Strategic partnerships for universities research organisations
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Strategic Partnerships for Universities & Research Organisations. Dr John Turner Managing Director Flinders Technologies Pty Ltd [email protected] Strategic Partnerships for Universities and R&D Orgs. Significant at (1) national level & (2) enterprise level.

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Strategic partnerships for universities research organisations

Strategic Partnershipsfor Universities & Research Organisations

Dr John Turner

Managing Director

Flinders Technologies Pty Ltd

[email protected]


Strategic partnerships for universities research organisations

Strategic Partnerships for Universities and R&D Orgs.Significant at (1) national level & (2) enterprise level

However, an OECD (1994) study found :

“ Innovation performance depends not on how specific institutions perform (firms, R&D organizations, universities etc) but how they interact with each other……..”

First, the ‘national’ view :

We know Universities and R&D Organizations are sources of potentially valuable intellectual property and professional expertise


Strategic partnerships for universities research organisations

Many different models that promote IP Creation, Innovation & Commercialization : they all bring essential elements together

  • University linked organizations (e.g. AUTM in USA, KCA in Australia)

  • E.U. Innovation Relay Centers

  • Business Incubation Centers

  • Malaysia Tech. Development Corp. (targeted grant schemes)

  • Singapore Tech. Infrastructure & Innovation Investment

  • Philippines T.A.P.I.

  • Thailand National Science & Tech. Development Agency

  • China Innovation Center (Founded by CyberCity Holdings Ltd)

    + 15 Uni. based Science Parks

  • Economic Regions (e.g. Route 128; Silicon Valley) This list is not complete


Wipo undertook a study into supporting innovation promotion centers to assist developing countries

IP

WIPO undertook a study into supporting Innovation Promotion Centers to assist developing countries

  • IPC designed to :

    • bring together disconnected innovation components

    • stimulate & promote inventive and innovative activities

    • provide information, advice & assistance

    • manage seed capital investment fund

    • add value to IP-based assets and business


Strategic partnerships for universities research organisations

SUPPORT THROUGHPROFESSIONAL LINKAGES

IPC Clients

SMEs,inventors, ‘Projects’

Regional Innovation Promotion Centers

Universities, R&D expertise

Attorneys, Accountants, Business Consultants, International business, Management Training, Industry Assoc’s

Innovation Promotion Center

Project & Funds Manager

Innovation Investment Funds

(several industry-specific funds possible)

FUNCTIONS

Awareness Raising

Various investors :

Banks, Venture Capital, Pension Funds, Business Angels, Specialist Technology Corporations, etc

Project Assessment

Business plans

Business Plan Implementation

Office support for ‘Start-ups’ co-located with the IPCs

Diag. 1


Strategic partnerships for universities research organisations

Report on research commercialisation performance of Australian universities & research organisations has been released

Published Sept 2002 ISBN 0 95818 000 8

National Survey of Research Commercialisation, Year 2000

Australian Research Council

CSIRO & NHMRC

The study looked at performance comparisons (on a national basis) with Canada and the USA (for which data were available).

In my view, there are weaknesses in the study, but it provides a starting point for strategic assessments and initiatives at the national level.

Some results are on the following slides


The role of universities r d organizations in the innovation cycle

Biological Science & Biotech.

Physical, Chem. & Earth Sci.

Maths, Information & Coms Sci

Social, Behavioral & Economic Sci.

Humanities & Creative Arts

Engineering & Environmental Sci.

Health & Clinical Sci.

Other.

Licences – distribution by originating area of research

p35 National Survey of Research Commercialisation 2000

Topic 5

The Role of Universities & R&D Organizations In the Innovation Cycle

1%

19%

(data removed – file too large to e-mail)

42%

17%

2%

2%

7%

10%


My conclusion performance is mixed better success if we strategically combined key elements

My conclusion : performance is ‘mixed’ – better success if we strategically combined key elements

  • Relevant and cooperative R&D base

  • Viable inventions and SME’s

  • Business incubation facilities

  • Experienced commercial & technical expertise

  • Financial base of ‘risk’ capital for investment

  • Supportive Government policies, programs & tax structures

  • Enthusiastic and committed community

  • Overall, less fragmentation & greater critical mass of scarce key resources : easier said than done !


