201501 gests423 s3
TRANSCRIPT
1
GESTS423 Intellectual Property Management &
Technology Transfer Part II: Role of higher education institutes in
innovation processes Azèle Mathieu, PhD
February - June 2015
2
You will work on a patent applied by a UNIVERSITY
WHY UNIVERSITIES APPLY FOR PATENTS?
© Azèle Mathieu
The missions of higher education institutions
GESTS423 – Technology Transfer – © Azèle Mathieu
3
Mission 1: teaching KNOWLEDGE TRANSMISSION
Mission 3: contribution to society KNOWLEDGE CAPITALISATION
Mission 2: research
KNOWLEDGE CREATION
Increased importance of the 3rd mission
GESTS423 – Technology Transfer – © Azèle Mathieu
4
Decrease of structural funds for HEIs
From a “closed” to an “open innovation” model
Emergence of some high-tech based fields
Knowledge-based society
Bayh-Dole act in the US in 1983
Regional decrees in Belgium at the end of the 90’s
Higher education
Industry
Long-term economic growth
Innovative capacity of countries
Mission 1: Teaching
Mission 2: Research
Mission 3: Contribution to society - economic development
?
?
5
GESTS423 – Technology Transfer – © Azèle Mathieu
Importance of accrued interactions between different types of players: Triple Helix Model
GESTS423 – Technology Transfer – © Azèle Mathieu
6
Source: Etzkowitz and Leydesdorff (2011)
Triple Helix Model of an innovation ecosystem - benefits for the industry
7
Source: Arthur D. Little, Prism 02/2012
New ideas: from adjacent industries, from experts in a particular area, from a fresh approach
New people: often businesses transfer in transfer in academic staff for a period of secondment, or hire PhD students who complete industrial placements
Non-core science: access technology outside the bounds of existing R&D activities, at a low cost
First look: maintain a watching brief over new, emerging and potentially disruptive technologies
GESTS423 – Technology Transfer – © Azèle Mathieu
Triple Helix Model of an innovation ecosystem - benefits for higher education institutions
8
Source: Arthur D. Little, Prism 02/2012
Get paid: financial rewards for academic researchers and the institutions they work in
Career progression: prestige associated with working with industry and new transferable skills
Stimulus of exposure to real-world problems: application of basic and applied expertise to practical challenges
GESTS423 – Technology Transfer – © Azèle Mathieu
Triple Helix Model of an innovation ecosystem - benefits for the government
9
Source: Arthur D. Little, Prism 02/2012
Sustainable jobs: industry and academia working together creates new jobs
Economic growth: new jobs means a knock-on effect for the national economy, as people spend money
GESTS423 – Technology Transfer – © Azèle Mathieu
Different mechanisms to transfer knowledge from HEI to business sector
10
Knowledge Transfer Mechanisms (KTMs)
“New” KTMs
Patents
Spin-offs
Contract-based consultancy
Contract-based research
Collaborative research
Traditional KTMs
Informal interactions
Conferences
Employment of graduates
Publications
GESTS423 – Technology Transfer – © Azèle Mathieu
11
Informal interaction Formation of social relationships and networks.
Participation in conferences Active participation in conferences by presentation of research results.
Mobility of people It embodies the employment of graduates (B.Sc., M.Sc. or Ph.D. Level) in
the business sector, the employment of university staff/researchers in the
business sector, the trainees, the double appointments and the temporary
movement of university members to the business sector.
Cooperation in education It either covers the training of business employees by academics, either the
situation where the firm members influence curriculum of university
programs or give lectures at universities.
Cooperation in R&D Inter-organizational arrangements for pursuing collaborative R&D. It also
includes the joint supervision of PhDs and Master Theses by universities and
firm members and/or the financing of Ph.D. research by the business sector.
R&D services Activities commissioned by industrial clients. It includes contracted R&D
and consultancy.
Publications Use of codified knowledge within industry. It includes joint-publications
with the business sector and scientific publications of the academic
researcher.
Sharing of facilities It covers the sharing of facilities between academics and firm members or
the financing of new facilities with industry funding.
IP rights and licensing Transfer of university-generated IP (such as scientific research results,
patents, software, trademarks, databases) to firms, e.g. via licensing.
Academic spin-off companies Development and commercial exploitation of technologies pursued by
academic inventors through a company.
Data sources: Azèle Mathieu®, PhD Thesis (2011), adapted from Perkmann and Walsh (2007) and Bekkers and Freitas (2008) GESTS423 – Technology Transfer – © Azèle Mathieu
12 12
Traditional, open sciences KTMs still privileged
New, formalised KTMs, not the most important
Patent, spin-off not the most important for academics; Business-funded contracts, important for academics
Data sources: Azèle Mathieu®, PhD Thesis (2011), own summary of surveys performed by Meyer-Krahmer and Schmoch (1998), Thursby and Thursby (2001), Schartinger et al. (2001), Agrawal and Henderson (2002), Cohen et al. (2002), Arundel and Geuna (2004), Landry et al.(2005), Brennenraedts et al. (2006), D’Este and Patel (2007), Bekkers and Freitas (2008).
