View
37
Download
0
Category
Tags:
Preview:
DESCRIPTION
Summary of Findings. Best Practices and Benchmarking For commercialization structure Office of Technology Transfer McGill University by Jean-Michel Lavoie, B.Pharm., MBA February 17, 2009. Mandate. Independent evaluation of models Answer 3 questions - PowerPoint PPT Presentation
Citation preview
Summary of FindingsBest Practices and Benchmarking
For commercialization structure
Office of Technology TransferMcGill University
byJean-Michel Lavoie, B.Pharm., MBA
February 17, 2009
MandateIndependent evaluation of modelsAnswer 3 questions1. Should the administration of the research
grants and industrial contracts be combined under one office or kept separate?
2. Should the IP management be kept in house or be externalized outside the university?
3. What level of decentralization (in each faculty) is optimal for the management of grants, contracts and commercialization of technology?
Methodology• Primary research
– McGill– Interview questionnaire– Phone interviews (20 to 40 min. each):
Harvard, MIT, PARTEQ/Queen’s, Stanford, UBC, TIG/U of Toronto, Yale
• Secondary research– Websites– Literature search: articles and thesis
Key Findings
Complete report provides detailed structural elements, trends and
best practices found among major NA universities. 4 most important components:
• Mandate and reporting criteria of offices; strong support from senior management
• Information sharing among stakeholders• Skill-based work assignment
(cross functional team + single p-of-c)• Research services perceived as service
provider for McGill community
Global Trends
• Grants increase in complexityConvergence of agreements
• Synchronization of actions– Mainly with finance: pricing, billing
• Empowerment of compliance office• Capitalized on alumni relations• Integration of IT system• Organizational culture alignment
– University and Research: environment, support– Reporting criteria
Global Trends
Skill-based job assignment• Level-1:
Administration, bulk and batch, processing of standardized documents
• Level-2: Basic contract administration, understand and develop contracts, minimum technical understanding
• Level-3: Business and content skills, full IP understanding, business negotiation and business development
Comparative Overviewbased on interview questionnaire
Actions Skills
Pure Grants •Processing•Batch & Bulk•No science
1
Govt Contracts
•Contract skills 2
Industry / Govt Levgd
•Contract skills•Basic scientific content (terms)
2Industry Contracts
IP mgmt •IP knowledge 3
Licensing Commerczt
•Business skills•Negotiation
3
Business Developmt
•Business Development 3
Compliance Post-Award
•Conformity•Processing 1
UBCResearchServices
UILO
online
UofTResearch Services
TIG
McGill
OTT
Queen’s
ResearchServices
PARTEQ
RGO
Finance
CanadaResearch administrationreporting to VP research
CommercializationFaculty / Lab / Investigator
University administrationCompliance Office
OV
PR
IRO
VP
RIR
Consult
Consult
Pu
re
IP
Development/Alumni Office
DA
R
Research administrationreporting to finance
Commercialization
Faculty / Lab / InvestigatorUniversity administrationCompliance OfficeDevelopment/Alumni Office
USA
Harvard
SponsoredProgram
OTD
Yale
Grant &ContractAdmin.
OCR
Stanford
OTL
MIT
SponsoredProgram
TLO
SponsoredResearch
OV
PR
IR
Pu
re
IP
Licensing
Simple govt
Research administrationreporting to VP research
Actions Skills
Pure Grants •Processing•Batch & Bulk•No science
1
Govt Contracts
•Standardprocessing 1
Industry / Govt Levgd
•Contract skills•Basic scientific content (terms)
2Industry Contracts
IP mgmt •IP knowledge 3
Licensing Commerczt
•Business skills•Negotiation
3
Business Developmt
•Business Development 3
Compliance Post-Award
•Conformity•Processing 1
Now
PI
Ethic
Financead hoc pricing
Ad hoc Background IPEx: research network
Grantadministration
OTT officerIPContract
Industry leveragedgrant
Vision
PI
Point-of-contactContent understanding (L-3/L-2)
