Setting up and Operating a TTO – Topic 4 Santiago, October 21, 2013

Topics What is the best model of technology management unit or technology transfer office (TTO)? Technology managers – how to recruit them and train them? How to manage expectations?

What is the best model of TTO? Model has to facilitate and to enable implementation of the mandate and the mission of TTO; It is potentially evaluative schematic – it can, for example start as a small office, with limited area of work and grow over the time or become a network of small offices, following needs of stakeholders; Public or private entity? IP Hub Regional Office

What is the best model of TTO? Small Office – Why not? However, to be able to respond to basic functions of TTO it should minimum have staff with following background: –Scientific –Business –Legal It is important, in particular in the beginning to respond to the expectations of the management and of scientists – in order to facilitate creation of new culture and obtaining their confidence; TTO needs to peruse stakeholders that they are providing them with an useful services, that they would not be able to organize ; Often small offices are outsourcing certain specific services such as: –Patent drafting –IP valuation –Raising funds for start ups, etc.

What is the best model of TTO? IP Hub –Economy of Scale Approach; –Efficient use of Assets and Resources; –Informal or Formal (legally regulated) Network of Users (TTO s of beneficiary institutions); –Appropriate for Regions, Clusters, Sectorial Collaboration.

WIPO Project - R&D Networks and IP Hubs Colombia and Western African Countries

R&D Networks and IP Hubs (TTOs): Implemented in Colombia and Western African Countries The project was developed and sponsored by WIPO and Swiss Government donation; It was in networked collaboration with following government, academic and non governmental institutions: The Office of Industrial Property of Colombia (Superintendencia de Propriedad Industrial), The National Institute on Science and Technology (Colciencias) of Colombia, Immunology Institute of Colombia Foundation (FIDIC) The Foundation Geneva International Academic Network (GIAN/RUIG), The Graduate Institute of International Studies of Geneva (HEI), University of Geneva, Hautes Études Commerciales (HEC), University of Geneva, Swiss Tropical Institute (STI), University of Basel, International Institute for Management Development (IMD), Lausanne, and Council on Health Research for Development (COHRED), Geneva.

Key elements –Fosters scientific collaboration –Improves technical results –Optimizes resource allocation –Leverages economies of scale –Reduces costs of research and IP protection, management and commercialization Has been implemented in the health R&D sector of 7 countries –Colombia –6 West African countries: Cameroon, Central African Republic, Chad, Equatorial Guinea, Gabon, Republic of Congo R&D Networks & IP Hubs

R&D Networks and IP Hubs Concept –Development of Network among R&D institutions, preferably doing the research in the same scientific area (malaria); – Inter – institutional agreements with a different level of legally binding relations, –New element - IP Hub that provides IP and technology management services to all members in the process from research results to the market.

R&D Networks and IP Hubs Deliverables Strategy model, that can be copied Economy of scale approach Efficient use of existing scientific, financial and management resources Possibility of inter-disciplinary approach to the scientific problems Collaborative innovation opportunities Higher level of protection, development and commercialization of research results by using professional services of the IP Hub, and Better return on the investment.

R&D Networks and IP Hubs Results Successful model with measurable performance results - 7 new patent applications based on networked research and innovation by members of the Health Sector R&D Network; –Government of Colombia applied the same model in energy, agro – chemical and security sector.

Regional Burea Germany New Initiative in France - Société d’Accélération du Transfert de Technologies (Satt) system; Implemented in 2011, the initiative has resulted in universities and research institutes orienting tech transfer efforts to 12 regional Satt offices. The initiative is backed by €3.5bn ($4.6bn) from the Future Investment Programme (Investissements D’Avenir) – a €35bn government investment programme with €22bn specifically for higher education and research. A regional overview of IP would allow a top-down perspective on where universities and institutes can funnel their resources into a particular field while eliminating competition over prospective patents. Larger portfolio for negotiations Limiting negative competition among national research centers

Imperial Innovations Bringing valuable ideas to market Imperial Innovations was founded in 1986 as the technology transfer office of Imperial College London; In 2006 it became a private company and was admitted to the AIM of the London Stock Exchange: Until 2011, Innovations invested only in companies based on intellectual property developed at Imperial College; In January 2011, the company raised £140 million to invest in businesses built on intellectual property developed at or associated with the Universities of Cambridge and Oxford and University College London, in addition to Imperial College London. They provide financing from pre-company formation through all stages of development, including leading later stage rounds. Engagement at the earliest possible stage, from the inception of the start – up.

Technology Managers Profile – combination of: –Scientific – in leading areas of the university research; –Business – with real experience and business network of contacts; –Legal; and –Information Technology.

Technology Managers Where to recruit them? –University scientists –University students – “alumni” – International recruitment –Businesses in the region –Vacancies

Technology Managers How to educate them? Lack of regular academic technology management education Trainings of Professional Association WIPO trainings

Technology Managers Incentives Percentage of revenues? Bonus? Equities in university start – ups? Professional advancement Recognition

Expectation of Society Traditional role – education and research; In addition - “earning university”; Branded name and image; Without additional investment in resources!!

Thank you very much! Olga Spasic Head Innovation Structures Secion