1. 33University leadership is vital
    • Strategic partnerships need input at the highest level from both, University and Industry partners
    • Make goals and benefits clear at all levels (faculty and company)
    • Design incentives and provide resources to create a cultural shift for cooperating in UBC
  2. Long-term strategic partnerships with built-in flexibility work best
    • The most fertile starting point for partnerships is to do something in the cooperation that you cannot do by yourself
    • Long-term strategic partnerships focus the university’s creativity and talent on enabling future innovations that can be taken to market by industry and deliver benefits to society within five to ten years
  3. Start with a shared vision and develop a strategy
    • the first step to a healthy partnership is assessing the core academic strengths of the university and the core research competence of the company to identify promising opportunities for collaboration
    • Senior executives and university experts should map out together the key questions and research challenges that are a high priority for both
    • Understand the three different types of partnerships:
    • Strategic partnerships run for a long term (5-10 years) and need a broad, flexible agreement. The knowledge produced is likely to influence the university’s future research and teaching and the companies strategy.
    • 34Operational partners have a research project with a division or R&D lab and run those for one to three years. Projects might lead to a strategic partnership.
    • Transactional partnerships are lesser interactions, such as an executive agreeing to teach a course, which may lead to doing more and bigger projects in the future.
    • Strive for a partnership with shared decision making
    • Successful partnerships are based on win-win-situations
  4. Put the right people in charge
    • People determine the success or failure of industry-university partnerships
  1. Kick-start the dialogue – encourage cross-fertilisation of idea
    • There is no short cut to cultivating personal ties that can lead to the most creative and promising collaborations.
    • Create opportunities for interactions
    • Create an advisory/executive board for the cooperation
    • Develop two-way exchanges that both partners can learn to understand the opposite
  2. 35Don’t get hung up on intellectual property (IP)
    • Develop a broad overarching framework agreement and work out the details on a case-by-case basis
    • A framework agreement saves time and avoids the acrimony that often results from too narrow a focus on who owns what
    • IP is important but it should not be viewed as the centrepiece of UBC projects
  3. Promote a multidisciplinary approach
    • Innovation increasingly depends on the ability of university and industry experts to work across a number of disciplines, such as technology, design and engineering
  4. Don’t get hung up on measuring the results of a strategic alliance
    • The most fruitful cooperations need time to foster
    • Setting up artificial metrics to measure them can undercut the alliance and fail to capture the unanticipated benefits
    • Single projects should have defined objectives

 

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