Transcript Slide 1

Setting up and Operating a
TTO – Topic 4
Santiago, October 21, 2013
Topics
• What is the best model of technology
management unit or technology transfer
office (TTO)?
• Technology managers – how to recruit
them and train them?
• How to manage expectations?
What is the best model of TTO?
• Model has to facilitate and to enable
implementation of the mandate and the mission
of TTO;
• It is potentially evaluative schematic – it can, for
example start as a small office, with limited area
of work and grow over the time or become a
network of small offices, following needs of
stakeholders;
• Public or private entity?
• IP Hub
• Regional Office
What is the best model of TTO?
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Small Office – Why not?
However, to be able to respond to basic functions of TTO it should minimum have
staff with following background:
– Scientific
– Business
– Legal
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It is important, in particular in the beginning to respond to the expectations of the
management and of scientists – in order to facilitate creation of new culture and
obtaining their confidence;
TTO needs to peruse stakeholders that they are providing them with an useful
services, that they would not be able to organize ;
Often small offices are outsourcing certain specific services such as:
– Patent drafting
– IP valuation
– Raising funds for start ups, etc.
What is the best model of TTO?
• IP Hub
– Economy of Scale Approach;
– Efficient use of Assets and Resources;
– Informal or Formal (legally regulated) Network
of Users (TTO s of beneficiary institutions);
– Appropriate for Regions, Clusters, Sectorial
Collaboration.
WIPO Project - R&D Networks and
IP Hubs
Colombia and Western African Countries
R&D Networks and IP Hubs (TTOs):
Implemented in Colombia and Western African
Countries
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The project was developed and sponsored by WIPO and Swiss
Government donation;
It was in networked collaboration with following government, academic and
non governmental institutions:
The Office of Industrial Property of Colombia (Superintendencia de
Propriedad Industrial),
The National Institute on Science and Technology (Colciencias) of Colombia,
Immunology Institute of Colombia Foundation (FIDIC)
The Foundation Geneva International Academic Network (GIAN/RUIG),
The Graduate Institute of International Studies of Geneva (HEI), University
of Geneva,
Hautes Études Commerciales (HEC), University of Geneva,
Swiss Tropical Institute (STI), University of Basel,
International Institute for Management Development (IMD), Lausanne, and
Council on Health Research for Development (COHRED), Geneva.
R&D Networks & IP Hubs
Key elements
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Fosters scientific collaboration
Improves technical results
Optimizes resource allocation
Leverages economies of scale
Reduces costs of research and IP protection, management and
commercialization
• Has been implemented in the health R&D sector of 7
countries
– Colombia
– 6 West African countries: Cameroon, Central African Republic,
Chad, Equatorial Guinea, Gabon, Republic of Congo
R&D Networks and IP Hubs
• Concept
– Development of Network among R&D institutions,
preferably doing the research in the same scientific
area (malaria);
– Inter – institutional agreements with a different level
of legally binding relations,
– New element - IP Hub that provides IP and
technology management services to all members in
the process from research results to the market.
R&D Networks and IP Hubs
Deliverables
• Strategy model, that can be copied
• Economy of scale approach
• Efficient use of existing scientific, financial and
management resources
• Possibility of inter-disciplinary approach to the scientific
problems
• Collaborative innovation opportunities
• Higher level of protection, development and
commercialization of research results by using
professional services of the IP Hub, and
• Better return on the investment.
R&D Networks and IP Hubs
Results
• Successful model with measurable
performance results - 7 new patent
applications based on networked research
and innovation by members of the Health
Sector R&D Network;
– Government of Colombia applied the same
model in energy, agro – chemical and security
sector.
Regional Burea
• Germany
• New Initiative in France - Société d’Accélération du Transfert de
Technologies (Satt) system;
• Implemented in 2011, the initiative has resulted in universities
and research institutes orienting tech transfer efforts to 12
regional Satt offices.
• The initiative is backed by €3.5bn ($4.6bn) from the Future
Investment Programme (Investissements D’Avenir) – a €35bn
government investment programme with €22bn specifically for
higher education and research.
• A regional overview of IP would allow a top-down perspective
on where universities and institutes can funnel their resources
into a particular field while eliminating competition over
prospective patents.
• Larger portfolio for negotiations
• Limiting negative competition among national research centers
Imperial Innovations
• Bringing valuable ideas to market
• Imperial Innovations was founded in 1986 as the technology transfer
office of Imperial College London;
• In 2006 it became a private company and was admitted to the AIM
of the London Stock Exchange:
• Until 2011, Innovations invested only in companies based on
intellectual property developed at Imperial College;
• In January 2011, the company raised £140 million to invest in
businesses built on intellectual property developed at or associated
with the Universities of Cambridge and Oxford and University
College London, in addition to Imperial College London.
• They provide financing from pre-company formation through all
stages of development, including leading later stage rounds.
• Engagement at the earliest possible stage, from the inception of the
start – up.
Technology Managers
• Profile – combination of:
– Scientific – in leading areas of the university
research;
– Business – with real experience and business
network of contacts;
– Legal; and
– Information Technology.
Technology Managers
• Where to recruit them?
– University scientists
– University students – “alumni”
– International recruitment
– Businesses in the region
– Vacancies
Technology Managers
• How to educate them?
• Lack of regular academic technology
management education
• Trainings of Professional Association
• WIPO trainings
Technology Managers
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Incentives
Percentage of revenues?
Bonus?
Equities in university start – ups?
Professional advancement
Recognition
Expectation of Society
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Traditional role – education and research;
In addition - “earning university”;
Branded name and image;
Without additional investment in
resources!!
Thank you very much!
Olga Spasic
Head
Innovation Structures Secion