University business partnership
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This document discusses establishing partnerships between universities and businesses. It outlines Phillip Allen's background and agenda, which includes why management matters for productivity and innovation. The document then discusses what businesses want from universities, such as recruiting graduates, informal contacts, and joint research projects. It proposes that the Partnership Institute can link MGSM and businesses by producing a roadmap and financial model for active partnerships. The document emphasizes that knowledge transfer involves bringing people together through activities like conferences. It also notes the economic contribution of universities, especially to local regions.
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University business partnership
- 1. University-Business Partnership For mutual inspiration and stimulation Power of Research Dinner Talk October 2010 Phillip Allen
- 2. AGENDA Introduction –Phillip Allen Why Management Matters What Businesses Want How MGSM can partner
- 3. Phillip Allen MGSM Partnership Institute Manager Prior Experience Research Manager Think Tank ABF Technology Analyst IDC Education PhD Australian Graduate School of Management Thesis – IT Management and Innovation Masters eCommerce - Deakin University Economics Degree - University of Newcastle
- 5. The Global Financial Crisis
- 6. Long-Term Growth and Prosperity Australian Productivity 1964-2005 Productivity isn't everything, but in the long run it is almost everything Paul Krugman
- 7. Doing better things Innovation Management Productivity Efficiency Doing things better
- 8. Better Management and Productivity There is a strong positive relationship between good management practices and firm productivity. Four thousand firms across sixteen countries
- 9. Australian Management and Best Practice
- 10. What Do Business Want?
- 11. Four Vital Roles in the Knowledge Economy Educa&ng People Increasing the stock of • Training skilled undergraduates, ‘codified' useful knowledge graduates & postdocs • Publica6ons • Patents • Prototypes Providing public space Problem-‐solving • Forming/accessing networks and • Contract research s6mula6ng social interac6on • Coopera6ve research with industry • Mee6ngs and conferences • Technology licensing • Hos6ng standard-‐se@ng forums • Faculty consul6ng • Entrepreneurship centers • Providing access to specialised • Alumni networks instrumenta6on and equipment • Personnel exchanges (Internships, • Incuba6on services faculty exchanges) • Visi6ng commiIees • Curriculum development commiIees
- 12. What Businesses Want Informal contacts Recruitment at first degree or Masters level Internships Conferences Publications Problem-solving/consulting by university staff Joint R&D projects Testing and standards Recruitment at post doctoral level Innovation-related expenditure spent on uni Global Average Exclusive licensing of university held patents Non-exclusive licensing of university held patents 0 10 20 30 40 50
- 13. What Australian Businesses Want Informal contacts Recruitment at first degree or Masters level Internships Conferences Joint R&D projects Problem-solving/consulting by university staff Publications Innovation-related expenditure spent on uni Testing and standards US/UK average Recruitment at post doctoral level Non-exclusive licensing of university held Australia patents Exclusive licensing of university held patents 0 10 20 30 40 50 60
- 14. Management Practices and Productivity Innovation Collaboration Management Productivity Knowledge Efficiency
- 15. Collaboration and Knowledge – Open and Global
- 16. The World is Flat
- 17. The World is Spiky
- 18. Scientific Citations The Geography of Innovation The Just a few places produce most of the worlds innovation
- 19. How MGSM Can Partner
- 20. Recognising the Differences University Motivation Business Motivation 1. Financial Support 1. Access expertise 2. Practical side of research 2. Innovation and competitive advantage 3. Fulfil service mission 3. Students as potential employees 4. Identify relevant problems 4. University ‘objectivity’ 5. Broaden student and faculty experience 5. Branding, recognition and PR 6. Employment opportunities for students 6. To expand external contacts 7. Enhance regional economic 7. To ‘give back’ to the university development Money, Relevance and Mission Ideas, Connections and Skills University-Industry Research Partnerships: Motivations for Collaboration (Scricca : 2006)
- 21. University-Business Interaction Key Challenge: Raising the interest and breaking down the difficulty of interacting with universities. The Lambert Review The main challenge for the UK is not about how to increase the supply of commercial ideas from the universities into business. Instead, the question is about how to raise the overall level of demand. NESTA In some cases, this lack of demand may be because there are no benefits to be gained from collaboration. However, it is mostly because the process of interacting with the university is unnecessarily difficult or the benefits are not well understood.
- 22. The Partnership Institute Linkage mechanism to bring MGSM and business together Next steps Produce roadmap for active partnership with a variety of organisations Financial model for funding and support Timetable for implementation
- 24. Knowledge Transfer Involves People Knowledge exchange through bringing people together
- 25. However . . . Economic Contribution of MGSM Especially important to local region because of stability Source of employment and local demand Produce skilled workforces and transfer knowledge through graduates Part of innovation ecosystem as knowledge source Anchor for clusters of businesses and network builder Create an industry identity