The Role of Intermediaries Intermediary Management in the University
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1 The Role of Intermediaries Intermediary Management in the University USIMP 2012 Sabanci University, Istanbul June 21-22, 2012 James Gado Associate Director MIT Office of Corporate Relations
2 Outline Strategic perspective on academic-industry relations Strategic perspectives on university intermediaries MIT functional intermediaries: Outreach Contracting/Legal Licensing Others Summary 2
3 Why Industry Engages with Academia Identify new management practices Monitor emerging/cutting-edge technologies Gain insight from internationally-recognized experts Strengthen strategic decision-making development of new products and processes implementation of innovative management practices achievement of effective growth strategies Discover new technologies through [proprietary] research collaborations Identify and access technology and expertise outside company s core competencies Technology transfer through licensing Recruit new employees Enhance technical and managerial skills through training 3
![management practices achievement of effective growth strategies Discover new technologies through [proprietary] research collaborations Identify and](/docs-images/45/2985360/images/page_3.jpg "access technology and expertise outside company s core competencies Technology transfer through licensing Recruit new employees Enhance technical and")
4 The Academic-Industry Complement Different missions Academia - education and advancement of knowledge Industry - maximize returns to stakeholders/shareholders Some common interests Global problems - opportunities and challenges Knowledge transfer - both directions Human resources - talent acquisition/talent development The research complement Academic basic research feeds industry applied research and product development Industry provides financial support The challenge for industry to understand 4
5 University Culture: MIT and the Real World mens et manus is mind and hand It is the culture of MIT, the faculty and students to have an impact on the world and to solve real-world problems It is part of the academic mission of MIT and the faculty to forward the advancement of knowledge with research It is part of the educational mission of MIT to use research in the education of students A university culture for industry engagement 5
6 University Culture: MIT Research Funding On-Campus R&D: $661 million* State, Local & Foreign Governments 5% Industry Sponsored Research $123 million (19%) Lincoln Labs 3% *FY
7 Outline Strategic perspective on academic-industry relations Strategic perspectives on university intermediaries MIT functional intermediaries: Outreach Contracting/Legal Licensing Others Summary 7
8 University Intermediaries: A University Structure Perspective C-Level University Leadership President, Provost, Chancellor Academic Functions Schools, Departments Centers Programs Faculty Managers & Professions MIT Entrepreneurship Center 8
9 University Intermediaries: A University Structure Perspective University Leadership President, Provost, Chancellor Academic Functions Administration Functions Schools, Departments Centers Programs Faculty Outreach Contracts/Legal Licensing/IP Finance Managers & Services MIT Entrepreneurship Center 9
10 University Intermediaries: A University Structure Perspective University Leadership President, Provost, Chancellor Academic Functions Schools, Departments Centers Programs Faculty Administration Functions Outreach Contracts/Legal Licensing/IP Finance Students Deans, Heads Recruiting Clubs Competitions Managers & Services The university is decentralized MIT Entrepreneurship Center 10
11 University Intermediaries: A Innovation Cycle Perspective MIT Entrepreneurship Center 11
12 University Intermediaries: A Innovation Cycle Perspective Context MIT entrepreneurship Center is a complement to other aspects of MIT s Internal Ecosystem Industry works across the spectrum Education across the spectrum Other Activities Lemelson Stage 1 Inspiration / Invention / Idea Generation Stage 2 Technology Development / Idea Refinement to Practice Stage 3 Commercialization Planning Stage 4 Development of Business Plan Stage 5 Real Company Formation (e.g. first customer, team, network) Stage 6 Early Stage Growth Stage 7 High-Growth MIT Entrepreneurship Center 12 4
13 Outline Strategic perspective on academic-industry relations Strategic perspectives on university intermediaries MIT functional intermediaries: Outreach Contracting/Legal Licensing Others Summary 13
