support & reinforce the management & exploitation of · pdf filemohamed shariff...
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Mohamed Shariff Mohamed Din
Faculty of Veterinary Medicine
Universiti Putra Malaysia
Support & Reinforce the Management & Exploitation of IP in Universities & R&D Institutions & in Polytechnics
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National level support for TT
Funding & Tax incentives
Establish High Profile TTO
Challenges
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Political Commitment& support of
national authorities
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Team work
Strategic alliance
Same vision, mission & wavelength!
Innovation
Partnership
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Policies
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Strengthen building blocks of innovation
Structural Enhancement
Institution Tech Transfer Office
A National TTO
IP Academy
IP court
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for R D & C
Funds
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Territory size shows the proportion of worldwide R&D spending that is spent there
http://www.worldmapper.org/posters/worldmapper_map165_ver5.pdf
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© Copyright SASI Group (University of Sheffield) and Mark Newman (University of Michigan).
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Research & Development Expenditure
2009B
urk
ina F
aso
Eg
yp
t
Gab
on
Gh
an
a
Ken
ya
Mad
ag
ascar
Mali
Mo
zam
biq
ue
Nig
eri
a
S. A
fric
a
Tan
zan
ia
Tu
nis
ia
Ug
an
da
0
0.2
0.4
0.6
0.8
1
1.2
% G
DP
http://databank.worldbank.org/data/home.aspx
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Promote adoption of sound research
management practices including:
IP management
Sound research management practices
Commercialisation
of research outputs
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Ensure excellent research
Build strong team
Focused research
Headed by core competent
scientists
Hiring “champions” in targeted
fields
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ScienceFund
Innovation of products or processes for
further development & commercialisation
Max: $162K
Lab scale investigation
for production of CQ10$91k
Incentive -Research Funds
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TechnoFund
Develop products & technologies for
pre-commercialization stage
$1.6Million
Pilot scale
production of CQ10
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Commercial plant - VC - $20 million
$91
Lab scale
$1.6 million
Pilot scale
$20 million
Commer Scale
Various sources
of funds
for scientists
with patents
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Provide incubators for up scaling & incubation
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Funds for innovation
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Patent
Tech Transfer
Further product
development
Product Market Opportunities
Feasibility study
Product development
New benefit
Safe
Commercial
Production
Market
Development
Collaboration
with industry
CRDF 1
CRDF 2-4
Techno
fund
Garage
fund
Product
Sales
Opportunities
for Funds
BioTech Corp
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Keep improving the technology
20052004
1997
1998
Dot EIA(Require cold chain)
1994
Scientific Discovery
50kDa 1986-1991
Immuno- chro
matography(No cold chain)
TYPHIrapid™
Thermo Stabilised PCR
EZ TYPHI carrier DNA
2008
Universal
PCR Chip(Nanotechnology)
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Tax Incentives
R&D incentives:
Investment Tax Allowance (ITA)
Super Deductions
Enhanced benefits for Pioneer Status
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Programs include:
Malaysia's S & T Policy for the 21 st Century
Holding Co. to
promote
Commer.
Improve
incentives for
researchers to
commer.
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Establish
TTO
a high profile
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Organizational Structure of TTO Office
DVC Research
Research Management Centre (RMC)
Vice Chancellor
DVC StudentAffairs
DVC AcademicAffairs
Publications Grants Knowledge Management
TTO
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TTO organisational structure - upm
Director
General Admin IT
Legal
DVC Research & Innovation
1 April 2006
26 staff
Deputy Director
Promotion
/Training
Deputy Director
IP & Contract
research
Deputy Director
Commer-
cialisation
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TTO Divisions & functions
Promotion/
TrainingIP/Contract
Research Commercialisation
Promotion/
Training
- Promotion
- Roadshow
- Training
- Public
retlation
- Branding
- Matchmaking
Intellectual
Property
- Patent
- Trademark
- Plant variety
- Com Dev.
