UIIN OFFICIAL MAGAZINE MARCH 2021 UNIVERSITY INDUSTRY MAGAZINE

Strategic Partnerships with Industry

Weathering the Storm: One Size Does Not Fit Demystifying Why Trusted, Long-Term All – Suggestions for Corporate Relations Strategic Partnerships Strategic Partnership in Higher Education are Crucial to the Future Frameworks p.22 Success of Universities p.18 and Business p.10 Dear UIIM Reader,

Contents The previous year brought around unprecedented challenges for the global economy, and higher education especially. For universities this has included dealing with campus and facility closures, loss of international students, transitioning to an online environment and a rapid evaluation of strategic priorities, to name a few.

Despite these challenges, this is also a unique opportunity to observe, reflect and learn from these unprecedented times to design and develop effective solutions for the future. For example, the recent challenges have highlighted the importance of universities, businesses, government and society to work together to address pressing issues and drive innovation. For universities particularly, there remains an 10 34 untapped potential to create impact, and in collaboration with their stakeholders, provide solutions and offer invaluable insights. In light of this, now is a good time for universities and industry to re-evaluate their relationships and partnership approaches to derive the most value from strategic partnerships with each other.

In this issue of the University Industry Innovation Magazine, we take a closer look at strategic university-industry partnerships, featuring contributions from our guest authors across the UK, Switzerland, USA, Sweden, and the Netherlands. Our authors share their insights into the 06 14 30 challenges and success factors of strategic partnerships through real- life examples from their own institutions and experiences. The articles clearly highlight there is no ‘one size fits all’ approach to partnerships, nor is there a universal process for initiating, tracking, and managing partnerships – however, there are commonalities at the heart of most partnerships which are the importance of true collaborative work, the UNLOCKING THE INDUSTRY PERSPECTIVE crucial role of intermediaries and support structures on both sides and SECRETS TO SUCCESSFUL ON UNIVERSITY aligning goals and expectations to ensure mutually beneficial outcomes.

PARTNERSHIPS RELATIONSHIPS We invite you to explore these in-depth and personal reflections on strategic partnerships, that draw on lived experiences, while also 02 Solving Society’s Most Pressing Problems 26 Demystifying Corporate Relations in taking a forward-looking perspective on the future of university- Through the Power of Partnership Higher Education industry collaboration. As the world continues to react to ever-changing circumstances, universities and companies that have built strong 06 How to Crack the Code of Collaboration working relationships and partnerships will be better prepared to deal with whatever comes next. 10 Weathering the Storm: Why Trusted, THOUGHT PIECE Long-Term Strategic Partnerships are Crucial While we are highlighting an overview of global initiatives and to the Future Success of Universities and 30 A Multi-Dimensional Future Looks models, we would love to gain your perspective and experience on this Business Brighter subject and bring your ideas to our community. We kindly invite you to share your perspectives via our social media channels, or contact us through [email protected]. UNIVERSITIES UIIN SPOTLIGHT We wish you a pleasant reading and many useful takeaways. DRIVING STRATEGIC 34 UIIN Strategic Partnerships Program PARTNERSHIPS The editors, 38 UIIN Business Group Sarah Jaber and Balzhan Orazbayeva 14 Driving Strategic University-Industry Partnerships to Success – Rutgers University

18 One Size Does Not Fit All – Suggestions for Strategic Partnership Frameworks Co-editors: Sarah Jaber & Balzhan Orazbayeva Designer: Elena Galán-Muros 22 University of Groningen: Industry Relations Facilitates Researchers in Building We thank our Arianne Bijma Jean Pembleton Paul Fairburn Stefan Brolin Partnerships contributors: Aurélie Schick Jenny Bäckstrand Sacha Patera Wietske Degen Iris Vis Linda Bergqvist Sarah Jaber Irma Kleine Melodie Zöllner Siobhan H. Dennis SUCCESSFUL PARTNERSHIPS

