Technology transfer technology brokerage day 1 full en

Republika Srbija
MINISTARSTVO EKONOMIJE
I REGIONALNOG RAZVOJA

Technology Transfer, Technology Brokerage

Beograd June 2011. godine
Intellectual Property Office

Finansira Evropska unija

Republika Srbija
MINISTARSTVO EKONOMIJE
I REGIONALNOG RAZVOJA

Introducing Workshop 1
Support to Enterprise Development

Andrzej Schafernaker,
Team Leader SECEP


Session 1
The triple helix model of
Innovation

Lisa Cowey
Key Expert (Competitiveness and Innovation) ICIP


Outline of talk

• (Useful) Definitions
• Models
• Examples
• Reality!


Innovation

• “the process of transforming an invention
into something commercially useful and
valuable” (Miller and Morris, 1999)

• The successful commercial exploitation of
a product, process, system or device.


Technology Transfer

“the process whereby inventions or
intellectual property from academic
research is licensed or conveyed through
use of rights to industry”

(Association of University Technology
Managers 1998)


Intellectual Property

“A product of the intellect
that has commercial value”.


Innovation: early models

• Technology Push
• Market Pull
• Complex: Incorporating feedback loops
and involving the main actors


Examples of Successful Technology Push

• Sony Walkman
• SMS (Text Messaging)
• Superconductivity
• The Personal Computer
• Cameras on mobile phones


Technology Push- success factors?


Examples of unsuccessful Technology Push

• BetaMax
• The Synclair C5
• Electric Cars


Examples of Market Pull

• Lightweight materials for
transport sector
• On-line security systems
for financial transactions
• Military devices
• Airport security


Non Linear Models: Examples

Examples of innovations from non-linear
models: multiple drivers:
• Fuel efficient cars
• Healthcare and drug development
• Convenience foods

Legislation and consumer preference are key
drivers.


University and public research - a special case?

Commercialisation is not traditionally perceived
as a primary goal of higher education
institutes.

Evolved and Evolving Innovation Models for
Universities and R&D Institutes
• Information and Documentation (I&D Model)
• The Cooperation Model
• Blurring of Boundaries (BoB) Model


I&D Model

• The transfer of existing knowledge across
science-industry boundaries takes place
without any transformation of that knowledge.
• Information may be condensed, or, translated.
• There is no assumption of personal contact
between scientists and industry.
• The scientist’s primary role is that of knowledge
producer.
• At most the scientist may be asked to provide
titles and abstracts that may be easily
understood by others and to avoid
“unnecessary” or redundant publications.


I&D Model

The I&D model of science-industry relations
Linear:
knowledge generation
Dissemination
Utilization

• “Technology Push” model


The Co-operation Model (Mid 1970s)

• Emphasizes that science and technology
transfer can only be successful if the inventors
and commercializes actively exchange their
ideas through immediate personal contact.

• Exchange can be achieved informally or
formally, e.g. through personnel exchanges
between research institutions and industrial
partners.

• The role of the technology transfer
professionals is to help to establish contacts
and to clear up misunderstandings.


The Cooperation Model Particular characteristics

• A focus on the actual or perceived “cultural
gaps” between science and the economy that
can only be bridged by personal trust.

• A focus on feedback of information on market
needs to inform the technology development.

• This model recognizes the importance of
partnerships and joint ownership of technology
development and transfer.
• Example: Fraunhofer Gesellschaft

“Market Pull” Model


Example: Fraunhofer Gesellschaft

The Fraunhofer Gesellschaft: the leading
organization for applied research in Germany.
Strong application orientation:
• 70 % institute’s income to be acquired through
industrial and public projects.
• guarantees that only research proposals that
can demonstrate a good return on investment
will be pursued

Engagement in basic research:
• the director of a Fraunhofer institute is always
a university professor
• 30 % of their income being supplied from base
funding


Blurring of Boundaries (BoB) Model 1990s onwards

This model assumes that institutional boundaries
between science and the economy are becoming
increasingly permeable and “blurred”.
Two variants:
1. The Entrepreneurial University: engaging in
licensing and spinout activities. This is seen as a
factor in economic development in its own right.
2. Networks: which emphasis how academic
knowledge production is part of a comprehensive
and complex innovation process. This model
highlights, the interaction of the systems’
components or feedback loops.


