Date post: | 23-Jan-2017 |
Category: |
Science |
Upload: | francois-stepman |
View: | 732 times |
Download: | 0 times |
Innovation Through Collaboration
towards successful academic-private sector collaborations
Tony MitchellCAAST-Net plus Conference
Bergen, NorwaySeptember 2015
Partnership Structure
Six Partnership examples from Sub-Saharan Africa
Partnered with the University of Ghana
Partnered with the University of Nairobi
Partnered with the University of Rwanda Partnered with Makere University
Value addedOne TeamJoint
Ownership
Five areas of impact
Academic/Business Synergy
Business Vision
Value addedOne TeamJoint Ownership
Business VisionAcademic/
Business SynergyBusiness Vision
Understanding the potential of the University Informed exploration of strategic opportunity, without
obligation Confidence building, giving shape to the future of the business.
Finding the right information and the right partner Informed exploration of strategic opportunity, without
obligation.
Business opportunity recognition
Awareness and relevance of new
knowledgeBrokering strategies
Value addedOne TeamJoint Ownership
Academic/Business SynergyAcademic/
Business SynergyBusiness Vision
Dealing with confidentiality issues, IP and the like. Satisfying rules and regulations –IP Agreed up front. Establishing a positive culture
University slow to recognize opportunity – needs facilitation.
University and business sharing the
same vision
Establishing realistic but ambitious expectations
Confidence building
Value addedOne TeamJoint Ownership
Joint ownershipAcademic/
Business SynergyBusiness Vision
Resolve differences in values, timescales, gaining a “solution” focus. Recognizing the interests of both partners, identifying need for
multi-disciplinary teams. High level trust, objectives exceeded.
Joint authorshipCommon langauge
and shared objectives
Win/Win partnership
Value addedOne TeamJoint Ownership
One TeamAcademic/
Business SynergyBusiness Vision
Improved internal communication, supported change management, emphasis on embedding new knowledge.
Outcomes exceeding objectives
Co-creationBusiness ability to
absorb new knowledge
Managerial learning, diffusion through
the business
Well trained staff absorbing knowledge Diffusion of best practice through the company and
University staff: knowledge socialization and increased R&D capacity
Value addedOne TeamJoint Ownership
Value addedAcademic/
Business SynergyBusiness Vision
Market access, production planning, investment appraisal, business model: prepared to support commercialization.
Attributes of mature business Knowledge embedded in company
Commercialisation Compatible business model
Business process and investment
prepared
Small company, little market planning or investment appraisal Leading to slower implementation and risk of knowledge dilution
Maximized business learning Informed investment appraisal
Final Conclusions