AURÉLIE SCHICK Solving Society’s Most Pressing Problems Through the Power of Partnership

rom the internet to seatbelts, ultrasounds to Gatorade, the pioneering research behind scientific and technological we now take for granted all came about thanks F to business and academia working together. Much of this work, however, is done under the radar. For the most part, the public are unaware of the technology that drives their mobile phone or how COVID contact tracing works. Some of the less glamorous work done in laboratories can have a major impact – Logitech and Solar Impulse are both examples of successful outcomes of research partnerships. ▶

3 For over 30 years, EPFL has been a leader in Four ingredients to a successful industry- of luck comes into it,” he adds. “The Innovation Park a one-year accelerator incubation programme for innovation. In 1991, the first university business academia partnership increases the probability of game-changing ideas strategic partnerships that increase the efficiency of incubator in Europe, the EPFL Innovation Park, was For Dr. Giezendanner-Thoben, building trust thanks to the high density of companies, start-ups, industry-academia interactions on all fronts,” explains founded right next door. between the institution and its partners is critical to students, leading researchers and faculty members, all Dr. Giezendanner-Thoben. New industry partners will success. “This trust takes time to build,” he explains. based at our cosmopolitan campus. You never know who have the opportunity to join a new discovery programme “Logitech shares its 40-year history with this “Years, in some cases. Having a system to manage these you’ll meet in the cafeteria!”. – allowing them, over the course of a year, to quickly test prestigious institution – our global headquarters is relationships is key. Both partners need to understand the cutting-edge facilities, tools, and leading knowledge here on campus and there’s a good reason for that,” the best way to work with each other and how to get the “Sharing this common space – with EPFL’s best- and expertise at EPFL. It’s hoped this will accelerate the explains Jean-Michel Chardon, Head of AI, CTO most out of the relationship.” in-class facilities and inquisitive minds – sparks creation of successful research partnerships. Office and site leader at Logitech. “We’ve grown this meaningful interactions and sapient innovation,” dynamic exchange that explores new techniques and “One of the ingredients for building a mutually observes Claudiu Musat, Director of Research for Data & We live in a new era. It is thanks to university- technologies together – it’s been quite an exciting trusting relationship is having a common language,” Site lead at Swisscom. industry partnerships that we now have many of the journey with EPFL.” agrees Dr. Michaël Themans, Richemont’s Group vaccines that will prevent against COVID-19 and help Research & Innovation Director. “We built this with EPFL’s approach to strategic partnerships has been end the pandemic. If industry really wants to solve the As a pioneer in transferring academic knowledge EPFL thanks to the regular and varied communications honed over the past 25 years and refined through most pressing societal issues we face, it can only do and research into industry, the university prides itself channels, and a dedicated account manager.” numerous collaborations with industry. “Today, we have so with established and strategic relationships with on developing strategic relationships with businesses an 100% occupancy rate of some of the most exciting leading technical and scientific research universities. ■ who share their passion for technology that will “For any successful partnership, there needs to be an businesses and technology. Our rigorous selection change the way society works for the better. alignment in purpose. The objectives and vision of each process ensures we continue to work with organisations partner needs to be clear so we can ensure everyone’s that share our ethos and passion for world-changing “Grounding research in real data, which comes working in the right direction,” adds Dr. Federico technology,” continues Dr. Matteini. from real-world processes and customers creates Matteini, Business Developer in the Corporate Relations. IMAGE S CREDITS: EPFL better focus,” says Claudiu Musat, Director of Research What’s next for business-academic partnerships? for Data & Site leader at Swisscom – a company which Claudiu Musat from Swisscom agrees. “Prioritizing “We want to accelerate the journey from lab to AURÉLIE SCHICK is the Head of Communications at has worked with academics at EPFL for more than 10 R&D investment can only succeed following a deep for our industrial partners and so we’re developing the Vice Presidency for Innovation, EPFL. years. “With data we can concentrate not on possible understanding of the options. The complementary problems, but on immediate, pressing ones.” experience of researchers and practitioners gives R&D initiatives the breadth they need to succeed.” Today, EPFL’s Corporate Relations team continues to act as a bridge between academic research To facilitate these conversations, EPFL has put in and industry. It is their job to ensure research place a series of steering committees which anchor breakthroughs make their way out of the labs and can industry partnerships at an executive and operational make a real impact on people’s lives. But what are the level. These governance boards ensure collaborations are reasons behind their success? And what lessons can be aligned with each business’ objectives, as well as putting learnt? in place regular review and evolution where needed. Alongside this, is a dedicated account management An ecosystem of partnerships service for each partnership. These specialists have “Our approach to successfully transferring extensive experience across different industry domains technology and scientific knowledge to society is and at the same time are plugged into the heart of the through an ecosystem of partnerships. We identify EPFL ecosystem. and nurture synergies and points of common interest. We act as a conduit - bringing ideas from our labs “Our account manager connects us with labs, EPFL direct to industry and enabling industry challenges to initiatives such as sustainability or cybersecurity, and be shared and solved in collaboration with our world- even start-ups that can contribute to our endeavours. class academics,” explains Dr. Robert Giezendanner- They are our eyes and ears in a rich and diverse Thoben, Head of Operations & Corporate Relations at ecosystem of academics and start-ups,” says Jean-Michel EPFL’s Vice Presidency for Innovation. “At any one- Chardon from Logitech. time, we’ll be working with numerous players across our innovation ecosystem on diverse project from The institution has also developed bespoke tools to research collaborations to branding and visibility help identify potential collaboration opportunities and networking, to developing the next generation of start- align them with existing and future business needs. ups.” “Well-managed relationships are crucial,” explains “The key to building successful long-term Dr. Giezendanner-Thoben “Having regular, open relationships with our industry partners has four conversations with our industry partners enables us elements,” continues Dr Giezendanner-Thoben. to be nimble and quick to react, allowing us to take “Creating trust, alignment with our partners’ advantage of unexpected opportunities when they arise”. businesses strategies and objectives, well managed relationships, and a little dose of serendipity!”. “I think this is where serendipity and a little bit

