Your SlideShare is downloading. ×
Initiating and Sustaining Early Stage Programs in Technology Innovation and Commercialization
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Initiating and Sustaining Early Stage Programs in Technology Innovation and Commercialization

557
views

Published on

Four Michigan public universities, collaborating with private sector for-profit companies and state government agencies supporting technology commercialization and innovation, have successfully …

Four Michigan public universities, collaborating with private sector for-profit companies and state government agencies supporting technology commercialization and innovation, have successfully implemented methods for building and sustaining entrepreneurship, technology development and commercialization at emerging research institutions: distributing the cost, promoting best practices and affecting the cultural changes within institutions necessary for sustaining these activities. This program, led by Michigan Technological University has produced a model, termed U-TEAMED (Multi-University Technological and Expertise Assets Management for Enterprise Development). The emergent model offers guidance for identifying and capturing the important features of sustainable, faculty-led early-stage technology innovation and entrepreneurship education programs at emerging research institutions. Lessons include methods for securing revenue, sustaining faculty enthusiasm, anticipating IP and commercialization barriers derived from faculty-student collaborations, and creating an academic environment supportive of embedding technology innovation and entrepreneurship in academic curricula.


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
557
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. 1
  • 2. Randy Hansen Co-director, U-TEAMED Technology Asset Knowledge Management Infrastructure Innovation Emporium, Inc. Jim Baker Director, Technology and Economic Development U-TEAMED Project Director Michigan Technological University 2
  • 3.   Discuss : ◦  Connections between conventional technology transfer with entrepreneurship initiatives toward fulfilling economic engagement. ◦  Challenges faced by emerging research universities in taking full advantage of these connections. ◦  Present experience from a pilot collaborative program in the state of Michigan that may be helpful in overcoming these challenges. 3
  • 4.   Integrated with educational and research missions ◦  Educational opportunity in applied entrepreneurship ◦  Tremendous opportunity for mutual benefit between educational, research, and licensing practitioner domains   More than just patent licensing ◦  Knowledge Transfer ◦  Consulting ◦  Sponsored and Unsponsored Research 4
  • 5.   Transfer important research results to the public.   Service to faculty and inventors in dealing with industry arrangements and technology transfer issues;   Facilitate and encourage industrial research support;   Source of unrestricted funds for additional research;   Source of expertise in licensing and industrial contract negotiations;   A method by which the institution can comply with the requirements of laws such as the Bayh-Dole Act   A marketing tool to attract students, faculty, and external research funding. Adapted from Carlsson, B. and A. Fridh, “Technology transfer in United States universities – a survey and statistical analysis”, Journal of Evolutionary Economics (2002) 12: pp. 199-232. 5
  • 6.   Research niches struggle to obtain critical mass   High classroom teaching loads   Modest financial and support staff resources   Successes tend to be isolated and discrete and don’t attract significant attention 6
  • 7.   Pool resources   Leverage mutual and respective success for collective ‘buzz’   Aggregate resources to increase net mass ◦  www.michiganlink.org   Share technical expertise and business best practices 7
  • 8. Technology Transfer and Sponsored Research Development Partnership Original Partners: Michigan Technological University (lead) Eastern Michigan University Central Michigan University Oakland University Additional Partners Recently Added Lake Superior State University Ferris State University
  • 9. •  Initial discussions in 1997 •  First proposal seeking underwriting funding submitted in early 2002 – not funded –  Michigan Tech, Eastern, Central, Western, Oakland •  Pilot collaboration program sponsored under State grant in early 2003 –  Michigan Tech, Oakland, Western •  Full implementation of U-TEAMED sponsored under follow-on grant in Fall 2004 –  Michigan Tech, Central, Eastern, Oakland •  Partnership expanded under foundation funding in Fall of 2008 -  Ferris State and Lake Superior State
  • 10. 10
  • 11.   Objective: Establish a technology transfer function at each of the partner institutions. ◦  Outcome: Of the three partners without formal technology transfer functions prior to the pilot:   all have reviewed policies and procedures related to technology transfer functions   all have established and published procedures for submission of invention disclosures   all have reviewed procedures for specifying the IP provisions of research grants and contracts   one has established a program with dedicated staff   one has implemented a program but is evaluating cost effective staffing options   one has partnered with a campus technology incubator and has incorporated technology transfer objectives into its sponsored research office. 11
  • 12.   Objective: Increase research collaborations between individual researchers at each of the partner schools and with private industry. ◦  Outcomes:   Participants from all four partners have collaborated on the submission of proposals for innovation acceleration to NSF and other prospective sponsors   Faculty from all four partners have participated in an multi-university research conference, sponsored by the partners   Faculty from all four partners have initiated plans for inter-university research collaborations   Research asset information for the partners has been accessed on more than 25,000 visits to MichiganLink   To date, the collaboration has attracted the participation of at two additional public universities 12
  • 13.   Objective: Increase sponsored research at each partner university Goal Actual 90 80 70 60 50 40 30 20 10 0 FY 06 FY 07 FY 08 FY 09 13
  • 14.   Advance innovation and technology entrepreneurship interests on each of the campuses. ◦  Outcomes: Of the three partners without formal technology transfer functions prior to the pilot:   all have achieved greater institutional visibility for innovation and technology transfer   all have conducted training and instructional sessions to enhance faculty interest in advancing innovation and technology entrepreneurship   all are actively participating in innovation and technology-transfer processes at the state level ◦  All four partners have established innovation initiatives focused on advancing university-based technology start -ups and university-industry technology development. 14
  • 15.   Technology Transfer presence helped draw out innovators.   Leveraging experience lowered barriers to moving forward with third parties and accelerated transaction execution. ◦  Contextual experience/empathy is important in addressing the challenges emerging institutions face in moving things forward   High course loads   Limited budgets   Minimal staff
  • 16.   On-site personnel are necessary to maintain momentum through regular contact.   Asset promotion databases are useful but require resources to populate and maintain.   Faculty workloads limit time available for commercialization activities.   Consistent executive leadership and communication of technology transfer as a priority is essential to broad participation. ◦  Researchers respond to institutional priorities. ◦  Well thought out structures with executive buy-in are essential. ◦  Trust is necessary to work together and develop reasonable and productive structures.
  • 17.   Technology Transfer is part of the institution’s research and knowledge transfer portfolio not a stand-alone revenue generator   Broad spectrum metrics are important in addition to conventional things like royalties.   Process transparency, incentive equity, and thoughtful metrics are critical.   Be mindful of the institutional cultural state ◦  Risk aversion ◦  Revenue expectations ◦  Reward structures 17
  • 18.   Michigan Technology Tri-Corridor   Michigan 21st Century Jobs Fund   Michigan Universities Commercialization Initiative   Michigan Initiative for Innovation and Entrepreneurship 18 18