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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