Ganguli Setting Ip Policies For Tech Transfer Offices In The Arab Worl1 4th Technology Commercialization Conference Amman

1. Dr. Prabuddha Ganguli CEO “ VISION-IPR” 101-201, Sun View Heights, Plot 262, Sher-e-Punjab, Andheri East, Mumbai 400101, India Tel: 91-22-28264348; Fax: 91-22-28264344 e-mail: pgang@mtnl.net.in “ Setting IP policies for Tech Transfer Offices in the Arab World” Presentation at The Fourth Annual Conference on Technology Commercialization, Nov 13, 2008 Amman, Jordan.

2. “ Knowlitics ” ® …... …..a new international phenomenon Emerging Socio-Political Dimensions of the Knowledge Trade IPR plays a decisive role Transacting Owned Knowledge “ Knowletics” is a registered trademark of P. Ganguli

4. M inds to Market idea stage Freezing of options Position in the protected Knowledge grid Idea Feasibility Ideas demonstrable Ideas Actionable Idea into product/process Marketable Products/Processes Alignment with market time Realisable Value of IP to Potential Value of IP Market acceptability Competitive sustenance IPR Management Product Lifecycle Value addition to Business & Market Hi to Low Risk Science To Technology

5. Stem Cells of Institutional IPR …facilitate the creation of innovations that have the potential to differentiate and value add at various stages of the Innovation Cycle

14. Creating Institutional IP Policy ..the process A priority status signaled by the Head of the institution, such as the Vice Chancellor of the university, the Director of the institute and/or all the associated key functional heads, such as Deans of Academics, Administration, R&D, etc. to ensure adequate resource allottment to the activity in the Institution. An office with executive authority must be identified to champion the IPR activities and be responsible for the development and implementation of the IPR Policy in the institution. e.g. an office that is equivalent to the Office of the Dean of Research and Development or the Dean of Academic Activities , etc

15. Creating Institutional IP Policy ..the process Benchmarks for the selection of the office to lead the IPR Policy Process The Office should : a) facilitate the R&D dynamics in the institution leading to the creation and utilization of institutional IPR assets; (b) link with other institutional functions promote the harmonious development, (c) act as the conduit for interactions with external funding agencies, industries, etc and d) has the authority to negotiate deals on behalf of the institution;

16. Creating Institutional IP Policy ..the process Institute a formal “IPR Cell” comprising of a cross-functional core team with defined responsibilities

22. EVOLVING ROLES .......... IPR Cell WINDOW TO IPR INFORMATION IN PROJECT TEAMS Research Proposals Identify innovations Appropriate IPR protection Publication clearance GATEWAY Attorneys IPR Authorities National/International agencies TECHNOLOGY TRANSFER CHECK POST Agreements/Contracts Licencing Clearance for use INSTITUTIONAL IPR AWARENESS SUPPORT LEGAL PROCEEDINGS POLICING IPR PORTFOLIO TRACKING COMPETITION IPR monitoring Planning oppositions, blocking moves, etc. Role of an Institutional IPR Cell

23. How can this be implemented in the Arab World

25. Case Studies Examples form some operating projects in India

26. Idea clustering in open forum by Department of Biotechnology (DBT) Delhi University Cadila Pharmaceuticals Pvt Ltd (CPL) Dept Of Biotec (GOI) CPL as industry Interested in the concept For commercialisation Idea Generation In Open DBT Forum DBT interested in Creating & Nurturing alliances

28. DBT --- Industry Initiative National Institute of Immunology NII Cadila Pharmaceuticals Pvt Ltd (CPL) NII: Basic Science for Leprosy Vaccine CPL: Under license Developed it to a commercial marketable Product

29. Industry Initiative National PPP spinoffs Cadila Pharmaceuticals Pvt Ltd (CPL) Further Identified innovative indications For Immuvac CSIR DST DBT NMITLI SIBRI RESEARCH GRANTS PRDSF Scheme

30. Industry Initiative National PPP spinoffs CPL CSIR DST DBT Clinical Basic Science SIBRI Basic Science Product Development Basic Science Product Development 5 Institutions 5 Institutions 1 Institutions 4 Institutions

