Critical Success Factors for Industry Academic Collaborations Industry Academic Collaborations Mary Shire Vice President Research September 9 th 2015 September 9 th 2015
Content Content • Context Context • Changing Mission of Universities • Industry Academic Collaborations I d A d i C ll b i • Case Study • Critical Success Factors www.ul.ie
Context Context • National & International Policies National & International Policies • History of Industry Engagement • Research Strategy • Leadership • What are barriers & critical success factors for • What are barriers & critical success factors for industry academic collaborations? www.ul.ie
Economics Economics • Industrial Based Knowledge Based Economy d K I d i l B l d B d E • Knowledge = Main Source of Competitive Advantage • Those that manage knowledge effectively become the leaders in this economy leaders in this economy www.ul.ie
Changing Mission of Universities Changing Mission of Universities • Traditional Role ‐ Teaching & Research for Public Good Traditional Role Teaching & Research for Public Good • Globalisation and marketisation of knowledge • Universities as engines for economic growth U i i i i f i h • Entrepreneurship in addition to teaching and research • University ‐ industry linkages very prominent on the agenda of policy ‐ makers g p y www.ul.ie
University Industry Collaborations University ‐ Industry Collaborations • University ‐ industry research collaborations University industry research collaborations mechanisms for generating technology spill ‐ overs • Silicon Valley manifestation of the relationships • Silicon Valley –manifestation of the relationships forged between universities and its industrial environment environment www.ul.ie
Modes of Engagement Modes of Engagement Mode 1 Publications Contract Research Contract Research IP Licensing Government University University Industry Industry Funding Discovery Verification & Exploitation Mode 2 Collaborative Research Long-term relationship Venture Creation Venture Creation based partnering Government Funding University Industry y Industry Industry Funding Discovery & Verification Exploitation www.ul.ie
Case Study Case Study
Irish Pharmaceutical Sector Irish Pharmaceutical Sector $1 08T 2012 $1 6 T 2020 $1.08T, 2012 $1.6 T, 2020 Global Market Global Market (annual growth 7.8%) Exports Exports Largest single exporting sector Largest single exporting sector 52% of all Global Medicines Corporation Tax p €1 Billion (25% of total corporation tax) ( p ) Employment 24,000 Direct + 25,000 Indirect >65% are 3 rd level graduates Education Education >65% are 3 level graduates Companies Over 120 companies – 13 of top 15 Compliance Compliance Unrivalled Record Unrivalled Record Investments €3B new investment projects, 2000 new jobs www.ul.ie
Issues Issues • Global Challenges • Focus on Manufacturing • Gap in fundamental knowledge Gap in fundamental knowledge • Problems solved by trial & error • Engagement with Universities limited to 1 ‐ 1 • State supported R&D investment very low relative to size of the sector • No forum for industry ‐ industry knowledge sharing No forum for industry industry knowledge sharing
Solid State Pharmaceutical Cluster (SSPC) 2007 ‐ 2013 2007 2013 • Identified Common Issue for Industry & Presented Business Case • Assembled Academic Team Led by University of Limerick • Took IP off the table for first 2 years • National State Funding – Science Foundation Ireland • First large scale, multi ‐ partner research collaboration in Pharma • Unique model of collaboration: Virtual centre, Inclusivity & equity, precompetitive space • SSPC ‐ International Brand www.ul.ie 11
Building on Success SSPC1 10 Industry 5 RPOS €8M SSPC2 22 Ind str 22 Industry 9 Irish RPOS €42M Molecule to Material to Medicine
Host Commitment Host Commitment • University of Limerick • Prioritised in Strategic Plans • Strategic investment in Human Capital & Physical Strategic investment in Human Capital & Physical Infrastructure • Bernal Project ‐ €52M www.sspc.ie
Nationally Distributed Network y • Proven structures & operating procedures • Model is fle ible & scalable • Model is flexible & scalable • Exemplar of academia ‐ industry collaboration • Facilitates inter ‐ industry collaboration F ilit t i t i d t ll b ti in the precompetitive space • Community of Practice C i f P i “The SSPC was identified as The SSPC was identified as a benchmark model for “ What we do here in collaboration – it was seen Ireland amazes our as an example of what has international colleagues. worked well in Ireland, , They are shocked when having a critical mass of they hear we are world ‐ class people, and collaborating with other delivering value for money” big Pharma.” Academic Partners Michael Napier , Janssen Michael Napier Janssen Industry Partners d www.sspc.ie
Connected Global Network • Best Practice Portal (www.bpx.ie) • International Collaborators • International Collaborators Asia • Corporate partners “I am not aware of activity of a similar scale anywhere else in the world. From my the world. From my understanding it is unique” International reviewer Europe Europe North America www.ul.ie
Best Practice in e ‐ communications www.ATTLAS.ie • 260 Analytics techniques & techniques & capabilities • 19 Providers www.BPX.ie Top 10 user countries • Ireland • United Kingdom • Italy www.Therapeutics.ie • United States • Over 120 • France (Bio)Pharma • Switzerland research capabilities • Singapore • India • Spain p • Brazil
Impacts Impacts • Capacity Building – Students & Post Doctoral Researchers – Upskilling & Bespoke • Economic Impacts – Job Creation – FDI & SME – Job Creation FDI & SME – Job Retention – Productivity Gains Productivity Gains – Expanding remit of Irish sites www.sspc.ie
SSPC by Numbers SSPC by Numbers 7 Management support team 6 6 Y Years of Funding f F di 9 Research Performing Organisations 12 International Collaboration Centres l ll b 20 Funded Projects 22 Companies supporting the research 36 Post ‐ Doctoral Researchers 38 Principal Investigators 42 Million Euro 60 PhD Studentships www.sspc.ie
Critical Success Factors
What’s most important? What s most important? • Most important CSF - Individual characteristics p • Boundary Spanner • Most significant perceived barrier IP management • The implications for policy makers • The implications for policy makers – Focus more on individuals and how to incentivise and reward them for collaboration reward them for collaboration – Some flexibility exhibited by both organisations in relation to intellectual property management to intellectual property management www.sspc.ie
What’s Next? What s Next?
Synthesis/Crystal Growth and Design SSPC Factories of the Future Invite Pharmaceutical Formulation UGent Downstream Processing Continuous Manufacturing PROMIS CMAC 9 Centres 6 Co ntries 6 Countries Biophama Formulation Process Analytical y CPI CPI Technology PMTC Upstream Processing Process Simulation NIBRT RCPE RCPE 22 www.sspc.ie
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