BoB Characteristics

In this model the technology transfer office is
increasing engaged in networking activities
to link the university to:
• other research organizations
• different kinds of firms
• political agencies

All of these are seen as different nodes in the
innovation process.

A “Feed-back Loops Model”


The Entrepreneurial University

The Entrepreneurial University: engaging in
licensing and spinout activities.
Example: Oxford University
• considered to be “one of Europe's most
innovative and entrepreneurial universities”
• Technology Transfer Office (TTO) files on
average one new patent application per
week
• TTO spins out a new company from
University research every two months


The London Technology Network

Networks: academic knowledge production is part of a comprehensive
and complex innovation process.

Example: The London Technology Network
• a network of over 100 university-based research experts
• LTN links 6,000 academics across London and the SE
• Helps map their research in order to provide technology
solutions to business needs.
• runs the London Innovation Relay Centre -stimulating the
exchange of technologies across Europe part of a trans-
European network of more than 70 centres spanning 31
countries.


Innovation: Key Players
• Enterprises
Large Multi-Nationals
SMEs

• Knowledge Base
Universities
Research Institutes

• Policy Makers
National and Regional Government

Triple Helix: Interactive (non linear model)
Sometimes criticized for neglecting the entrepreneurs
Driven by: ECONOMICS!


Making Innovation Happen: Converting theory in
to practice

Models of Innovation
and Technology
Transfer:
Theoretical and
Process Driven


Making Innovation Happen: Converting theory in
to practice

Reality of Technology
Transfer:
People, Relationships
and Partnerships.


Pitanja i komentari

• lisa.cowey@icip-serbia.org

• www.icip-serbia.org


Session 2
Undertaking Innovation Audits
and Developing Expert
Databases

Lisa Cowey


Outline

• What are ‘expert databases’ they and who
uses them?
• Examples
• Auditing to create a database


Externally facing Databases

• External Audience
– R&D seekers
Contract research/testing opportunities (Equipment and
specialist facilities)
– Industrial collaborators and the Media
Group R&D collaborations
Individual Consultancy opportunities (Experts with specialist
knowledge)
– Technology adopters
Licensing opportunities
– Investors
Spinout-out opportunities


Examples: Equipment and specialist test facilities

• Enables a range of under-utilised equipment
to be offered to the commercial sector
• At a commercial price!
• With support for use
Professional testing service
• Companies can carry out profitable research
and development
• Without investment in specialist equipment
and personal

http://www.brookes.ac.uk/business_employers/te
sting


White Rose Consortium: Services offered

Leeds, Sheffield and York Universities UK
Pooling of resources addressing single industry


Mirror Example: RED

• Research Excellence Directory
• Developed by the South East England
Development Agency (SEEDA)
• Enabled a business to easily locate a
“suitable” research partner.
• Online (replaces hard copy)
• Based on the output of the UK RAE.


DTU Research database

http://orbit.dtu.dk/app


Examples: Experts
Expert Opinion
• http://www.ucl.ac.uk/media/media/experts
• http://www2.admin.ox.ac.uk/expert/search/
Expert Knowledge
• http://www.isis-
innovation.com/consulting/AreasofExpertis
e.html
• http://www.brookes.ac.uk/business_emplo
yers/consultancy


Examples: Technology acquisition

• Access to new technology
development opportunities
– Technology Patents
– Software
– Databases
– Devices


Technology search: Imperial Innovations UK


Technology search:

http://www.brookes.ac.uk/business_employers/technologies


Technology search:13 Scottish Universities

• highlights technology licensing opportunities and
collaborative development opportunities currently
available from 13 Scottish universities in one location.
• http://www.university-technology.com/


Finland: TEKES


Technology search: LTN

• http://www.technology-market.eu/


Developing your own internal database

• Technology auditing can play an important
role in populating and refreshing a
database.
• Key to the process is demonstrating
benefits (and not punishments) to the
academic community.
• Informal (coffee based!) auditing can be as
revealing as formal paper-based
exercises.


Technology/ Expertise Auditing
Approach:
• Build Trust
“auditing” makes people nervous!
• Gain support
Involve gate-keepers and Deans
• Offer Examples and Pilot the activity
Existing and your own
• Be focused
Note preferences: Consulting or collaborating or contracting?
• Keep it simple
Limit the work for the responders.
Better a little valuable information than nothing at all.
• Respect confidentiality
• Involve the end users in design of the database!


