Industry-Academic Collaboration, and some thoughts on the MIH Media Lab experience at Stellenbosch University

1. Joining Worlds Apart
Industry-Academic Collaboration, and some
thoughts on the MIH Media Lab
experience at Stellenbosch University
Gert-Jan van Rooyen
CIO Research Colloquium, 11 March 2011
MIH Media Lab
-
Cybernetics Research
Institute

2. The MIH Media Lab @ SUN
postgrad research: mostly Master's; some PhD & Honours
electronic engineers · computer scientists · applied
'new media' applications
breaking research silos
new media by which people interact with
each other, computers and information.
semantic web · media distribution · future networks · social
networks · games · E-commerce · pervasive computing
Innovation model: laboratory environment where
technological resources and young researchers' brain power
reach critical mass
bridge between academic research results and commercial
application.
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3. The University as Knowledge Partner
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4. Successful?
Conceived in 2007
First 4 students in 2008
Grew to 10 students in 2009
2010: First graduates, grew to 19 students
2011: 27 students, 3 vacancies
2012: 40 (if we can find them!)
New building underway
Regular meetings between students and C-level execs
Extensive exposure to industry, business and
entrepreneurship
Full-cost contract: Full IP transfer to industry partner
Knowledge sharing via industry papers, conferences
and ad-hoc meetings
All graduates thus far have applied for positions at MIH
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5. Pictures of the Media Lab
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6. Pictures of the Media Lab
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7. Pictures of the Media Lab
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8. Pictures of the Media Lab
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9. Pictures of the Media Lab
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10. Successful? It seems to be (so far)
But why?
Outline
Challenge: Academia and industry are worlds apart
Opportunity: Collaboration can be benificial to both parties
The Media Lab as single datum suggests:
Understand differences in institutional cultures
Trade more than IP and money
The client/service-provider model fits academia poorly
A patron/champion model seems promising
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11. Business and academia: different primary drivers
BUSINESS ACADEMIA
Turns knowledge into money Turns money into knowledge
Driven by the bottom line Driven by research outputs
Wants to own Wants to share
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12. Business and academia: management models
BUSINESS ACADEMIA
Shareholders Rectorate
Management Deans
Professional staff Academics
Support staff Support staff
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13. Business and academia: management models
BUSINESS ACADEMIA
Shareholders Rectorate
Management Deans
Professional staff Academics
Support staff Support staff
MANAGERIALISM COLLEGIALISM
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14. Drive collaboration at the right level
Background: Initial talks with MIH
Key decision: Selecting champions
Vesting in academics
Champions become the developers and
promoters of the research collaboration
concept
Industry partner collaborates in
concept development and act
as patrons
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15. Who's the boss?
Driving collaboration agreement at faculty/management level is
often ineffective
No ownership by participating academics
Easily degenerates into letter-of-the-contract research
University contracts usually make no guarantees w.r.t. research outcomes
“best-effort” research
You can place virtually no pressure on an academic by dealing with
his/her elected superior
exception: gross misconduct
senior management can unlock other resources
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16. Academia 101
Qualifications Positions Employment Elected offices
Bachelor's Junior Lecturer Temporary Head of Department
Honours Lecturer Permanent Dean
Master's Senior Lecturer Vice-Rector
Doctorate (Dr) Associate Professor (Prof) Rector
Full Professor (Prof, senate) Chancellor
These you can These you must be Permanent Appointed by
study to obtain. promoted into. A limited employment is academics to
manage
number of positions may “tenure” in SA collective interests
of
exist at an institution. the electoral
college
Typically, try to deal with a tenured academic with a high qualification and position.
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17. Providing value to industry
IP
knowledge
know-how
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18. Providing value to industry
high value
high risk
IP
knowledge
know-how
lower value
high yield
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19. Providing value to industry: The 3 P's
high value
high risk
patents IP
papers knowledge
people know-how
lower value
high yield
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20. Providing value to academia: The champion model
Consul-
Lecturing Research
tation
Incentivise shift in research focus
Buy out consulation time
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21. Providing value to academia: Other considerations
Direct funding of fundamental research
Indirect funding of fundamental research (e.g. THRIP)
Profit & consultation opportunity for academics
Funding/provision of research equipment/facilities
Access to information and data
Funding of students
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22. Conclusion
Identify academic champions for your cause
Engage with academics, facilitated by senior management
Take serious cognisance of the IPR bill, and funding
considerations
Identify clear value for the company, not just focusing on IP
Create value for all participating academics
champions
researchers
supervisors
Realise that “cheap” intellectual capital within your organisation
may be very valuable to your academic partner
operational data
industry insight
research relevance
consultation opportunity
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23. Thank you!
Questions?
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