UID:
almafu_9961089891702883
Format:
1 online resource (231 pages)
ISBN:
9780128110010
,
0128110015
,
9780128109892
,
0128109890
Content:
Strategic Industry-University Partnerships: Success-Factors from Innovative Companies unveils insights of experts from leading companies on managing partnerships with universities. Industry-university partnerships have proved vital to innovation, and although these partnerships can be challenging, careful choices and wise management around five success-factors leads to a systematic approach that unlocks value for both parties. University assessments of these partnerships have been widely described, but industry perspectives are less well understood. This volume captures observations of leading international corporations without omitting university views. It can serve all partners in alliances as a guide to strengthening their organizations.
Note:
Front Cover -- Strategic Industry-University Partnerships -- Copyright Page -- Contents -- List of Contributors -- About the Authors -- Foreword -- Acknowledgements -- Introduction -- Select Focus Areas -- Select Partners -- Match Collaboration Formats -- Dedicated people, Processes, and Organization -- Regularly Evaluate Partnerships -- References -- 1 Overlapping Broad Innovation Horizons With Business Relevance: How BMW Group Defines Topics for Strategic Collaborations -- 1.1 University Relations at the BMW Group-An Introduction -- 1.2 The Importance of Defining Research Clusters and Identifying Subject Areas -- 1.3 Three Examples on How We Defined Topics for Strategic Collaborations -- 1.4 Conclusion and Recommendations -- References -- 2 DuPont's Global Collaboratory: Selecting University Partners Globally and How Does Industry Track University Relations fo... -- 2.1 Introduction DuPont -- 2.1.1 A Global Approach -- 2.1.2 University Relations -- 2.1.3 DuPont Young Professor: The Oldest University-Industry Program in the US -- 2.2 Selecting University Partners Globally -- 2.2.1 Why Should We as a Company Collaborate With a University in First Place? -- 2.2.2 How to Select a University/University Professor? -- 2.2.3 How Do We Measure Success With University Partners? -- 2.3 Corporate University Relations Database -- 2.3.1 Using the Website, Matrix, and Roadmap -- 2.4 Science Dating: An Outlook to the Future -- 2.5 Conclusions and Recommendations -- 3 Successful Pharmaceutical Innovation: How Novo Nordisk Matches Academic Collaboration Models to Business Objectives -- 3.1 Introduction -- 3.1.1 About the Chapter -- 3.1.2 About Novo Nordisk -- 3.1.3 Drug Development-From Idea to Patient -- 3.2 Business Anchoring and Engagement Model -- 3.3 Research Collaborations -- 3.4 Fellowship Programmes.
,
3.4.1 The Science Talent Attraction Retention Programme -- 3.4.2 Dedicated Programmes to Train Scientific Talent -- 3.4.3 Institutional Postdoc Fellowship Programmes -- 3.5 Public Private Partnerships -- 3.6 Academic Alliance -- 3.7 Breaking New Ground, A Cocreation Center at Oxford University -- 3.8 Conclusion and Recommendations -- 4 Building Global Innovation Ecosystems though Public Private Partnerships: How IBM has Leveraged Academic Collaboration fo... -- 4.1 Introduction -- 4.2 Then and Now: More Than 70 Years of Industry-Academia Collaboration at IBM -- 4.3 Starting From Scratch -- 4.4 The World is Our Lab -- 4.5 Overcoming Bias -- 4.6 A Public-Private Partnership in Nanotechnology is Born -- 4.7 IBM and ETH Today -- 4.8 Bringing Public-Private Partnerships to Africa -- 4.9 Developing Academic Curricula -- 4.10 Building an Ecosystem for the Future of Computing -- 4.11 Academic Grants and Awards -- 4.12 Going Back to the Beginning -- References -- 5 Rolls-Royce University Technology Centres: Relationships Matter -- 5.1 Building on a Century of Engineering Excellence -- 5.1.1 Developing the University Technology Centres-From an Ad Hoc to a Strategic Approach -- 5.1.2 The Value of the Strategic Approach -- 5.1.3 The Organization and Working-Model of UTCs -- 5.2 Relationships Matter -- 5.2.1 Share Your Knowledge and Goals -- 5.2.2 Extend Trust -- 5.2.3 Value Diversity -- 5.2.4 Share Your Network -- 5.2.5 Celebrate Wins-Big and Small -- 5.2.6 Continuously Evaluate the Health of Your Relationship -- 5.2.7 Have Dedicated People -- 5.3 Conclusion -- Acknowledgments -- 6 Siemens' Centers of Knowledge Interchange: Managing Strategic Partnerships via Intermediaries -- 6.1 Siemens AG-A Brief Introduction -- 6.2 The Strategic Program-Centers of Knowledge Interchange -- 6.2.1 Selection of the CKI Universities.
