SlideShare a Scribd company logo
1 of 8
What happens when the
relationship between a university
and a business doesn't work?
https://linktr.ee/adrianashton
Why me and why this ‘dour’ question?
• Supported University start-up
bootcamps, and ‘spin-outs’
• Co-designed enterprise modules within
existing curricula, and new degree on
social innovation
• Created new governance models for
future universities
• Provider through Growth Hubs
• Support University Business Schools
with industry programmes and projects
• Failure happens
• “We can learn a lot from it”
vs.
• “It represents wasted time
and money”
Signs of things going off-piste…
• Taking longer to get results
anticipated
• Lines of communication appear to
break down
• Issues of IP ownership / control
= Becoming distractions that’s
adding to the business in additional
costs / missed market opportunities
The risk of ‘mis-alignment’ from the outset (1)
*(the speed of light isn’t always what we think it is)
The risk of ‘mis-alignment’ from the outset (2)
Ways to resolve?
A final straw?
A future rekindling?

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Dr. Admir Softic_ presentation_Green Club_ENG.pdfDr. Admir Softic_ presentation_Green Club_ENG.pdf
Dr. Admir Softic_ presentation_Green Club_ENG.pdf
 

when university partnerships break down - FSB academia network

  • 1. What happens when the relationship between a university and a business doesn't work? https://linktr.ee/adrianashton
  • 2. Why me and why this ‘dour’ question? • Supported University start-up bootcamps, and ‘spin-outs’ • Co-designed enterprise modules within existing curricula, and new degree on social innovation • Created new governance models for future universities • Provider through Growth Hubs • Support University Business Schools with industry programmes and projects • Failure happens • “We can learn a lot from it” vs. • “It represents wasted time and money”
  • 3. Signs of things going off-piste… • Taking longer to get results anticipated • Lines of communication appear to break down • Issues of IP ownership / control = Becoming distractions that’s adding to the business in additional costs / missed market opportunities
  • 4. The risk of ‘mis-alignment’ from the outset (1) *(the speed of light isn’t always what we think it is)
  • 5. The risk of ‘mis-alignment’ from the outset (2)

Editor's Notes

  1. Speed of decision making and contrasting bureaucracy
  2. Different starting points and ‘win states’ for both sides = importance of clear planning from outset and clarity on expectations and realities of other
  3. Sometimes helps to have a Switzerland to facilitate/mediate
  4. Risks to future relationships and brand image for both sides from wider fall out…
  5. Just because the experience didn’t work out, Universities have other parts with whom the experience could be very different… importance of post-mortems for both sides