In October I was honored to moderate a session at AUTM’s Eastern Region Meeting in Raleigh, NC, delving into the wide range of initiatives that universities are undertaking to consider tech transfer activities in tenure and promotion reviews. Our panelists support the inclusion of commercialization activities in faculty advancement decisions and offered specific examples from their own experience for the field to consider moving forward.
Last month, Fuentek’s Laura Schoppe and I led a webinar discussing how technology transfer offices (TTOs) can improve their performance and productivity by effectively using standard operating procedures (SOPs). Our insights are based on first-hand experience, best practices, and real-world examples from providing consulting services to dozens of TTOs. We live tweeted the presentation, and today I’d like to revisit and elaborate on those tweets.
I had the pleasure to recently co-host an Innovation Roundtable on ‘Managing Corporate Innovation Across Sites’ with Wellspring Worldwide. Attended by a diverse cross-section of innovation leaders from industries including finance, high tech, and manufacturing, this interactive forum provided a unique opportunity to exchange best practices, ideas, and challenges in driving innovation.
As research universities are placing an increased emphasis on economic development, we agree that it’s entirely appropriate—even essential—that faculty advancement decisions include activities in tech transfer, innovation, and entrepreneurship, just as they include published research papers in these decisions. We are excited to delve into this topic at a session we’re moderating this fall at AUTM’s Eastern Region Meeting in Raleigh, NC.
What do Stanford, Univ. Alabama, Arizona State, and Univ. Illinois at Urbana-Champaign have in common? They’re all in non-metropolitan areas. And that’s the focus of the conference I presented at this week. Hosted by UIDP and the University of Arkansas, this university-industry engagement workshop brought together a diverse collection of higher education institutions from outside major metropolitan areas. These universities face common as well as unique challenges.
I was recently chatting with folks in the technology transfer office (TTO) at the University of Vermont (UVM). They asked Fuentek to help again this year with evaluating proposals for the SPARK-VT gap funding program. SPARK-VT is designed “to address the challenges of translating novel research into the community” by funding additional research and commercialization. Last year, Fuentek was asked to help evaluate proposals.
Proactive management of intellectual property (IP) is essential for your R&D organization, regardless of whether it’s a university, private company, government lab, hospital, or not-for-profit research organization. Being proactive helps you focus on achieving your goals rather than reactively putting out fires, and it enables more efficient and effective operations. To make your TTO or other IP operation more proactive, consider the following recommendations and guidance.
Whether you want to improve your own business or introduce a new product or service line, technology/innovation is usually a major part of the solution. With all of the R&D at universities and government labs, it’s not always necessary to start from scratch to create that new solution or improvement. In fact, it’s best to always start by looking outside your company using open innovation—or better yet, Symbiotic Innovation—tactics.
In providing technology transfer services to R&D organizations, Fuentek has developed strategies for maximizing team strengths and skills, solving organizational pickles, and communicating value to leadership. Today’s post can help significantly improve your capabilities and operations. For example, when it comes to understanding how your IP management team is performing, metrics are your greatest ally. They help you get where you want to go by accurately revealing where you are.
Broader marketing efforts—those that demonstrate your tech transfer know-how—can elevate the profile of your technology transfer office (TTO). It can also cultivate productive relationships with your organization’s researchers, management, and potential partners/licensees. To help TTOs be successful with these efforts, this post shares the best practices that Fuentek has found to be effective time and again with our clients.