Pros and cons of Public-Private partnerships

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Из курса от партнера Universiteit Leiden

Knowledge Exchange: Using, Protecting and Monetizing Ideas with Third Parties

6 оценки

Universiteit Leiden

Knowledge Exchange: Using, Protecting and Monetizing Ideas with Third Parties

6 оценки

Learn more about knowledge exchange and how to use, protect and monetize your knowledge while working with various partners. Interested in increasing the impact of your knowledge on society? This course is for those who are new to how knowledge is transferred from yourself or from a knowledge institute into society at large. It is for those who want to know how to protect their knowledge, how to approach parties for collaboration, and how to find the right funding for your idea. It is for those who want to start thinking about how knowledge exchange might be useful in their business or academic career. It provides an introduction to one of the basics of knowledge exchange, the stakeholders involved and the most common pitfalls on your way to transform our world with your ideas! About the course lecturers Each week a different expert in his or her field will shed light on a different aspect within knowledge exchange. In addition, each module contains an interview with a Leiden academic who will share his or her practical experience concerning that week's subject. Each module is introduced and concluded by the course leader, Professor Gert-Jan van Ommen, former head of the Department of Human Genetics of Leiden University Medical Center. About Luris This course was developed by Luris, in cooperation with Leiden University and Leiden University Medical Center (LUMC). As knowledge exchange office, Luris matches societal needs with possibilities available in Leiden and enhances the impact of novel technologies and knowledge from Leiden University and LUMC. Luris establishes valuable partnerships and represents the interests of academics and research teams.

Из урока

Research collaboration with non-academic partners

Welcome to this week's module. During this module you will learn everything you need to know about research consortia and funding. We will also elaborate on public-private partnerships and what are both the advantages and disadvantages. To close off, there is an interesting interview with dr. Ahmad Al-Jallad from Leiden University who will share his experiences in the field concerning research collaboration. Make sure to study the required reading materials, since these are part of the quiz.

Introduction to this week's material0:37

Pros and cons of Public-Private partnerships4:39

Knowledge exchange in practice: interview with Dr. Ahmad Al-Jallad9:20

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Gert-Jan van Ommen
Professor of Human Genetics
Leiden University Medical Center

Hello, and welcome back. Great to have you with us again.

Additional funding, which we covered in the previous video,

is not the only thing you need to think about when collaborating with private partners.

And in this video, we'll go into the pros and cons you might want to consider beforehand.

So, let's start with the pros.

Partnerships with private partners offer a lot of additional knowledge,

skills, insights and potentially, funding.

And moreover, partnerships with

the private sector may unlock significant infrastructural benefits.

In the bio- and medical sector,

especially the facilities of research and development departments, shorthand R&D,

of some of these companies are just as impressive and indeed,

sometimes simply outmatch the facilities of universities and academic medical centers.

Working with R&D departments also ensures specialists knowledge of specific fields of

inquiry and of proper procedures to get products

to the market and having them vetted by the appropriate authorities.

Think of, for example, the development of new drugs.

Financial resources in these companies are often also

incomparable to the modest funds available to most universities.

Working together with private partners,

moreover, may for many researches,

hold the additional attraction of acquiring skills that could be useful for

a career outside of academia that you may want to look further, at some point.

For non-academic partners, working together with academics can be attractive because

companies may tap into the insights of cutting-edge research at such institutions,

universities for example, especially in fields that lay just

beyond the focus or interests of the companies themselves.

Also of interest is the ability to tap into the potential pool of hands-on experience.

For example, for working with specialists from academic hospitals.

Think of nurses, think of medical doctors.

Their experience, their insight,

may be very useful.

These benefits have been acknowledged by

numerous policy makers and various grand schemes from the European Commission,

for example, now request collaboration between

academic and non-academic private partners.

There are naturally also some drawbacks.

Whilst academics are interested primarily in generating new data,

new insights, new ideas,

the objective for most companies is to develop a product that makes,

naturally, a profit, or at the very least,

covers the costs of developing it.

And whilst the resources of many large companies may

be infinitely larger than those of universities,

it should be borne in mind that the costs of developing can be mind-blowing,

especially if one takes into account

numerous and costly research trajectories that fails to deliver a suitable product.

And this is especially relevant when working with pharmaceutical companies.

Think of development of new drugs.

But these are not the only potential problems one should

consider when contacting potential partners.

Other obstacles for commercial parties are such things as the costs of preparatory work.

Writing grant applications, for example,

is for companies and especially smaller ones, a costly activity.

It takes a substantial investment in terms of time,

and thus salary, often with a very poor outlook of success.

The success rates for European funding for example,

are generally below the 15%.

As a result, companies often feel unable to

participate in this important first step of a collaborative project.

In order to mitigate these costs,

companies typically demand ownership of

all intellectual property that is generated by a project,

and especially in the case of risky,

likely to fail projects,

may demand the rights to relevant preliminary work.

In other words, everything that has

already been developed by an academic in order to start this project,

now is owned by a partner.

Ownership of intellectual property can be a thorny issue and indeed,

may have repercussions for

an academic's ability to follow up on a specific research project.

And even though he or she may have developed certain ideas and products,

ownership to this intellectual property may have passed to

partners or may be used only for very limited specific purposes.

Because of these different outlooks and expectations,

it is always advisable to involve a legal specialist in

the creation of research consortia and the signing of contracts.

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