14 University Intermediaries: A University Structure Perspective University Leadership President, Provost, Chancellor Academic Functions Schools, Departments Centers Programs Faculty Administration Functions Outreach (OCR) Contracts/Legal (OSP) Licensing/IP (TLO) Finance Students Deans, Heads Recruiting Clubs Competitions Managers & Services The university is decentralized MIT Entrepreneurship Center 14
15 Outreach: MIT Office of Corporate Relations Serves MIT leadership and faculty Industry member partners (ILP) Professional program and staff (45 people) Liaison Officers (20) Conference management and marketing Research and publications Website and IT Management processes, CRM Self-funded business model ILP fee base Distribution of incentives and profits to MIT community Not the only entry for industry to MIT 15
16 MIT Industrial Liaison Program The ILP is industry s chief gateway and guide to MIT Company COMPANIES ILP MIT Provides expert counsel on building productive partnerships Develops customized, cost effective programs assess, address strategic research needs facilitate faculty, researcher interactions monitor emerging technologies and innovative management practices 16
17 ILP Service Model Experienced Officer, custom workplan Executive research briefings On-campus meetings with faculty and research staff Faculty visits to company sites Symposia and conferences Customized research reports Member website KnowledgeBase Publications ILP News Mosaic Web reports and digital presentation archive A holistic and strategic approach 17
18 Tactical Best Practices* * J. Pertuze, E. Calder, E. Greitzer, W. Lucas, Best Practices for Industry-University Collaboration, MIT Sloan Management Review 51, no. 4 (Summer 2010):
19 Contracting: MIT Office of Sponsored Programs Serves MIT leadership and faculty All external parties, public and private Professional staff (55 people) Contracts Officers (25) Information, data and cost analysis Training and communications Website and IT Legal services is separate Internal, MIT Office of General Counsel (4) External Mission Administer all stages of research related funding and contracting with the MIT community and funding sources 19
20 Contracting: MIT Office of Sponsored Programs Pre-proposal contracts Teaming agreements Non-disclosure Agreements Research contracts Sponsored research agreements Fellowship agreements Consortium agreements Unfunded collaboration contracts Industrial Alliance Agreements Post-award Use of non-mit facilities for MIT research Inbound Equipment Loan Agreements Research Data Use Agreements Other Material Transfer Agreements Academic Host Agreements Sub-awards to research partners 20
21 Licensing: MIT Technology Licensing Office Serves MIT leadership and faculty All external parties, public and private Professional staff (35 people) Licensing Officers (15) Patent administration and maintenance Information and financial analysis and management Website and IT Mission Manage all aspects and stages of MIT intellectual property Facilitate the transfer of MIT research results into society via technology licensing Strategy is Volume Maximize the number of technologies, patents, and licenses (rather than pick winners) 21
22 Licensing: MIT Technology Licensing Office Patent filing and administration Assess commercial potential with inventors Strong and broad patent filing Protect and defend License for impact Understand licensee potential and plans Balance MIT and licensee interests Focus on impact vs. income Maintain legal and academic integrity License maintenance Monitor licensee performance Support licensee efforts to attract investment Evolve, amend agreements as appropriate Support for start up companies Provide advise for licensing options Provide networking with investors and entrepreneurs 22
23 Licensing: MIT Technology Licensing Office Volume (FY2011) Invention disclosures 632 US patents filed ~2-300 US patents issued 153 Licenses & options granted 113 Companies started with MIT IP 26 Financials (FY2011) Revenues $85M Royalties $70M Cashed-in equity $3.3M Total patent costs $17.6M 23
24 Outline Strategic perspective on academic-industry relations Strategic perspectives on university intermediaries MIT functional intermediaries: Outreach Contracting/Legal Licensing Others Summary Just begin, and make engagement a competency 24
25 Thank you James Gado Associate Director MIT Office of Corporate Relations
26 MIT Inside Activity Seed funding, marketing, mentoring, VC contact Mentoring, networking Education, culture Education, culture, networking, competition, team building 26
27 MIT Bridges to/with the Boston Innovation Ecosystem ILP, faculty, students, TLO, VMS, competitions Entrepreneurs, investors Business plan review, networking, legal Entrepreneurs, investors ILP, TLO, OSP, faculty Faculty, TLO, VMS, Deshpande Center, Entrepreneurship Center, MITEF 27
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