How to turn research ideas intro entrepreneurial activities?

1. How to turn research ideas intro entrepreneurial activities? International research management.... Jörg Scherer, European Research and Project Office (Eurice) GmbH, Germany

2. Pilot Model: Outsourcing of FR and RM support • Features: • contractual relations (buying the service) • paid by own activities • “service” function University Administration rector Dpt. 4 Dpt. 3 Dpt. 2 Dpt. 1 FR University Environment “the money” European Research and Project Office Ltd.

3. The Saarbruecken Model IRO Support and assistance for foreign students, German language courses, exchange programmes. EURICE Fundraising and International Research and Project Management

4. Fact sheet

5. EURICE coordinated projects

6. Budget of coordinated projects

7. Training Sessions Translation Services IPR- Management Evaluation / Studies Internet Presence Technology Marketing Event Organisation Technology Watch Paper-based Diss. Business Plan Accompanying Measures Corporate Project Culture Dissemination & Use Plan Risk Management Communication & Awareness Managing Innovation Administration of Calls Monitoring Reporting Controlling Financial Administration Quality Management EURICE Multi Project Office Project Management Project Administration Contractual Matters Knowledge Management Level 1 Core competence Level 2 Specialised Core competence Level 3 Details Services

8. Why Research Management? • Research and Commercialisation: acting together? • Key issues in Extracting Value • Role of a Research Manager? • What is special about international research? • What is a good international Research Manager? • Special training needed?

9. The Idea! Project Management How to realize this in the most efficient way?

10. Project Management and Value chain Turning money into research... Turning research into money….

11. Simple linear partnerships: Academia Research Start-ups R&D firms Development Large companies Production Marketing Distribution Product

12. Individual Project Life Cycle: Individual Project Decisions at different stages: Start: • Description, Objectives Definition: • Feasibility phase, budget, work plan, partners, contracts, funding Go/no-go decision: • Proof of principle achieved, market, risk/benefit evaluation, resources available Milestones: • Continue, increase/ decrease resources Valorization: • Licensing, spin-off projects, new development project Termination: • Reporting, contract liabilities

13. Proposal writing? BUT: International Project Management ====== ==== ====== ==== ====== ==== ====== ==== ====== ==== same for International funding?

14. International Opportunities: • Wider Research Information gathering • Finding new partners, skilled personnel • Economies of scale • Other markets (new negotiation positions) • International/regional networks (clusters) • International/ European funding (FP7, others) • => Reducing risk (PM, public subsidies, fiscal, parternships) • => adapting to rapid changes in national environment

15. Additional difficulties in International Research Management? • Languages, information contorted/lost (translations) • Legal systems • Fiscal systems • Political context • Mobility issues • Cultural differences, hierarchies • Explicit vs tacit information

16. Project Management: Pitfalls No ownership Poorprojectdefinition No champion Poor Communication Poor planning Not aligned with organization Insufficient resources Inappropriate structure lack of control People Culture Organisation

17. In which environment do we operate?

18. Relate to your role in the Value chain: Education Industry Oriented / Applied Research Applied Development Basic Research Transfer activities Broad dissemination to stakeholders in Society

19. The Innovation Value chain: Research Development Validate Prototypes Industrialize Market Technol-Commercial Cash needs Value Perceived Risk Parallel Product Development Local VC Int’l VC Funding Seed

20. General value chain, BUT: Research => Development/Innovation => Growth Right idea, Right people, Right resources BUT: • What is the product of Research? (what is transferred?) • What value does it have? (subsidy? future value?) • Always transfer IPR in return for money? • Skills needed, which resources (when), risks? • Roles of university, industry, government?

21. Transfer of Knowledge through: • Exchange Graduate students • Exchange of staff/ faculty • Collaborative research • Academic Consulting • Patenting and licensing • Service and out-reach • Spin-off companies (JV, PPP, etc)

22. General misconceptions: Research => Development/Innovation => Growth • Universities should not patent, but publish and teach • If you generate IP, it should always be protected by filing a patent application • Universities cannot co-operate with industry because they have different objectives

23. How to negotiate?

24. Consortium Agreements: • Confidentiality ? • Transfer of knowledge: • Ownership (who owns what) ? • Background/Foreground ? • Individual/ Institutional inventorship • (sub)contractor vs partner ? • Acces rights vs User Rights vs Commercialization ? • Co-development? • Financial Conditions (upfront, milestones, IP costs, royalty structure) ?

25. Moving towards more complex consortia: Academia Academia Research Academia Large companies Development Start-ups R&D firms Large companies Production Start-ups R&D firms Product Product Marketing Distribution Start-ups R&D firms Product Product

26. What is essential? • Choose strategic vs opportunistic approach • Anticipate the kind of results in the planning of a research project (TIP) • Select your partners according to the R or D stage • Balance Risk and ROI • Awareness of international opportunities and threats

27. “Research Managers can help the Scientists focus on Research (and the Entrepreneur on the Business)”

28. What is Research Management? OECD Survey: “ Research Management is of critical importance to universities. By this, we mean the whole process of how universities can add value to research activities for their staff - from identifying funding opportunities and - presenting applications, - through negotiating terms and - project management to - utilising the results.” “One Central Office – ‘One-Stop Shop’: One office administers grants and deals with industrial liaison and commercialisation. Some offices are more comprehensive than others, even dealing with financial management of awards. „

29. ProceduresOrganizationNegotiation OverviewsReports What is the role of a Research Management Office? • Coordination of Research Project partners • Research Management & Administration • External Financing & Administration • Liaison between Departments/Divisions

30. Why are Research Managers KEY? • They are: • the KEY people between the various players • well positioned to have an overview • They can: • detect changes early • supply facts & figures for portfolio management • deliver best practice garnered from their international contacts NEW ?

31. “What can we do for you?” Organizing Meetings Looking for External money Idea Reports Proposal writing HELP! RMO Research Management as a Service:

32. Finance Research & Developm Groups Legal IPR RMO IT HRM RMO with a central role:

33. What have we learned? - Research Management is not simple, but can give added value - We operate more and more in a complex international environment - Specialized training is neededAND: there are a lot of opportunities to build value together !!=> get connected

34. What are the characteristics of a good Research Manager?

35. Larger picture: involve other stakeholders rest of Society/ Government: regulatory ethical legal fiscal infrastructure education! Academia understanding cooperation exchange Understanding matching expectations Industry Investors

36. Thanks for your attention !! Jörg Scherer Fon +49 681 / 95 92 33 60 Fax +49 681 / 95 92 33 70 j.scherer@eurice.eu http://www.eurice.eu