1. Dr Elif Bascavusoglu-Moreau INSEAD - Innovation Policy Initiative Abu Dhabi School of Management, UAE

2. A Framework for Knowledge Transfer within the Innovation Ecosystem Source: University of Glasgow – Library House, Metrics for the Evaluation of Knowledge Transfer Activities at Universities.

3. University as solution provider Generator of knowledge spillovers Providing conduits for knowledge spillovers - technology transfer offices - incubators - science parks - sponsored research Source: Shiri M. Breznitz and Maryann P. Feldman, “The Engaged University,” Journal of Technology Transfer, 2012 Emergence of Entrepreneurial University

4. Bottom-up Model: Community-led grassroots movement Driven by students, alumni and entrepreneurs Responding to economic and societal challenges Strong partnerships between the regional entrepreneurial community and the university Focus on regional rather than institutional capacity Source: Dr Ruth Graham, MIT Skoltech Initiative, Creating University-Based Entrepreneurial Ecosystems; Evidence from Emerging World Leaders. Generating Entrepreneurial Universities

5. Top-down model: University-led Triggered by the desire to realise income from university research Driven by and focused on a strong and ambitious technology transfer office Built on established university research strengths Robust and fully institutionalised approach Source: Dr Ruth Graham, MIT Skoltech Initiative, Creating University-Based Entrepreneurial Ecosystems; evidence from emerging world leaders. Generating Entrepreneurial Universities

6. One of three UK institutions in the top ten of the world university rankings. Science-based institution with three constituent faculties: Imperial College Faculty of Engineering, Imperial College Faculty of Medicine and Imperial College Faculty of Natural Sciences. The Imperial College Business School an academic unit outside of the faculty structure. Improved research performance and reputation since 1990s. An Example of Top-Down Model: Imperial College

7. Source: Imperial Innovations 1986 : Imperial Innovations was founded as the TTO for Imperial College London. 1997 : Became a wholly owned subsidiary of Imperial College London. 2006 : Registered on the Alternative Investment Market of the London Stock Exchange From a wholly-owned subsidiary of IC to an independent listed company. Imperial Innovations

8. TTO for Imperial College London until 2020 under the Technology Pipeline Agreement Also acts as the TTO for Royal Brompton & Harefield, Chelsea and Westminster Foundation, Imperial College NHS and North West London Hospital Trusts. 2 core functions: A technology transfer arm A ventures arm Source: Oliver Uecke, Robin De Cock, Thomas Crispeels, and Bart Clarysse. Effective Technology Transfer. March 2015 Imperial Innovations

9. A first distinction between TTO activities: technology transfer team investment - ventures team A second distinction within the technology transfer team: experts in the healthcare sector experts in technology sectors IP due diligence team No patent filling Screening patent agencies Dimension 1 : Team and Structure

10. Focus on team members with industry experience : Higher wages compared to other universities Non-material rewards such as responsibilities and real challenges and respect. Entrepreneurs in residence program Network of entrepreneurial CEOs Dimension 1 : Team and Structure

11. Bridging the divide between university and industry Regular information meetings between the academics and TTO Involvement in courses and seminars for both students and academics. Screening and assessment based on two criteria Is it protectable? Is it worth protecting? Extensive feedback to non-selected inventors (1/8 selected) Entrepreneurs in residence program Network of entrepreneurial CEOs Dimension 2 : Screening & Valuation

12. Clear patenting strategy combined with industry experience Assistance for finding additional funding/partners at the early stages Incubation space Investing from their own fund Ability to generate public and private investment “Acting as a company who answers to shareholders looking for a financial return” Dimension 3 : IP Protection & Commercialisation

13. Assessing Knowledge Transfer Activities: Metrics

14. Source: Library House, Metrics for the Evaluation of Knowledge Transfer Activities at Universities. Assessing TTOs: Imperial College

15. Core indicators Potential commercialisation of public science Invention disclosures, patent applications, patent grants Use of public science by the firms Number of licences executed, established gross licence revenue, number of spin-offs/start-ups Number of research agreements Non-core indicators ; knowledge transfer involving SMEs, particular region, patent share for license income, exlusive licenses, among others. “ Assessing TTOs

16. Challenges Ahead Source: Gann et al. Pathways to Societal Impact, IC 2016

17. Two different support mechanisms Source: Gann et al. Pathways to Societal Impact, IC 2016

18. Application of academic research through technology transfer is a mean of potential economic and broader societal advancement. TTOs are generally assesed by output metrics. However, technology transfer is only a part of the system. Emphasising on a few select commercialisation mechanisms neglects other routes by which research can have an impact on society. Incentives for TT should reflect the policy and the objectives and not the available indicators TTOs – Beyond Technology Transfer?