INSIGHTS 2: Improving Australia’s track record in academic research commercialisation needs capability, not just money
Responding to the Federal Government’s request for input into improving Australia’s ability to commercialise research.
Squizzical highlights the key areas that must be mastered before we can expect better performance.
Of course early stage commercialisation funds are required but these are wasted in the absence of key capabilities. Research relevance, translation and commercialisation must be embedded as integral thought processes deep within the research enterprise. These must be inculcated so all researchers are not only aware but embrace such as part of their career success.
Drawing on several decades of direct experience of successfully commercialising public sector research Squizzical highlights what underpins commercialisation success:
Instill a culture of translation, relevance and impact - The challenge of culture is usually missing and is only too readily pointed out by industry. We must address systemic cultural issues exacerbated by misconceptions and perceived barriers. The language of divide, risk and maintaining the status quo must be replaced by a commitment to securing better returns from our science investment. Division is based on perception due to lack of experience in collaborating with industry. Our top academic researchers are highly capable and when partnered with industry through Technology Transfer Offices (TTO) deliver significant impact. The success of UniQuest/University of Queensland or the Walter and Eliza Hall Institute in commercialisation show that world class basic science is integral to world class deals.
Treat Technology Transfer Offices as a strategic asset - The skills required to prioritise IP, make it attractive, market it and then execute a deal and manage an ongoing relationship are specialised and form the core of a successful TTO. TTOs are a central strategic asset in developing a reputation as a creator of useful intellectual property and interfacing with industry and investors.
Industry regards working with universities as being opportunistic and not a core strategy to put their business and shareholders at risk. Every change in a university and especially the TTO relationship creates bafflement and uncertainty in customers. The TTO must convince them otherwise. The TTO must be taken seriously and sharing of experiences and best practice should be encouraged. The TTO must be trusted and not undermined. It must be acknowledged and even applauded that TTOs make tough decisions in their matching of research ideas, results and IP with potential partnering opportunities – in essence paid to pick winners.
Segmenting the product portfolio and customers is essential - What is on offer? Segmentation of both target customers and service, capability or IP products is essential to developing an effective commercialisation strategy matched to market needs. A traditional generic approach to industry and research, assuming that there is a queue of customers waiting for academic push, won’t work.
One size fits all in academia’s view of industry does not work. Nuanced marketing and positioning must address the different needs and routes to market of new SMEs and venture capital, existing SMEs, and existing (multinational) corporations.
Actively market what is on offer – The link between academic research and industry in Australia is weak. Many SMEs don’t know what they don’t know, being unclear of their own needs for product development and how academia could contribute. There must be clear, accessible articulation of what’s on offer. Marketing should focus on capabilities with emphasis on problem solving and creating new proprietary positions not waving academic trophies.
Prove the concept - There should be funds for proof of concept and initial patenting expenses. Without such funds Australia will continue to underperform. Such funds are required for essential “killer experiments”, prototyping and patent claim examples and patenting.
Train a workforce for translation - We need a strong emphasis on training of both researchers and TTO professionals. We should take mentoring, internships and encouraging mobility between organisations seriously and ensure that training is recognised as part of career progression. Academic research is not a sheltered workshop. Intellectual curiosity is essential. Orthodoxy and utility must be linked.
Clear the clutter - Public research organisations must be easy to do business with, be responsive and have a clear customer focus if they are to be attractive. Internal commercialisation processes need streamlining and decisions should be as close to the point of interaction as possible. Policies and processes are not a point of competitive differentiation and should be shared. A suite of standardised agreement templates would simplify interactions with industry and also between research organisations.
Where are our business schools? - Get business schools engaged. Business schools have been largely absent in contributing to research commercialisation strategy development, training, opportunity evaluation and business-to-business marketing of Australia’s research. Given their credentials they must be an untapped resource.