Joining Worlds Apart
Industry-Academic Collaboration, and some thoughts on the MIH Media
Lab
experience at Stellenbosch University
Gert-Jan van RooyenCIO Research Colloquium, 11 March 2011
The MIH Media Lab @ SUN
postgrad research: mostly Master's; some PhD & Honours
electronic engineers computer scientists applied mathematicians business science socio-informatics
'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.
The University as Knowledge Partner
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
Pictures of the Media Lab
Pictures of the Media Lab
Pictures of the Media Lab
Pictures of the Media Lab
Pictures of the Media Lab
Successful? It seems to be (so far)
But why?
OutlineChallenge: 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
Business and academia: different primary drivers
BUSINESSTurns knowledge into moneyDriven by the bottom lineWants to own
ACADEMIATurns money into knowledgeDriven by research outputsWants to share
Business and academia: management models
BUSINESS
Shareholders
Management
Professional staff
Support staff
ACADEMIA
Rectorate
Deans
Academics
Support staff
Business and academia: management models
BUSINESS
Shareholders
Management
Professional staff
Support staff
MANAGERIALISM
ACADEMIA
Rectorate
Deans
Academics
Support staff
COLLEGIALISM
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
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 researchUniversity 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 superiorexception: gross misconduct
senior management can unlock other resources
Academia 101
QualificationsPositions EmploymentElected officesBachelor'sJunior LecturerTemporaryHead of DepartmentHonoursLecturerPermanentDeanMaster'sSenior LecturerVice-RectorDoctorate (Dr)Associate Professor (Prof)Rector Full Professor (Prof, senate)Chancellor
These you canThese you must bePermanentAppointed bystudy to obtain.promoted into. A limitedemployment isacademics to manage number of positions maytenure in SAcollective interests of exist at an institution.the electoral college
Typically, try to deal with a tenured academic with a high qualification and position.
Providing value to industry
IP
knowledge
know-how
Providing value to industry
IP
knowledge
know-how
high valuehigh risk
lower valuehigh yield
Providing value to industry: The 3 P's
IP
knowledge
know-how
high valuehigh risk
lower valuehigh yield
patents
papers
people
Providing value to academia: The champion model
LecturingResearchConsul-
tation
Incentivise shift in research focus
Buy out consulation time
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
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 academicschampions
researchers
supervisors
Realise that cheap intellectual capital within your organisation may be very valuable to your academic partneroperational data
industry insight
research relevance
consultation opportunity
Thank you!
Questions?
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MIH Media Lab-Cybernetics Research Institute
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