Michael Dixon
President & CEO UNeMed
Explore UNeMed’s collaborative culture that provides the foundation for increases in disclosures, opens the door to partnerships, and more
$197.00
Tech transfer has historically been a service-oriented function of the university meant to assist faculty researchers in commercializing innovations for the greater good. And while that remains true, it’s also true that those priorities have shifted and expanded. With the recession of 2008 and the pandemic dealing heavy blows to university finances, administrators are increasingly looking for a bottom line return — courtesy of the TTO — to shore up lost research dollars and continue fueling the commercialization pipeline.
As a result, too many TTOs have tunnel vision when it comes to metrics, seeing only licenses, revenues, patents, start-ups and other “hard” measures as important to track. These are certainly important, but the singular focus on monetary metrics risks losing focus on many of the factors that underlie those more tangible results.
After all, these numbers don’t come out of thin air, but are built through a host of collaborative platforms and initiatives – and the surrounding culture — that nurture the commercialization outcomes getting so much attention from administrators.
The way these programs and cultural factors impact the bottom line is difficult to quantify, and their contributions often get lost in the shuffle. But one office that measures and showcases these non-monetary metrics is UNeMed, University of Nebraska Medical Center’s TTO. They’ve emphasized these functions as part of their collaborative culture and tied them to specific financial results.
To help you learn from their experience and successes, we’ve teamed up with UNeMed’s Michael Dixon, PhD, President & CEO, and Joe Runge, Business Development Manager, to present this detailed, strategy-filled program.
Dr. Dixon and Mr. Runge will discuss UNeMed’s commitment to promoting a collaborative culture that provides the foundation for increases in disclosures, opens the door to partnerships, funding, and start up creation, and builds a diverse talent pool. Here is a brief look at the metrics they will illustrate:
1.) Measuring Culture: University technology transfer creates tangible benefits to campus culture, and that culture in turn builds commercialization opportunities and momentum. For example, industry collaboration is often built through a collaborative campus culture and feeds back to technology transfer and a host of other collaborators — IP lawyers, licensees, and entrepreneurs, which leads to further engagement and further evolution of academic culture. Measuring these factors can be tied to financial gains.
2.) Measuring Recruitment and Retention: Hiring and keeping highly skilled technology transfer professionals provides faculty with the optimal means for their research to impact the world and can be a compelling force behind faculty recruitment and retention. Quanitfying this aspect of your TTO’s impact is a critical factor for VPRs and other administrators to consider.
3.) Measuring Collaborative Opportunities: TTOs coordinate and organize opportunities for faculty to build start-ups, partner with companies, and otherwise learn new skills. These opportunities open faculty to new technologies, professional networks, and a diverse set of potential collaborators. It’s a central aspect of an innovative, collaborative culture that can be measured and incentivized.
Explore UNeMed’s collaborative culture that provides the foundation for increases in disclosures, opens the door to partnerships, and more
$197.00