IP management in knowledge transfer

1. IP management in knowledge transfer Dr Alun Tlusty-Sheen MInstKT AURIL Council www.auril.org.uk University of Westminster www.westminster.ac.uk

2. Briefing • “I believe the work of the Institute for Knowledge Transfer and of AURIL in building capacity for successful knowledge transfer is exemplary in the European region … [would you] • share your organizations' experience with and approach towards IP management in knowledge transfer • help our constituents advance their understanding of these issues • identify what steps they can take to promote knowledge transfer in their countries

3. Roles in IP Management • KT Officers • Government Money • IP Income • AURIL • KT Training

4. Abbreviations • HEFCE • Higher Education Funding Council for England • HEIF • Higher Education Innovation Fund • HECAF • Higher Education Active Community Fund • HEI • Higher Education Institutions • PSRO • Public Sector Research Organisation

5. About me … • UK KT since 2003 at University of Westminster • International KT 1994-2002 London Business School • MSc LBS 1992-93, Research Fellow • Marketing B2B Software 1984-1992 • D Phil “Prehistoric Iraqi Archaeology” Oxford 1979-1982 … “normal” path for UK KT people …

6. What do we do – 1 • Manage intellectual property • Broker partnerships and strategic alliances • Identify, evaluate, exploit knowledge • Bid for research / exploitation / development funding • Manage contracts for research and consultancy • Conduct/commission technology audits

7. What do we do – 2 • Create Start-Up / Spin-Out Companies • Negotiate contracts, close deals including licenses • Support and train Company managers • Establish work-based CPD training programmes • Hire of equipment and facilities • Train fellow professionals • Market and promote services

8. Organisation (HEIs and PSROs) define and manage KT differently • Part of Academic Administration • Part of Corporate Services • Report direct to Vice Chancellor • 100% Subsidiary Company • Public Company with external shareholders … with different missions …

9. Different Missions • Raise income • Regenerate local economy • Accelerate diffusion of new discoveries • Improve student employability through more relevant curricula delivered by more real world aware academics • Spider diagrams that follow from Library House Metrics for the Evaluation of Knowledge Transfer Activities at Universities March 2009 - www.libraryhouse.net

10. University of Oxford

11. Spin Outs - Queen’ University Belfast

12. Consultancy- University of Surrey

13. External Investment Raised by Spin Outs UCL London

14. Contract Research and Spinouts Imperial College London

15. Wide range of actions underpinned by common skill bases • Problem solving and managing • Information & Communications • Relationships • Decision Making Process • Commercial Interface • Projects • Operations Within a Legal Context

16. Impact • Private Sector => competitiveness & growth • Public Sector => effective, harmonious policy • Culture => enrichment • Community => resources and ‘voice training’ … a more ‘intelligent’ society …

17. Government Money (www.hefce.ac.uk) 2000-2004 (Bid) £210M • HEROBC, HEIF 1, HEACF 2004-2006 (Bid) £200M • HEIF 2, HEACF 2 2006-2008 (Allocation +Bid) £238M • HEIF 3 2008-2011 (Allocation –max&min) £400M • HEIF 4 • http://www.ikt.org.uk/heif3/Heif3landing.aspx

18. IP Income • In 2005-06 and 2006-07 just over 1% of University income £94 million at an IP protection cost of £17 - £20 million • 29 HEIs spent more on protection than income – 72 HEIs had more income • 13 >£1M (#1 £9M, #2 £3M), 6 >£0.5M and 19 >£0.1M • Collaborative Research £651 - £783 million 8% • Consultancy £242 - £288 million 3%

19. AURIL is the largest knowledge transfer professional body in the UK and Ireland dedicated to • Developing partnerships between higher education, business and the community • Supporting innovation and competitiveness • Representing industrial liaison, knowledge/ technology transfer, commercialisation, research administration specialists in UK and Rep. of Ireland

20. AURIL Offers • Ability to influence national thinking eg funders, Government, industry and other stakeholders • Exchange of best practice through the development of policies, processes, guidelines and procedures and their measurement and performance monitoring • Networking and collaborative partnerships – Annual Conference, GINNN ‘professional-social network’, SIG/Professional themes

21. An Example: Lambert Agreements 2004-2009 http://www.innovation.gov.uk/lambertagreements/ • Idea to provide ‘standard’ contracts for 5 common forms of University-Industry Collaboration • Reduce negotiation time,Support ‘naïve’ negotiators • Findings of 2009 not officially available … • Lambert ‘4’ most popular • Industry still sees • IP policy, bureaucracy and influence of legal professionals as main barriers to KT • Universities still see • Lack of resources as an issue and to a lesser extent those above

22. KT Training-Learning from Experience • KT as Project Management with a twist does not work • KT is a loose collection of defined competencies eg legal • KT is an interfacing role between many stakeholders

23. KT Training - Institute for Knowledge Transfer www.ikt.org.uk • Stakeholders through IKT recognise relevant external ie not IKT provided training for definable competences • Effectiveness is the ability to call on and manage expertises • Fellow practitioners recognise effectiveness and elect Members • Mentor network starting October ‘08

24. Next Steps • Professional association for University/PSRO KT Units to foster dialogue with • IP users • Government • Own institution • Professional association for KT individuals to develop the individual skills and esprit de corps

25. KT is an Emerging Profession • Older professions can be more prescriptive about knowledge bases eg law, medicine • KT may be more rigidly defined in future • Present needs satisfied by diversity of skills and origins • Interpersonal skills vital