4 5 SUCCESSFUL PARTNERSHIPS

LINDA BERGQVIST, JENNY BÄCKSTRAND,STEFAN BROLIN How to Crack the Code of Collaboration

uccessful collaboration between the academy and the industry can never be allowed to be a desktop product. It has to be lived and breathed. We are happy to share some S useful experiences! ▶ The road to success How did you succeed? That is the question we get asked a lot. The answer is hidden in our unique history. The School of was created by the initiative of regional enterprises to meet their strong demand for educated engineers. Taking an active part in the school’s education and research has been a matter of course to our partner companies from day one.

In practice, we are conscious to keep our collaboration processes decentralized.

In order to support staff, faculty and students in collaboration matters we have formed an External Relations Council with representatives from all departments. The members of the council are networking intensively to create new contacts with enterprises and to maintain relations with existing partners. By summarizing all the interactions carried out by our co-workers and by exchanging insights the council can find opportunities for us to act as boundary spanners and to help companies with the right kind of competence. The External Relations Council also holds the credit for identifying our strategic partners. Our centralized external relations team, consisting of three co-workers, thus works as enablers, as a point of contact and to visualize, emphasize and clarify the benefit of mutual collaboration.

To us, collaboration is not a desktop product, it is lived Strategic partnerships – not only with large a structured partnership with nodes that represent a Strengthening the competitiveness of the region and breathed. We strongly believe that that cutting-edge companies number of these associated with an industry, a specific New knowledge is a prerequisite for the region’s education has to be based on research, requiring us to The School of Engineering at Jönköping University technology or geographically. development and competitiveness. The beating heart of build research competence with focus on applicability is one of Sweden’s leading educators of university our collaboration with the industry is our research and and usefulness. ■ engineers. Our vision is to develop and spread Benefits of research and education in education environment SPARK, focusing on knowledge new technology and knowledge that reinforce the collaboration intensive product realization. international competitiveness of small and medium- Our deep connection to the industry is beneficial sized enterprises. We are also internationally in many ways. By involving real issues, practical “Our companies face a situation where you have to recognized for our successful collaboration with the knowledge, and a cross-functional approach in education strengthen your product- and process development. Swedish industry. Even in 2020, when most face-to- our students are better prepared for employment, SPARK’s research environment offers solutions to these face meeting were cancelled due to the pandemic, our whether with large companies communicating across challenges and therefore it was a natural step for us to staff, faculty, and students interacted with more than silos or in small businesses where they can take on wider start collaborating. As a Strategic Partner Träcentrum 500 unique companies who have chosen to collaborate responsibilities. acts as an important bridge between the academy and with us. A handful of these have signed up as long- the industry”, says Joakim Brobäck CEO of Träcentrum term commitment strategic partners that support us in In research, most of our projects are carried out as and representing 400 companies within the Swedish developing education and research that is relevant in collaborative research where companies participate and wood industry. increasing the region’s competitiveness. Among them contribute all the way from formulating the research are strong Swedish like Husqvarna, Fagerhult, question through dissemination of results. Apart from All