Importance of KTM as perceived by their users
GESTS423 – Technology Transfer – © Azèle Mathieu
Income from partnerships activities across UK universities (2010-2011)
13
For HE: IP revenues remain small compared to other types of revenues from other KTMs
GESTS423 – Technology Transfer – © Azèle Mathieu
Source: Arthur D. Little, Prism 02/2012 and HEFCE Higher Education – Business & Community Interaction Survey, July 2012
How do universities manage the 3rd mission? (1/2)
14
New infrastructures:
● Technology Transfer Offices (TTO)
Making part of the university or independent
Legal – scientific – business advisors
Interacting with patent attorneys
● Patent fund
● Business incubators
● Dedicated investment fund
© Azèle Mathieu
How do universities manage the 3rd mission? (2/2)
15
New rules:
● Ownerships of inventions
● Distribution of revenues
● Limitation of conflicts of interest
All these changes do not go without some tensions...
● Academic freedom
● Cultural differences
● ...
ULB-Technology Transfer Office
16
Launched in 1991
Integrated in the university
~ 15 employees
Missions:
● Fundraising for research
● Management of interactions with the industry
● Management of the ULB’s Intellectual Property and its marketability
● Support to spin-off launching
Evolution of patents and spin-offs at ULB
17
0
15
30
45
60
75
90
105
120
135
150
165
180
195
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
# patents # spin-offs
Cumulative evolution # launched spin-offs Cumulative evolution # applied patents
Region's
decree
Inventions
belong to the
ULB
Spin-off Fund
Theodorus
Patent
Fund
ULB TTO
EEBIC
Solvay
Entrepreneurs
(1986)
Valorisation
Committee
Inventions from ULB: very specific fields, strength in biomed
18
© Azèle Mathieu
Medical bioinformatics
Low Risk (50%) High Risk (50%)
Endoscopy
Orthopaedic
Anaesthesia monitor
Neurophysiology Prosthesis
Optics – Holographic Microscope
Intellectual Property regime @ ULB
19
All inventions belong to ULB
Selectivity for quality patent applications:
● Contribution of the lab (2.500€)
● PCT applications to evaluate market perspectives
Patenting costs
3 thirds rule
No equity parts in exchange of licenses
Investment in spin-offs managed by Theodorus fund
RESEARCH INTELLECTUAL PROPERTY
Knowledge transfer @ ULB
Knowledge transfer @ ULB and your role
21
In order to valorise a new invention towards the society there is a need for scientific, legal & business competences.
You will work and be considered as a business developer
Interacting with the scientific, legal and business advisors of ULB-TTO
In charge of developing a “Valorisation plan”
© Azèle Mathieu
References (1/3)
23
(2013). Big Bang Disruptions, Harvard Business Review
Chasm Institute. http://www.chasminstitute.com/METHODOLOGY/TechnologyAdoptionLifeCycle/tabid/89/Default.aspx
Chesbrough, H.W. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press.
Chesbrough, H.W. (2006). Open innovation: a new paradigm for understanding industrial innovation. In Chesbrough, H.W., Vanhaverbeke, W. and J. West (eds), Open Innovation:Researching a New Paradigm. Oxford University Press.
Christensen, C. (03/11/2012). A Capitalist’s Dilemma, Whoever Wins on Tuesday. The New York Times.
Cohen, W.M. and D.A. Levinthal (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), pp.128-152.
Europe Enterpise Network, http://een.ec.europa.eu/
GESTS423 – Technology Transfer – © Azèle Mathieu
References (2/3)
24
Etzkowitz, H. and L. Leydesdorff (2000). The dynamics of innovation: from National Systems and “Mode 2” to a Triple Helix of university–industry–government relations, Research Policy, 29 (2), pp. 109-123.
European Communities – Gate 2 Growth (2002). A Guide to Financing Innovation.
Geuna, A. (2001). The Changing Rationale for European University Research Funding: Are There Negative Unintended Consequences? Journal of Economic Issues, 35 (3), 607-632.
McKinsey Global Institute (2013). Disruptive technologies: advances that will transform life, business and the global economy.
Mowery D.C., Nelson R.R., Sampat B.N. and A.A. Ziedonis (2001). The growth of patenting and licensing by U.S. universities: an assessment of the effects of the Bayh–Dole act of 1980. Research Policy, 30 (1), 99–119.
OECD - Oslo Manual: Guidelines for Collecting and Interpreting Innovation Data, 3rd Edition.
GESTS423 – Technology Transfer – © Azèle Mathieu
References (3/3)
25
Pavitt, K. (1980). Industrial R&D and the British economic problem. R&D Management, 10, 149.
Perkmann M. and K. Walsh (2008). Engaging the scholar: Three types of academic consulting and their impact on universities and industry. Research Policy, 37, 1884–1891.
Perkmann M. and K. Walsh (2009). The two faces of collaboration: impacts of university-industry relations on public research. Industrial and Corporate Change, 1-33.
Procter and Gamble, Connect + Develop http://www.pgconnectdevelop.com/home/pg_open_innovation.html
GESTS423 – Technology Transfer – © Azèle Mathieu
Triple Helix Model of an innovation ecosystem - benefits for the industry
GESTS423 – Technology Transfer – © Azèle Mathieu
27
Source: Arthur D. Little, Prism 02/2012