Strategic partnerships for universities research organisations

Strategic Partnerships for Universities and R&D Orgs.Significant at (1) national level & (2) enterprise level

First the ‘national’ view

Second, the enterprise view – our experience :

Prior to the establishment of the company Flinders Technologies, Flinders University had only made $200 in royalty payments in 20 years.

Several attempts at commercializing IP had cost the University money and had not been successful.

The Vice Chancellor at the time (Prof. Keith Hancock) was an economist. Broadly speaking, he reasoned it was better to have a share in something successful than 100% of nothing. Thus, he agreed to a joint venture partnership with a Venture Capital company.


Started as a joint venture company in 1987

Started as a joint venture company in 1987

Enterprise Investments Ltd

Venture Capital Company

Flinders University

of

South Australia

shares

July 198750%50%

January 1995100%0%

FlindersTechnologies Pty Ltd

Mission:

To optimise the promotion and value of IP-based assets and the benefits from commercialization


Shareholder expectations

Flinders University

Shareholder Expectations

Enterprise Investments Ltd

  • R&D funds

  • Inventor rewards

  • ‘Untied’ funds (Dividends)

  • Cost-savings

  • Linkages with ‘industry’

  • Support for staff consulting

  • Capital gains

  • Dividends

  • ‘Star’ reputation

Managing relationships can at times be difficult


Formal informal relationships with shareholder

Formal & informal relationships with shareholder

Flinders Technologies Pty Ltd

  • Shareholder Agreement

  • Technology Transfer Agreement

  • Agreed basis for Inventor rewards

  • Policy for IP management in university

  • ‘Assistance’ to university

Relations with the university are complex


Strategic partnerships for universities research organisations

Patent &Trade Mark Attorneys

Business contacts:

Manufacturers,

Marketers, Finance

Lawyers

Accountants &

Financial Advisers

Professional peer groups

eg. LES, KCA, AVCAL

IPS (ANZ), WIPO

Scientific & Technical consultants

Alliances & Networks Throughout the World

Professional networks help us to achieve our

Technology Commercialization goals

FlindersTechnologies

Circles of Influence

Research Groups

Shareholder


Some of our strategies for optimising outcomes from ip commercialization

Some of our strategies for optimising outcomes from IP commercialization

  • Rigorous appraisal of commercial viability

  • Add Value to the Project

    - Technical value adding (eg technical feasibility)

    - Commercial value adding ( eg patenting)

  • Reduce Apparent Risk for Investors

    - Substantiate technical viability (eg 3rd party verification)

    - Show commercial diligence (eg verification of IP, market)

  • ‘Seed capital’ funds are important

    - Enable value to be added & risk reduced

    - Help avoid premature deal

  • Harmonise Technical and Commercial Strategies

    - regular meetings with researchers : agreement on goals

    - secure IP

    - beware of compromising IP


Flinders technologies pty ltd some of our projects

Ions by

Enzymatic

Methods

Clinical Diagnostic

Flinders Technologies Pty LtdSome of our projects


Flinders technologies pty ltd track record

Flinders Technologies Pty Ltd:Track-record

  • Average IRR 74% per annum for over 16 years

  • $21+ mil benefits to shareholder & researchers

  • Assets : several million $ (& off balance sheet )

  • Successes

    (eg FTA ‘DNA processing’; Ions by enzymes; New sunscreen; YourAmigo Pty Ltd )

  • Emerging successes

    (eg Flinders MediTech Pty Ltd & medical training devices; Re-Time Glasses & re-setting the biol. clock; Disease Profiling & new DNA process; Neugenesis Inc & recombinant DNA technology; MediMolecular Pty Ltd & new generation diagnostics)


Summary strategic partnerships successful ip creation innovation commercialization

Summary : Strategic PartnershipsSuccessful IP creation, innovation & commercialization

Thanks forListening Again!

  • National level of innovation & economic performance is related to level of interaction between the key organisations

  • Stimulation of a national innovation system can be achieved through several different models, but a central feature is that strategic partnerships are formed as a result

  • At the enterprise level it’s difficult, if not impossible, to ‘go it alone’

  • Better to form strategic partnerships (even if on an ‘as needs’ basis) and to share in the greater level of success and value created


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