32. PRDSF of DST Pharmaceutical Research and Development Support Fund (PRDSF) was created under the administrative control of (DST) in January, 2004. Government’s budgetary contribution of Rs.150 crores as corpus to this fund. Interest accrued is used to assist R&D Projects in modern and Indian Systems of Medicines jointly proposed by industry/academic institutions/laboratories and to create national facilities. Indian scientists are engaged in the development of medicines for several diseases such as malaria, filaria, cancer, ulcer, tuberculosis, Etc., and vaccines for rotavirus, cholera, DNA rabies, tuberculosis,HIV, malaria, etc. The leads obtained from the screening of new chemical entities, extracts from plants, traditional preparations, microbes and fungal sources are at different stages of discovery chain like pre-clinical and clinical trials.

33. NMITLI of CSIR New Millennium Indian Technology Leadership Initiative (NMITLI) A unique “Team India” public-private partnership. With a workable benchmark of short project cycle with high-risk low investment, has emerged the concept of generously funded time bound and resulted oriented projects. This has emerged as the biggest funding route for biotech sector. The initiative so far is worth Rs 1500 million.

35. “ Directed” Basic Research Pre- Competitive Applied Research Applied Research And Product Development Basic Research Type: Participation: Universities, National Laboratories Universities, National Laboratories and Industry Industry Societal Interest Industry Interest Varieties of Needed Research & Development Efforts ----------------------- -- --- ---- -------------------- --- Industry-Consortium Mode(e.g.CAR) The Department of Atomic Energy has been very successful in directing basic research to areas of relevance to their mandate and has benefited greatly from it. Courtesy: Dr. R. Chidambaram, Principal Scientific Adviser to Government of India

37. Creating Institutional Human Resource in IPR “ Model IPRinternaliseTM – Integrating Intellectual Property Rights in technical education” by Jabade, Abhyankar and Ganguli [World Patent Information 30 (2008) 220–224]

38. How do we Innovatively Infuse IPR into Structured Innovation Processes without negatively impacting creativity? ….. And yet make it amenable to integration with management systems A Challenge

39. “ IPRinternalise™” ..A Pathway to seamless Integration of IPR into Innovation Processes Consider IPR as “in-vivo” activities within the Innovation Cell

40. Path to IPRinternalise Bridging the gaps at the early innovation phase also ensuring appropriate documentation Creation of IPR LITERATE human resource Development of IPR LITERATE intra-institutional human resource Interactive dynamic interaction creating an “Enabling Environment” Intra institutional working groups of researchers, IPR LITERATE resource

41. Establishing Communities of IP Creators, IP Enablers and IP Practitioners Hub and Spoke IP Core Groups Networking for peer to peer interaction and learning Exploiting EXISTING Government channels Utilize power of IT TOOLS LET PEPOPLE REALIZE “POWER WITHIN”

42. Student Project-problem identification Do we know what is known? Do we know what is protected? Do we know how to bypass what is known and protected? Do we know how to “DESIGN SOLUTIONS ” Do we know how to ENGINEER AN “INVENTIVE STEP”

43. Output Development of IP expertise and capability within Technical Educational Institutions Creating an urge to “Internalise IP” as a process of innovation And learning Enhance quality of Technically qualified students and Provide emerging career opportunities Building of a “CREATIVE LEARNING ETHICAL SOCIETY”

44. Patents and other IPR in a cost effective process Technology transfer and benefit sharing Bonus

45. An Effective tool to develop open, inspired prepared and enriched minds and Seamlessly integrate IPR in Technical Education IPRinternalise

46. Hub Spoke Model Peer to peer transfer of IPR literacy and Expertise Hub to create spoke ……… Spoke to become hub to create spoke … chain propagation HUB Institution Spoke Institute 3 Spoke Institute 2 Spoke Institute 1

47. IPRinternalise A Scalable Model Cost Effective High Adaptability within Core Groups Peer to Peer Transfer of Literacy and Expertise