Research
- Contract
Research
- Technology
transfer
Planning
- Business planning
- Business develop
- Market research
- Garage/incubators
- Issues/Policy
Commercialisation
- Entrepreneurship
- Marketing
- ‘Spin-off’
Company
- Commer grant
- Monitoring
project/Co.
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TMO Staff
with the right expertise!
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Supervisor
Stressed
Commerciali
- sation!
Meetings
Research
Consultancy
Seminars
Training
Services
Researcher’s role
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Patent – non-tangible asset, evaluation
is difficult
E.g. 1st offer RM200,000
Final offer RM 4 million
Patent difficult to evaluate
+ 20% equity to researcher
+ 5% equity to UPM
+ Consultancy
Right expertise to negotiate
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TTO - Strong leadership
• Has deep understanding about role
of TTO
• Have great talent to develop new
vision & mission
• & able to drive forward all staff to
achieve excellence
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Staff must have the
right skills
Communication
Problem solving
Interpersonal
Proactive
Networking
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Examples of
Commercialization & Globalisation of Univ. IPR
Program on Tech. Licensing for ASEAN
Countries – Taiwan
WIPO Regional Workshop on Patent Drafting –
Singapore
‘Negotiating Skills for IP-Related Tech
Transactions’ – Singapore
Staff Training
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No Training
1 Successful Technology Licensing Course
2 WIPO Nat. Symp. on IP Education, Training & Research
3 JPO/IPR Training Course for IP Trainers – Japan
4 Asia Pharaceutical-Biotech Partnership Forum – Singapore
5 Impact of the PCT on Malaysian Business
6 Commercialization & Globalisation of Univ. IPR
7 Program on Tech. Licensing for ASEAN Countries – Taiwan
8 WIPO Regional Workshop on Patent Drafting – Singapore
9‘Negotiating Skills for IP-Related Tech Transactions’ –
Singapore
10Measuring R&D & Developing Innovation System In An
Institution of Higher Learning
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The success of TTO
Profile - high
Staff - sufficient
Strategies – short & long term term
Policies – friendly policies
Networking – strong
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Sustainable
Funding for TTO
For IP
protection
TT
Incentives
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U$1630 for filing patent
U$3260 on receiving patent certificate
Incentives for Researchers
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Provide Tools
Derwent World Patent Index
Database of patent from 40 of
world's patent issuing authorities
Short abstract & use of invention
Has 20 million "inventions"
A million new inventions added
each year
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Strengthen building blocks of innovation
Graduates – must have:
Innovation methodology
The Workforce must:
Master an Innovation Methodology
for creating new products &
services
Business models
improving public services
Build
future
skills
today
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www.fundmap.co.uk/EKTN/assets/images/fundmap_pie.jpg
Assurance of a
If R&D is
done in
collaborat
ion with
the
industry
partner
market
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Marketing using Global Webs
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Local market small &
non sustainable
Work with regional or Global players
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Challenges
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No Quick Fixes
TM &TT field is still relatively new & evolving
Entrepreneurial develop. takes decades to
accomplish
Short-term results difficult to demonstrate &
to quantify
Academic & private decision makers must
recognise these facts & build flexible
programs that takes time to mature & evolve
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<50% of programmes generated less
than the operation cost
16% self sustaining
0.6% R&D budget on TT
US Survey on TTO
55% on
Operation Cost
45% on
Patent Protection
Research Management Review, Volume 17, Issue 1 Fall/Winter 2009
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Source: MOF
Development & integration of bold policies
Restructuring tax & regulatory systems to
become more competitive
Increase support for R&D
Improving education systems
Many other pro-innovation steps
Political
Legal
Social
Cultural
Technological
Economic
Barriers
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Unpredictable changes
New leaders – different vision
Private sector – loses trust with the institution
Unclear policies
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Work within the government system
Approval from various levels
For private sector –time is money
Legal Management
Slow process
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