Pitanja i komentari

Technology Audit (SMEs) Dr Vassilis Kelessidis,
2000
http://www.urenio.org/tools/en/technology_audit.pdf



Session 3
Prototyping

Dr Vesna Mandic
Collaborative Training Center of the University of
Kragujevac

See Separate set of handouts


Session 4
Knowledge Transfer
Partnerships (KTPs)

Paul Moran
Key Expert (Business Services) ICIP


Outline

• Background to KTP
• What is a KTP?
• Key players
• Rationale
• Case Studies
• Further info


Background
• Knowledge Transfer Partnerships set up by UK
Government in 2003 to replace the highly-successful
Teaching Company Scheme (TCS) set up in 1975 to
place high-performing graduates in mainly technical
subjects into SMEs for up to 2 years (nb around 75%
of graduates in TCS gained permanent positions
with their host company)

• Other similar models include Graduate Associate
Programme (GAP) set up by Durham University to
retain graduate talent in NE region by 1-year
placements in SMEs (nb around 70% gained
permanent positions)


The Knowledge Transfer Partnerships
• Knowledge Transfer Partnerships is Europe's leading programme helping
businesses to improve their competitiveness and productivity through the
better use of knowledge, technology and skills that reside within the UK
knowledge base.
• Each partnership employs one or more high calibre Associates (recently
qualified people) to work on a project, which is core to the strategic
development of the business.
• A Knowledge Transfer Partnership serves to meet a core strategic need and
to identify innovative solutions to help that business grow.
• KTP often delivers significant increased profitability for business partners as
a direct result of the partnership through improved quality and operations,
increased sales and access to new markets.


KTP: Key Players
Company partner - this is usually a company
(including not-for-profit) but in some cases it can be a
health or education organisation or Local Authority. KTP
supports a broad cross-section of firms, regardless of size

Knowledge-base partner - this is a higher education
institution (e.g. university ), college or research
organisation (public or privately funded)

KTP Associates – Each partnership employs one or
more high calibre Associates (recently qualified people),
transferring the knowledge the company is seeking into
the business via a strategic project


Rational for Knowledge Transfer Partnerships

Effective innovation (the successful commercial exploitation
of new ideas) involves knowledge, technology, skills and
adaptability to implement it, which is not always
embodied in equipment or codified in an easily
transferable form.
• People embody the skills and often the real know-how to
effect innovative change in businesses.
• Knowledge developed or improved in academic
institutions (knowledge base) may need extensive or
intensive adaptation to particular business applications.
• A qualified person with a direct link to the academic
source is the ideal transfer agent.


The GAP Model

Key challenges:
• Graduate Retention (how to keep graduate
talent in the North East of England and
stem the outflow to the South East)
And
• Regional SME development (how to
harness graduate talent to benefit SMEs)


The GAP Model
The Solution:
• Find a good match between SME with a development
need and graduate with appropriate skills / qualities
• Graduate works in the SME for a year as an ‘Associate’
and produces tangible benefits to the SME as well as
gaining an additional qualification and, in most cases,
gaining full-time employment with the SME
• Funded by the SME, local / regional govt, and (possibly)
EU

• NB The model can work with any type of SME and
potentially for any graduate discipline (but applied
subjects preferable)


GAP Case-study

• John C, GAP at Durham 1997-8, Associate with SME
in Machinery industry. Also gained Advance Diploma
in Enterprise Management from University of Durham.

• Background in civil engineering, later (2001) gained
accountancy qualification (ACA)

• Now (since 2004) Group Finance Director with 2
privately-owned groups of companies in construction
industry and real estate based in NE England


Knowledge Transfer Partnerships: Case Study

Harry Jones, (Oxford University’s Magnet
Group) + Space Cryomagnetics Ltd (SCL).
SCL: a small high-tech company, with extensive experience in
low-temperature superconductors. SCL wanted to extend their
business into the field of high-temperature superconductors.

The Magnet Group: nationally leading experience with high-
temperature superconductors. The group wanted to extend their
winding technology to racetrack geometries, and had a desire to
investigate magnetohydrodynamic (MHD) marine propulsion, with
potential applications in mind.


