Biomedical Engineering Reference
In-Depth Information
were looking for scientific leaders (to do the research), experienced collaborators
(to deal with contractual arrangements), and customer focussed individuals (to turn
projects around quickly).
In terms of decision-making, company informants described a methodical
approach to partnering which typically involved specialist input for the purpose
of due diligence (consultants and literature reviews); an in-house project champion;
and broader buy-in from other operational and executive functions. University infor-
mants on the other hand described a different approach to project development and
partnering — one that began with a champion who first sought broader organisa-
tional buy-in, and then sought specialist advice for due diligence.
Company informants wanted universities to better understand the way industry
operates, in order to enhance partnering opportunities and partnering success. Indus-
trial fellowship schemes, which allow scientists to spend time in industry, were seen
as a mechanism to increase this understanding, but in Europe such schemes are gen-
erally undersubscribed as there is less movement of scientists between universities
and industry.
The companies interviewed believed that relationships with universities could
be improved by increasing the speed of turnaround with contracts, citing that they
were “not looking for a 'roll-over' but object to negotiators who are overly fussy”.
One informant cited that a university was “off the Christmas card list” because
of unnecessary delays with contracting. But one university had improved relations
with its partners by employing a more open approach to contracts and was enjoying
more funding from the informant's company than any other UK university.
Several informants mentioned the benefits that might be obtained from an
opportunity monitoring system which would offer access to ideas from a range
of institutions (and preferably early insight into new opportunities) thus improving
visibility of new projects and increasing the efficiency of partnering.
The concept of an internal technology scout or dedicated business development
resource appeared frequently in interviews with both universities and companies,
but company informants also identified a role for bigger groups with access to more
funding and operational resources, such as web-based logs for project submissions
and discretionary R&D funds.
Although many companies reported a large number of potential partners from
which to pick and choose, they shared view that “good projects were hard to find”.
Creating an enabling environment for partnering
Informants noted the growing government support for industrial R&D partnering
activities both in the UK and other European countries, and cited a number of
initiatives which illustrated the range of activities that supported partnering (Box 2).
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