Transcript Slide 1
Creating and Sustaining Cross-Faculty Collaboration 27 July 2010 A View from the IE&C Group Rod Hill Open Innovation Models of Collaboration 60 $55 53 $54 45 30 26 30 27 25 $26 22 20 10 $39 35 28 $12 $13 $13 $15 $17 $19 40 $43 39 40 $21 $30 24 $32 $33 $39 35 31 30 25 21 $23 18 17 20 18 14 15 10 5 0 92 93 94 95 96 97 98 New Drug Approvals (NMEs) 99 00 01 02 03 04 05 06 PhRMA Member R&D Spending Malcolm Skingle, GSK: Berrill & Co, US FDA 07 0 Pharma R&D ($ billions) New Drug Approvals (NMEs) 50 50 “Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology” Henry Chesbrough, Center for Open Innovation at UC Berkeley, 2004 Partnering at Monash Multidisciplinary research and "Open Innovation" are at the heart of the major partnerships and alliances developed at Monash That is, the partnering of cross-Faculty capability and know how from industry, other research partners and the University in an open and collaborative way to tackle the really big issues that confront business and society. Obstacles to Engagement across Organisational & Discipline Boundaries • Discomfort with unfamiliar ‘vocabulary’ and culture for different discipline areas, organisational entities and geography • Personal “ownership” of particular relationships by individuals – perceived dilution and loss of control • Assumption that the “size of the cake” is constant – smaller share • Lack of time to devote to developing the engagement relationship • Lack of ability to develop and communicate a shared vision and value proposition that delivers to joint needs • Project initiation and management is more complex – leading to delays • University reward structures not closely aligned with ‘Impact delivery’ • ERA has a focus on the individual researcher Major IE&C Actions to Promote Collaboration • Independent ‘Broker/Facilitator’ of the initial dialog between parties and, perhaps, project leadership • Development of a framework for Strategic Alliances • Implementation of a Key Account Management system, UniSTAR to (i) log BDM activities, and (ii) provide a platform for customer relationship management • Organisation point for CRCs, CoEs, relationship with CSIRO, Monash Business Breakfasts • Lead for the SE Melbourne Innovation Precinct Clayton Innovation Precinct Key strengths provided by the co-location of: 1. Australia’s largest comprehensive research intensive University (with key international connections); 2. Largest CSIRO site (700 staff 1100 by 2012), with a focus on materials science & eng, and medical & health technologies; 3. Australia’s only Synchrotron ($230M), with a strong focus on materials characterisation and medical imaging; 4. Australia’s prestigious Teaching Hospital – Monash Medical Centre – and proposed new Hospital (700 beds); 5. Victoria’s premier hub for light manufacturing and business incubation; 6. The $45M NCRIS Nano-fabrication Facility Industry Partnerships: Aid Research Translation & Technology Adoption Greater Impact Translational research Basic Research Contract Research Research Collaborations Alliance Management Major Partnership Models Take Time to Work Strategic and collaborative research across priority R&D areas Internships Scholarships Research Chair Chair Education Graduates ARC Linkage Grants Workforce development Guest lectures Commercial relationship University Procurement Case Studies of Major Relationships • CSIRO • ISCRR • IBM • Agilent/Varian • GE • GSK New Horizons, Green Chemistry Futures Engineering + Science TAC-Worksafe Victoria Medicine + MUARC Internships, professional development IT + BusEco + eResearch Imaging, Biospectroscopy, Manufacturing Medicine + Engineering + Science Medical imaging Medicine + Science Production facility, Drug discovery, Mftg PPS + Engineering + Medicine Case Study – CSIRO in 2000 Cammeray Waters, near Woodend, VIC