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Ähnlich wie The Great Divide- Research and Licensing -- Eric's Slides (1)
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The Great Divide- Research and Licensing -- Eric's Slides (1)
- 1. Forging Strong Ties Eric Giegerich UC Berkeley AUTM 2016 San Diego
- 2. What Are Strong Ties? How do we forge strong ties between research and licensing offices?
- 3. Forging Strong Ties Opening Questions • How do we forge strong ties between research and licensing offices? • What varying perspectives do we bring? • How do our offices relate optimally? How do our officers relate optimally? • What are good models for offices large and small?
- 4. Which Ties? • Tech Licensing Office Contracts and Grants Office • C&G dominated by federal perspective • Some C&G offices have dedicated industry person / team • Tech Licensing Office Industry Contracts Office • Multiple backgrounds – C&G, TT, Contracting • Tech Licensing Office Dedicated Industry person • Embedded in C&G or TT office, orientation depends on context
- 5. When Do We Need Each Other? Licensing Needs Research • Grant terms in the SRA • What did we promise to the sponsor? • History of negotiation, intent • Contacts at companies • Who did you work with there? • SRA + IP license • Teaming on joint pitches Research Needs Licensing • IP terms in SRAs • What can we offer to the sponsor? • Negotiating together • Major research agreements • IP centric agreements • Potential IP and BIP analysis • BIP reporting • SRA + IP license • Teaming on joint pitches
- 6. Multiple Perspectives Licensing • Object: Inventions, IP, marketing & biz dev • People: Inventors • Company: Small to Medium • Sometimes corporate, start ups • Money: Up front Fees, Royalties, Patent cost reimbursement • Reporting: University to Fed, Company to University Research • Object: Proposal / SOW • People: Researchers • Company: Medium to Large • Sometimes small, rarely start ups • Money: Research costs • Reporting: PI to Company
- 7. Multiple Perspectives Licensing • Values: Lab to market, fair consideration, diligence / stewardship, leverage research, economic development • Drivers: • Companies filling IP pipeline • Inventors creating start ups • Metrics: • No. of inventions, patents, licenses • No. of start ups • Licensing revenue • Patent reimbursement Research • Values: Research integrity, faculty service, fair consideration • Drivers: • Companies need new IP • Companies need trained talent • Faculty need research funding. • Metrics: • No. of research agreements • Research funding
- 8. One Face or Multiple? • How do we position ourselves to companies? • What is the face of the university? • Are we one office or two? • Portal to the university. One stop shop. • Who is the lead?
- 9. Some Best Practices • Joint case discussion • Joint staff development • Joint negotiation on some cases • Get people involved early • Teaming by Assignments • Assignments by department or field • Discuss academic departments, faculty, and companies • Attend meetings together
- 10. Regional Variety “Well, that’s fine if you’re Stanford, Berkeley or Case. But we’re a little office.” Options for Small Offices • Dedicated Industry Contract person in C&G office • Dedicated Industry Contract person in TT office • No matter the size, you can meet and share notes
- 11. Discussion • What are examples of strong ties? • How can research and licensing work together better?
Hinweis der Redaktion
- 10-15 min per presentation. Speak to a broad array of office types and sizes, negotiating SRAs while anticipating licensing deals, trends. Audience will be licensing officers, and geared more toward licensing officers. A few key open-ended questions in advance for the audience.
- 10-15 min per presentation. Speak to a broad array of office types and sizes, negotiating SRAs while anticipating licensing deals, trends. Audience will be licensing officers, and geared more toward licensing officers. A few key open-ended questions in advance for the audience.
- -Collect examples of how strong relationships have been forged -Collect examples of success stories Stanford uses info on commercial NERFs. ICO goes to OTL for advice, not permission. Decision is made within ICO.