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Summary of Findings

Summary of Findings. Best Practices and Benchmarking For commercialization structure Office of Technology Transfer McGill University by Jean-Michel Lavoie, B.Pharm., MBA February 17, 2009. Mandate. Independent evaluation of models Answer 3 questions

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Summary of Findings

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  1. Summary of Findings Best Practices and Benchmarking For commercialization structure Office of Technology Transfer McGill University by Jean-Michel Lavoie, B.Pharm., MBA February 17, 2009

  2. Mandate Independent evaluation of models Answer 3 questions • Should the administration of the research grants and industrial contracts be combined under one office or kept separate? • Should the IP management be kept in house or be externalized outside the university? • What level of decentralization (in each faculty) is optimal for the management of grants, contracts and commercialization of technology?

  3. Methodology • Primary research • McGill • Interview questionnaire • Phone interviews (20 to 40 min. each):Harvard, MIT, PARTEQ/Queen’s, Stanford, UBC, TIG/U of Toronto, Yale • Secondary research • Websites • Literature search: articles and thesis

  4. Key Findings Complete report provides detailed structural elements, trends and best practices found among major NA universities. 4 most important components: • Mandate and reporting criteria of offices; strong support from senior management • Information sharing among stakeholders • Skill-based work assignment (cross functional team + single p-of-c) • Research services perceived as service provider for McGill community

  5. Global Trends • Grants increase in complexityConvergence of agreements • Synchronization of actions • Mainly with finance: pricing, billing • Empowerment of compliance office • Capitalized on alumni relations • Integration of IT system • Organizational culture alignment • University and Research: environment, support • Reporting criteria

  6. Global Trends Skill-based job assignment • Level-1:Administration, bulk and batch, processing of standardized documents • Level-2: Basic contract administration, understand and develop contracts, minimum technical understanding • Level-3: Business and content skills, full IP understanding, business negotiation and business development

  7. Comparative Overviewbased on interview questionnaire

  8. Research administrationreporting to VP research University administration Canada Compliance Office Commercialization Development/Alumni Office Faculty / Lab / Investigator UBC UofT McGill Queen’s Research Services Research Services RGO Research Services UILO TIG Consult OTT Consult PARTEQ Pure IP DAR OVPRIR online Finance OVPRIR

  9. Research administrationreporting to finance Faculty / Lab / Investigator USA University administration Research administrationreporting to VP research Compliance Office Development/Alumni Office Commercialization Harvard Yale Stanford MIT Sponsored Program Grant & Contract Admin. Sponsored Research Simple govt Sponsored Program OTD OCR OTL TLO Pure IP Licensing OVPRIR

  10. Industry leveraged grant Now Ethic Financead hoc pricing Grant administration PI Ad hoc Background IP Ex: research network OTT officer IP Contract

  11. Industry leveraged grant Vision EX: Yale, UBC, UofT, Harvard PI Point-of-contact Content understanding (L-3/L-2) • Compliance • Pre-award • Post-award • Ethic • Conflict of interest • Finance • Pre-award • Post-award • ContractAdministrator • Legal support • Officer L-3 • Background IP • Forward IP • Business terms • Admin Assist • Transactionprocessing • Internal adminpaper • Grant Cross functional team IT system

  12. Answer to questions • Government grants and industry contracts?Integration seems to provide higher effectivenessAdvantages: response time, less duplication of effort and communication flowAlternatively: • Sharing offices • Regular meetings • Common IT system

  13. Answer to questions • IP spin-off?Reason: flexibility for salaries, taking more business riskConditions for success: • Align interest with university • Change in mind-set • Financial resources from fees • Successful models: Queen’s, in Europe and in Israel

  14. Answer to questions 3. Decentralization of officers? Advantage of pooled officers is greater than benefit of proximity to investigators Relationship with researchers is crucial: • Communication • Relationship • Opportunity to meet

  15. Thank you Best practices Lessons learned Wisdom from literature Service offering

  16. Best Practices • Compliance office • Strong compliance in US (MIT, Stanford) • Independent office (UofT) • Online and real time application (UBC) • Skill-based structure • Possibility to have junior/senior officers (UBC) • Project base structure (Harvard, UBC, Yale) • Allow cross-functional team • Single p-of-contact for clients • Organizational culture • Environment for research (Harvard, MIT, Yale) • alignment with upper management (strong message of support) • Reporting criteria aligned w. strategy • visibility - vs - revenue (Harvard, Yale) • Alumni relations • MIT mentoring program, Yale Institute • Entrepreneurial environment • Links between research campus and entrepreneurs (MIT, Yale, in development in Canada)

  17. Lessons to be learned • Regrets that PARTEQ and RS are not in the same building (Queen’s) • Lack of communication between offices is single most frequent comment of dissatisfaction; but some universities excel(UBC, Yale) • Change in revenue sharing model greatly impacted on performance (UofT) • Some department are hot spots while some are dormant: uniformity of culture • Only reason to spin-off IP is for increased flexibility • Relationship and culture > proximity or structure • McGill is the only university with an international office (others: integrated to activities)

  18. Wisdom from literature • Investigator involvement in all phases • Connections to business development institutions (research park, tech incubator) influences TT performance • Entrepreneurship center: no impact on TT effectiveness • Rewards for faculty involvement in TT • Promotion, tenure, royalty • Staff at TTO • Compensation • Scientists and entrepreneurs/businessmen mix (vs lawyers) • Role = reduce barriers between researchers and firms • Higher royalty to researcher enhance TT • Address ethical concerns about academic capitalism (life sciences particularly) • TTO with strong commercial orientation • University policies encouraging TT • Aimed at individual faculty member (vs the research unit) • Ex: incentives, autonomy, ownership, and responsibility 4 articles, 4 thesis; 1999-2007 TTO: Tech Transfer Office

  19. Service Offering

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