push model
Disconnect b/w TT office and research office
Poor understanding of commercial drivers of firms (NPD & Value Creation)
IP not market ready (or even close to)
Preoccupation with IP (patent) ownership (early disclosure impacts)
Driven by technologists rather than staff experienced in business
Bureaucratic organisation (time impact)
Essentially a 1990’s
business model that
doesn’t work
One answer…
Shift the paradigm ..
Turn TT Office into an
“Engagement Office” ..
Its all about Value Creation
Adoption portfolio management
approaches based upon appropriateness
and value creation
Technology push the exception not the rule (breakthrough research to make a market) – usually
spin-outs
Become a facilitator of Knowledge
Transfer (not just technology)
Focus on collaborations to create company value • Relationship management • Problem solving not
transactions • Stop worrying about IP
CONTROL
The definition of insanity is doing the same thing over and over again and expecting different results… Albert Einstein
