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Myths and Realities in University-Industry Partnerships. Peter Munsche Assistant Vice-President, Technology Transfer University of Toronto PAGSE Symposium 2000 October 24, 2000 Ottawa, Ontario. Our favourite myth. “We’re not very good at technology transfer, are we?”. Some facts.

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myths and realities in university industry partnerships

Myths and Realities inUniversity-Industry Partnerships

Peter Munsche

Assistant Vice-President,

Technology Transfer

University of Toronto

PAGSE Symposium 2000

October 24, 2000

Ottawa, Ontario

our favourite myth
Our favourite myth
  • “We’re not very good at technology transfer, are we?”
some facts
Some facts
  • between 1991-97

U.S.Canada

Licensing

revenues +271% +242%

Industrial

funding +103% +348%

Source: AUTM Licensing Survey

international comparison
International comparison
  • share of university R&D funded by industry

1991 1997

Canada 6.3% 11.8%

Germany 7.8% 7.5%

U.K. 7.6% 6.2%

U.S.A. 4.7% 5.5%

Source: Statistics Canada

we re good at something why
We’re good at something? Why?
  • government policies
    • tax credits
    • matching grants
  • changing industry attitudes
    • need for value added
    • knowledge-based industries
  • Canadian universities, eh?
what do canadian universities do
What do Canadian universities do?
  • have lots of research expertise
  • know how to use matching grant programs
  • are flexible about IP rights
    • psst! no Bayh-Dole Act
  • build relationships
example bell university labs
Example: Bell University Labs
  • initiated 1998
  • total company investment: $35 million over 3 years
  • multi-university participation
    • NCM2 in Quebec
    • Waterloo
    • Toronto
bul at toronto
BUL at Toronto
  • collaborative investment
    • $13.5 million from Bell
    • $11.8 million from Ontario R&D Challenge Fund
    • $3 million from University (plus in-kind)
  • spent on
    • 4 endowed Chairs (plus 4 junior positions)
    • $4.3 million in research funding
    • lab enhancements, start-up funding, technical staff
that s big but why is it special i
That’s big, but why is it special? - I
  • it’s a strategic investment
    • has the commitment of senior management at both University and Bell
  • focus is not technical
    • research involves sociology, law, medicine, education, psychology, as well as computer science and engineering
that s big but why it is special ii
That’s big, but why it is special? - II
  • management is collaborative
    • research investments decided by a Joint Committee
    • both University and Bell have assigned staff to make it work
  • emphasis on communication
    • company “champions” required for projects
    • BUL Seminar Series
    • short courses for Bell employees
any conclusions
Any conclusions?
  • technology transfer is more than royalties and spin-off companies
  • Canada is better at this than it thinks
  • we need to move beyond projects to long-term programatic relationships
  • it can be done
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