FITT Toolbox: Patnership Management


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FITT Toolbox: Patnership Management

  1. 1. Partnership Management FITT– Fostering Interregional Exchange in ICT Technology Transfer – www.FITT-for-Innovation.euExcept where otherwise noted, this work is licensed under a Creative Commons Attribution 3.0 License.
  2. 2. Partnership Strategy Partnership management Is the process of following up on and maintaining relationships with partnersSetting up a research partnership can be one of the most important decisions that a TTO needs to makeThe right partnerships can push innovation, ideas and new opportunities2 | 03/2011 Partnership Strategy
  3. 3. Partnership Strategy Stages in cooperation and partnerships Different stages in cooperation require different approaches of partners and different levels of agreementsCoordination Strategic and PartnershipCommitment Partner Common Activities Long-time Cooperation Several Projects Project Strategic Meaning 3 | 03/2011 Partnership Strategy
  4. 4. Process of cultivating partnershipsFour important steps within the process of cultivating partnerships: 1. Establish partnerships 2. Determine governance 3. Formalize partnerships 4. Maintain relationships4 | 03/2011 Partnership Strategy
  5. 5. Step 1: Establish partnerships Determine in an early stage to what extent a partner will be involved in a project or collaboration on short or long term At IBBT : four types of partnerships: •Alliance partners •Research partners •Project partners •Strategic PartnersThe goal of the cooperation, the actions undertaken and the details of the agreement differ according to the involvement of the partners5 | 03/2011 Partnership Strategy
  6. 6. Step 2: Determine governance Be clear about how you will work together to achieve the goals Example  Project Management: governance is the process of decision making6 | 03/2011 Partnership Strategy
  7. 7. Step 3: Formalize partnerships Effectively managing the engagement of one or more partners require formal agreements Be clear about roles and responsibilities of partners in the agreement Also helpful when something does go wrong within the partnership.The range of typical partner management agreements includes: Informal agreements between two or more partners to work together Memoranda of understanding (MOUs) or Letter of Intent LOI’s Legal Contracts, Bi-Lateral Agreements ...7 | 03/2011 Partnership Strategy
  8. 8. Step 4: Maintain relationships A strong relationship does not stop with the signing of an agreement Frequent communication during the process of collaboration - formally or informally – to check whether all parties are satisfied with the partnership8 | 03/2011 Partnership Strategy
  9. 9. Who? Stakeholders Researchers In most cases the research partner is responsible for the research methodology and the work breakdown. Industry Since the projects within IBBT are market driven, it is clear that the industrial partner defines the expected outcome of the collaboration. Technology Transfer Officers (TTO’s) The TTO guides the procedure of formalising the partnership and tackles all issues concerning IP. External Consultants Legal issues are in many cases handled by an external consultant. Policy Makers Policy makers influence the fields of activity in which research is carried out.9 | 03/2011 Partnership Strategy
  10. 10. Pro’s & Cons Pro’s • Clear identification of roles and responsibilities of partners and of all partners’ expectations. • Research organisations offer third parties expertise in particular research fields and methods • Research organisations can develop their expert skills further, by working together with third parties. • For many third parties, partnering with a research organisation gives them credibility and is a kind of guarantee for rigorous research done. It can help to raise the impact of the research when disseminating the findings. • Third parties can provide valuable information about the needs, perspectives and experiences of the users. • Research partners can benefit from the access to the third parties network to enhance the impact of the research. • A partnership agreement creates transparency and a clear understanding of the common goals and the way to work together. • Partnership management also clarifies all possible issues about IP and IPR.10 | 03/2011 Partnership Strategy
  11. 11. Pro’s & Cons Cons • Setting up a partnership takes time. Agreeing on a partnership agreement can be time-consuming because it assumes a combination of content-details of the research/work to be done and the legal obligations. • Finding the right balance between the commercial point of view of an industrial partner and the fundamental research desire of a research group is not always easy.11 | 03/2011 Partnership Strategy
  12. 12. Rationale Working with partners can broaden the scope of what the projects can achieve. The goal in partnerships is to achieve more than individual partners can achieve on their own12 | 03/2011 Partnership Strategy
  13. 13. Impact It is very important that partners share a common vision and purpose and that this is reflected in a formal partnership We recommend that a partnership is formalised in a detailed partner or consortium agreement, clearly stipulating the common goal of the collaboration, all do’s and donts and all legal aspects Especially within the context of a research project it is important that there is a clear understanding of what the IP outcome will be and how knowledge will be used and/or shared by the partners13 | 03/2011 Partnership Strategy