,
6.2.2 Governance and Management of the CKI Program -- 6.3 The Success Factor-An Organization of Intermediaries -- 6.3.1 Internal Intermediaries-The Value of a Central UR Unit -- Example 1: Review of a CKI University -- 6.3.2 Intermediation Through Four Positions -- Working-Level Intermediaries -- Executive-Level Intermediaries -- 6.3.2.1 The Value of the Working-Level Intermediaries -- Example 2: The Global University Challenge-Brokering People and Knowledge -- 6.3.2.2 The Value of the Executive-level Intermediaries -- Example 3: "Think Big"-Establishing a New Collaboration Format -- 6.4 The Skills of the Intermediary -- 6.4.1 The Three Expert Skills Areas -- 6.5 Conclusion -- Reference -- 7 The New Criteria for Measuring the Success of Industry-University Relations:Insights from Schlumberger -- 7.1 Introduction -- 7.2 Methodology -- 7.3 Governance -- 7.4 Organizational Model -- 7.5 Programs and Activities -- 7.6 Benefits -- 7.7 Metrics-Driven Success Criteria -- 7.8 Establishing Measures of Success -- 7.9 Executive Oversight in Action -- 7.10 Lessons Learned at Schlumberger -- 7.11 Conclusion and Recommendations -- References -- Further Reading -- 8 Evaluating Solid Long-Term University-Industry Collaborations: Lessons Learnt From Ferrovial's Strategic Cooperations -- 8.1 Introduction -- 8.1.1 About Ferrovial -- 8.1.2 Strategic Context for Innovation -- 8.1.3 Ferrovial's Innovation Strategy -- 8.1.4 Ferrovial & Universities: It's All About Business -- 8.2 Evaluation as a Success-Factor in Long-Term University-Industry Collaborations (UICs) Collaboration Agreements -- 8.2.1 Why Long-Term Collaboration Agreements? -- 8.2.2 Success Factor: Monitoring and Evaluation of Collaboration Agreements -- 8.2.3 Challenges in Implementing the Monitoring and Evaluation Methodology -- 8.2.4 A Successful Example: MIT Energy Initiative (MITEI).
,
8.2.4.1 Agreement and Governance -- 8.2.4.2 Joint Research -- 8.2.4.3 Arranging the Collaboration: Monitoring Reports and Activity Metrics -- 8.2.4.4 Evaluating the Collaboration Agreement and Decision to Renew -- 8.2.5 A Successful Example: Center for the Innovation of Smart Infrastructures (CI3) -- 8.2.5.1 Introduction -- 8.2.5.2 Governance -- 8.2.5.3 Organization of the Center's Activities -- 8.2.5.4 Monitoring Reports and Activity Metrics -- 8.3 Conclusions/Recommendations -- 9 Recommendations and Outlook -- 9.1 Recommendations -- 9.2 The University Partnership Canvas -- 9.3 Outlook: Towards an Innovation Ecosystem Approach -- References -- Index -- Back Cover.
Language:
English