Knowledge Transfer Partnerships: Outcomes

Company: the world’s
first MHD marine
propulsion unit that uses a
high-temperature
superconducting magnet.

Associate: NVQ in
management, Oxford
University MSc.

University Group:
published academic papers


The Knowledge Transfer Partnerships

• The Knowledge Transfer Partnerships.
• http://www.ktponline.org.uk/
and
• https://ktn.innovateuk.org/web/knowled
ge-transfer-partnerships-ktp


Pitanja i komentari

• Paul.moran@icip-serbia.org



Session 5
Knowledge Transfer Networks

Lisa Cowey


Outline
• What is a Knowledge Transfer Network?
• Who is involved?
• How do they function?
• What do they do?
• Examples
– UK National Knowledge Transfer Network (KTNs)
– London Technology Network
– SEEDA Knowledge Networks
– BRIN - British-Russian Innovation Network
– EEN


National Technology and Knowledge
Networks (UK KTNs)
• The KTNs have been set up by UK government, industry and
academia to facilitate the transfer of knowledge and experience
between industry and the science base.
• They bring together diverse organisations and provide activities
and initiatives that promote the exchange of knowledge and the
stimulation of innovation in these communities.
• KTNs encourage the active participation of all networks currently
operating in their areas and aim to establish connections with
networks in other fields that have common interests.


Networks
• The first KTNs were set up in 2005 and the network continues to
grow.
• They are active in
Sectors
Technologies
Market-based areas
• They interact strongly with the government’s Technology
Programme and overall technology strategy.
• KTNs also interact with each other, creating strong links, to
maximise the benefits to the UK from successful knowledge
transfer across technology boundaries.
• This KTN portal helps to facilitate this.


Networks
• There are presently 19 Individual National KTNs in the UK.
• Each KTN utilises a web portent to facilitate interactions between
the research base and the industrial community.

• https://ktn.innovateuk.org/web/guest/net
works


London Technology Network
'helping companies succeed through technology-
intensive innovation'.
• Network of over 100 university-based research experts.
• Promotes innovative collaborations
• Helps to stimulate technology-intensive innovation
between universities and business.
• Links 6,000 academics across London
• Maps their research in order to provide technology
solutions to business needs
• Holds networking and brokerage events
• EEN office


SEEDA Knowledge Networks

• Regional Knowledge Network Programme
established by the South East England
Development Agency
– Objective: to catalyse collaboration and bring more
innovation to market.
• Achieved through: KNs that bring together
representatives of the knowledge base and
business.
• Each Knowledge Network has a very specific
focus on the commercialisation of R&D for a
technology or group of technologies.


SEEDA Knowledge Networks
Currently has seven active Knowledge
Networks:
Advanced Materials for Challenging Environments
Marine Energy Network
Photonics Network
Satellite Communications, Earth Observation,
Navigation & Science
Air Traffic Management (ATM)
Security network
Digital Content
http://www.southeastknp.co.uk/


Network Operation

• The network operates though the “Sector Consortia”
bringing a sectorial view to each network.
• Each network aims to bring local SMEs in to contact with
HEIs.
• The Knowledge Networks are run by expert facilitators;
they may be hosted by the SEEDA Sector Consortia or,
where appropriate, the knowledge base.
• The Knowledge Networks engender a creative
environment in which lateral thinking and 'challenge' is
promoted; cross-sectoral approaches are encouraged.


Knowledge Network Community

• The broad community in the SEEDA Region that is
interested in the activities of the Knowledge Network
Programme.
• The Knowledge Network Community is open to all and
meets twice a year.
• Meetings take the form of:
An update on knowledge transfer and innovation activities.
Opportunity for members to provide feedback on (and engage in)
the existing Knowledge Networks and to propose topics for new
Knowledge Networks.
Opportunity for members to provide feedback on knowledge
transfer


BRIN - British-Russian Innovation Network

• Builds technological partnerships between UK and the
Russia
• Database of technology offers and requests from British
and Russian companies and R&D organisations.
• Technology providers are represented by the BRIN
members and partners
– UK Innovation Relay Centres (IRCs) now EEN
– Russian Innovation and Technology Transfer
Centres, belonging to the Russian Technology
Transfer Network, RTTN.


Pitanja i komentari

• schafernaker@secep.rs
• paul.moran@icip-serbia.org

• www.secep.rs


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