Compliance•Pre-award•Post-award•Ethic•Conflict of interest
Finance•Pre-award•Post-award
Admin Assist•Transactionprocessing•Internal adminpaper•Grant
ContractAdministrator•Legal support
Officer L-3•Background IP
•Forward IP•Business terms
IT system
EX: Yale, UBC, UofT, Harvard
Cross functional team
Industry leveragedgrant
Answer to questions
1. Government grants and industry contracts?
Integration seems to provide higher effectivenessAdvantages: response time, less duplication of effort and communication flow
Alternatively: • Sharing offices• Regular meetings• Common IT system
2. IP spin-off?
Reason: flexibility for salaries, taking more business risk
Conditions for success:• Align interest with university
• Change in mind-set
• Financial resources from fees
• Successful models: Queen’s, in Europe and in Israel
Answer to questions
3. Decentralization of officers?
Advantage of pooled officers is greater than benefit of proximity to investigatorsRelationship with researchers is crucial:
• Communication• Relationship• Opportunity to meet
Answer to questions
Thank you
Best practicesLessons learnedWisdom from literatureService offering
Best Practices• Compliance office
– Strong compliance in US (MIT, Stanford)– Independent office (UofT)– Online and real time application (UBC)
• Skill-based structure– Possibility to have junior/senior officers (UBC)
• Project base structure (Harvard, UBC, Yale)– Allow cross-functional team– Single p-of-contact for clients
• Organizational culture– Environment for research (Harvard, MIT, Yale)
• alignment with upper management (strong message of support)– Reporting criteria aligned w. strategy
• visibility - vs - revenue (Harvard, Yale)• Alumni relations
– MIT mentoring program, Yale Institute• Entrepreneurial environment
– Links between research campus and entrepreneurs (MIT, Yale, in development in Canada)
Lessons to be learned• Regrets that PARTEQ and RS are not in the same building (Queen’s)
• Lack of communication between offices is single most frequent comment of dissatisfaction; but some universities excel(UBC, Yale)
• Change in revenue sharing model greatly impacted on performance (UofT)
• Some department are hot spots while some are dormant: uniformity of culture
• Only reason to spin-off IP is for increased flexibility
• Relationship and culture > proximity or structure
• McGill is the only university with an international office (others: integrated to activities)
Wisdom from literature• Investigator involvement in all phases• Connections to business development institutions (research park, tech
incubator) influences TT performance– Entrepreneurship center: no impact on TT effectiveness
• Rewards for faculty involvement in TT– Promotion, tenure, royalty
• Staff at TTO– Compensation– Scientists and entrepreneurs/businessmen mix (vs lawyers)– Role = reduce barriers between researchers and firms
• Higher royalty to researcher enhance TT• Address ethical concerns about academic capitalism (life sciences
particularly)• TTO with strong commercial orientation• University policies encouraging TT
– Aimed at individual faculty member (vs the research unit)– Ex: incentives, autonomy, ownership, and responsibility
TTO: Tech Transfer Office4 articles, 4 thesis; 1999-2007
Type of agreement ActivitiesSkills Needed
(level)
Pre-Award
•Preparing application (jointly with PI)
•External communication: marketing & sales (partnership development and promotion), business development
•Internal communication: funding opportunities
•Business and content skills, IP issues (level-3)•Business and content skills, IP issues (level-3)
•Administration (level-1)
Award
Grants:•Processing (from proposal submission to award notice)
•Administration (level-1)
Contracts:•Negotiation and closing •Business and content skills, IP
issues (level-3)
Licensing & Spin-offs: •IP management, business development and commercialization
•Business and content skills, IP issues (level-3)
Compliance &Post-Award
vigilance
•Processing
•Follow-up on contractual obligations
•Administration (level-1)
•Administration (level-1)
Service Offering
Recommended