The document discusses creating an entrepreneurial environment at universities. It outlines some key challenges including a lack of commercialization experience among staff, insufficient financial capital, and inadequate rewards for creators of intellectual property. The document recommends that universities establish an effective commercialization office led by experienced practitioners, commit senior management support, provide resources and training to staff, and engage with external ecosystems to access human and financial capital. With the right inputs, culture, resources and ecosystem supports in place, universities can better leverage their intellectual property for job creation and economic impact.

1. Creating an Entrepreneurial
Environment at Universities
Dr. Taj S. Mattu BSc MSc DPhil
(Oxon)
taj.mattu@foresightst.co.uk

2. Context
 Universities are a repository of cutting edge thinking (science,
engineering, technology etc.) and teach students
 Respect the fact that University staff has elected not to be in a
commercial entity
 A cultural change is required for success
 University objectives are multifaceted
 Minimise risk Enhance reputation
 Secure societal impact Secure financial income
All Universities are different, with a continuum of expertise
and each a microcosm of that country’s culture

3. Key background points
 University’s IP typically has not been productised, not been fully tested
and not gone through any applicable regulatory approvals (if any apply)
e.g. Technology Readiness Level 3-6 (scale 1 – 9, typically at 4
http://www.publications.parliament.uk/pa/cm201011/cmselect/cmsctech/619/61913.htm )
 A Licensee secures the rights to develop (have developed), make (have
made), import, export, sell (have sold), lease (have leased) etc. a Licensed
Product
 Universities sell the hope of a product to an Investor/Licensee for the
Investor/Licensee to pay for its development and sell a
marketable product for both parties to benefit (note different models for
IP access)
 The risk profile is not aligned = unreasonable expectations

4. Challenges
• Human capital:
– Experience of commercialisation staff
– External local resources
• Financial capital:
– Upskilling of staff (& creators & students)
– To leverage other components of the ecosystem
• Rewards for creators
– Financial
– Internal reputation
– Communication is key

5. The key features of success
• Senior management commitment to the commercialisation agenda
/ entrepreneurial environment over the long term
• Delegated authority to the commercialisation office to transact on
behalf of the university
• An intellectual property rewards policy that is generous to the
creators of intellectual property and creates the incentive for all the
stakeholders to engage
• Internal and external recognition of the achievements of the
creators of intellectual property
• A transparent stage-gated process for evaluating accessing the
commercialisation offices resources that is not politically influenced

6. The key features of success (cont’d)
• Sufficient resources to employ effective staff and a training
budget to upskill them
• A transparent conflicts of interest register consistent with
the university’s policy
• An Innovation Fund to transition opportunities to an
inflexion point for external investment to be secured
• An external ecosystem (local or elsewhere) where human
and financial capital can be accessed
• Effective account management and post deal management

7. Recommendations
• An effective commercialisation office is the key to leveraging the job
creation potential of universities
• Building this is via patient investment in the personnel who are trusted to
deliver a change in institutional culture with external mentor(s)
• Senior university management need professional expert advice from
experienced practitioners (across different ecosystems) to assist in
providing realistic targets and provide mentorship
• The architecture of the Commercialisation Office has to reflect the
stakeholders (senior management, faculty heads, researchers, press office,
alumni office, student office etc.) and their commitment to their
obligations
• Define agreed objectives for the commercialisation office and deliver the
agreed support & resources

8. Take home messages
• The long-term plan for a Commercialisation Office has to be
pragmatic and reflective of the universities inputs, the
institution’s culture, the ecosystem’s features and the
resources available
• Success is not independent of the quality of the opportunities
so monetary returns may be poor indicators of initial (7 years)
effectiveness
Inputs | Culture | Resources | Ecosystem = Outputs
ICRE=O
Taj S. Mattu BSc MSc DPhil (Oxon)
taj.mattu@foresightst.co.uk
Foresight Science & Technology (UK) Ltd