Towards successful academic-private sector collaborations: Six Partnership examples from Sub-Saharan Africa by Tony Mitchell

1. Innovation Through
Collaboration
towards successful academic-private sector collaborations
Tony Mitchell
CAAST-Net plus Conference
Bergen, Norway
September 2015

2. Partnership Structure

3. Six Partnership examples from Sub-Saharan Africa
Partnered with the
University of Ghana
Partnered with the
University of Nairobi
Partnered with the University of Rwanda Partnered with Makere University

4. Value addedOne Team
Joint
Ownership
Five areas of impact
Academic/
Business
Synergy
Business
Vision

5. Value addedOne TeamJoint Ownership
Business Vision
Academic/
Business Synergy
Business Vision
 Understanding the potential of the University
 Informed exploration of strategic opportunity, without
obligation
 Confidence building, giving shape to the future of the
business.
 Finding the right information and the right partner
 Informed exploration of strategic opportunity, without obligation.
Business opportunity
recognition
Awareness and
relevance of new
knowledge
Brokering strategies

6. Value addedOne TeamJoint Ownership
Academic/Business Synergy
Academic/
Business Synergy
Business Vision
 Dealing with confidentiality issues, IP and the like.
 Satisfying rules and regulations –IP Agreed up front.
 Establishing a positive culture
 University slow to recognize opportunity – needs facilitation.
University and business
sharing the same
vision
Establishing realistic
but ambitious
expectations
Confidence building

7. Value addedOne TeamJoint Ownership
Joint ownership
Academic/
Business Synergy
Business Vision
 Resolve differences in values, timescales, gaining a “solution” focus.
 Recognizing the interests of both partners, identifying need for multi-
disciplinary teams.
 High level trust, objectives exceeded.
Joint authorship
Common langauge and
shared objectives
Win/Win partnership

8. Value addedOne TeamJoint Ownership
One Team
Academic/
Business Synergy
Business Vision
 Improved internal communication, supported change
management, emphasis on embedding new knowledge.
 Outcomes exceeding objectives
Co-creation
Business ability to
absorb new knowledge
Managerial learning,
diffusion through the
business
 Well trained staff absorbing knowledge
 Diffusion of best practice through the company and
University staff: knowledge socialization and increased
R&D capacity

9. Value addedOne TeamJoint Ownership
Value added
Academic/
Business Synergy
Business Vision
 Market access, production planning, investment appraisal, business model:
prepared to support commercialization.
 Attributes of mature business
 Knowledge embedded in company
Commercialisation
Compatible business
model
Business process and
investment prepared
 Small company, little market planning or investment appraisal
 Leading to slower implementation and risk of knowledge dilution
 Maximized business learning
 Informed investment appraisal

10. Final Conclusions