Success in University-Business Collaborations in the UK
Professor Mark Spearing Pro Vice-Chancellor January 2012
Acknowledgements • Input from: – Prof. Phil Nelson, Pro Vice-Chancellor, Research and Enterprise – Mr. Don Spalinger, Director Research and Innovation Services – Dr. Tony Raven, Former Director Research and Innovation Services, now Chief Executive of Cambridge Enterprise
Some of Southampton’s industrial partners
WJ GROUNDWATER LIMITED
Why Does Industry Want to Work with The University?
Industry s Reasons for Working with The University • Mine the University for future employees • Access to leading edge technology, knowledge, & policy thought – Industry must innovate to survive & prosper – Industry desires academia to shape policy & standards to their benefit
• Leverage funding – Industry partners with academia to get access to government funds – Do NOT view industry as an open checkbook
• Access and share research facilities • Outsource skills shortage to world-class experts • Share risk 5
Why Does Industry Hate to Work with The University?
Working with The University Is Hard Work • No sense of urgency! • Get treated like a cash cow • Lack of understanding of industry s needs • Overvalue of academic contribution – Too focused on IP – Do NOT understand what it take to commercialize
• Inflated egos • Too loose lipped
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Cultural Differences/Prejudices Business – Culture of the collective • Team playing is important • Collective responsibility
Academia – Culture of the individual • The University is just a “landlord” • Personal credibility key
– Want to get things done
– Want to be right
– Commercial savvy
– Subject expert
– Wants outcome
– Interested in the problem
– High service expectations
– Focus on publications
– Good influencing skills
– In-depth subject knowledge
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Key Methods for Industrial Funding • Sponsored Research Programmes • Consultancy • Knowledge Transfer Secondments • Continuing Professional Development (CPD) • Sponsored Studentships • Philanthropy
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Types of Relationships with External Organisations •
Research Funding – Company investment – Co-operative funding in conjunction with RC and other consortia – In-kind
•
Publications with joint authorship
• •
Consultancy Licenses
•
Visiting Professorships
•
Secondments – both directions – Company to University – University to company
•
Seminar/Lectures – both directions – Company employees at the University – University employees at the company
•
Events – both directions – University events attended by company personnel – Company events attended by University personnel
•
Advisory Boards – both directions – University advisory boards – externals on University boards – External advisory boards – University representatives on external boards
•
Employer Engagement - Curriculum – Undergraduate curriculum – Postgraduate curriculum – CPD
•
Employer Engagement - Studentships – KTP – EngD – Interns – Class Projects – Scholarships – Studentships – Prizes – Awards – Mentoring – Work shadowing
•
Recruitment of graduates – Career fairs – Employer presentations – Employability skills workshops – Advertising openings to potential recruits
•
Alumni
•
Philanthropy
•
Students (at University) who are children of key employees of company
•
Purchases from company (procurement)
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Relative Activity
The Innovation Gap
Academic
Theoretical Concept Creation
Commercial
Feasibility Demonstration
Productisation
Technology Readiness Levels
Mass Marketing & Volume Production
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Relative Activity
Bridging the Innovation Gap
Technology & Innovation Centres
Research Councils Multi-disciplinary Themes
Spin-out
Academic Theoretical Concept Creation
Technology Strategy Board
Commercial
Feasibility Demonstration
Productisation
Technology Readiness Levels
Mass Marketing & Volume Production
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Some keys to success • Business-University interaction is a “contact sport” – Industry and academic counterparts need to have a strong relationship built on mutual understanding with shared goals • Clear focus on objectives in contract negotiations – what is the overall goal? – Flexibility on IP, but… – University should receive a share of success • Ensure University is working on topics of strategic importance to the company – Senior contacts and support in both company and university are key to long term sustainability of relationship 13
Photonics & Nanofabrication
Cluster
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Southampton Marine & Maritime Institute University of Southampton International academic society
International industry
Lloyd’s  Register
Southampton Marine & Maritime Institute 15
World-Beating University A culture of Invention, Innovation and Impact pervades, resulting in the most Entrepreneurial and Enterprising environment – a magnet for Wealth Creation 16
Discussion? Combining academic excellence with an innovative and entrepreneurial approach to research