activities are performed to meet the needs of Saab Avionics Systems and Scania CV AB. ensuring relevance and managerial impact, this aids the regional and national companies with the aim to provide researcher in data collection as well as in testing. applied solutions. Co-production and collaboration are IMAGES CREDITS: Jönköping University “We are proud to be a strategic partner. It gives us hence core competences within SPARK. the chance to actively profile our company to motivated For the companies participating and contributing to LINDA BERGQVIST is the External Relations Manager, students who are aiming at future opportunities in the research and education the interaction with students ”Together with the other strategic partners we get School of Engineering, Jönköping University. global vehicle industry”, says Roger Blezell who is Site and researchers inspires competence development, the possibility to co-operate and identify areas where JENNY BÄCKSTRAND is the Director of Graduate Manager at Scania CV AB. increase of skills, life-long learning and ensure growth. we can do things better together. With SPARK we gather School Industrial Product Realisation, School of input and receive help and support on how we should Engineering, Jönköping University. As our region is characterized by a majority of small “It is a win-win-win,” concludes Dean Ingrid manage the development of our company”, comments STEFAN BROLIN is a Project Manager, External and medium-sized companies we have also established Wadskog. Emma Hallman, Industrialisation Manager at Fagerhult. Relations, School of Engineering, Jönköping University.

8 9 SUCCESSFUL PARTNERSHIPS

PAUL FAIRBURN Weathering the Storm Why Trusted, Long-Term Strategic Partnerships are Crucial to the Future Success of Universities and Business

A fragile economy the rising demands of students/learners as consumers. Sharp rises in public and corporate debt, increases in unemployment, signs of weaker world trade growth, The ability of businesses and universities to innovate, and reduced investment perfectly illustrates the global adapt, and diversify income sources is therefore more economy's current fragility caused by the coronavirus important than ever, and a driving reason to build pandemic. This is coupled with the pace of automation trusted, strategic partnerships that are crucial to future and digital transformation, traditional business model success. disruption/innovation, the increasing power of social media, consumers (and data), and the renewed political Partnership benefits & challenges focus on environmental impact. More than ever before, The benefits of university-business collaboration are all business organisations are required to respond to well documented. For higher education institutions, rapidly changing markets to remain competitive whilst there is the opportunity to advance the teaching and protecting their bottom line. learning agenda, gain current knowledge, enhance student employability, and enable research to deliver Similar COVID-19 impacts can be seen within the higher economic, social, and cultural impact. This can be seen education sector, with increased global competition at Coventry University with the Centre for Advanced for international students, acceleration of the digital Low Carbon Propulsion Systems, a partnership with learning revolution, pressure on tuition fees, the the FEV Group - looking to harness academic and disruption to research activity, and access to other commercial expertise to support the development of university funding sources. Universities are also facing the next generation of electric, hybrid and combustion demands to scale-up the impact of their research, engines. demonstrate the relevance of teaching and learning methods, and increase student employability. Internal Business partnerships also allow universities to resources continue to be challenged due to a focus on access new markets and secure new funding. Business many critical (and highly important) issues such as benefits include access to future talent, individual skills student wellbeing, equality, diversity, inclusivity, and development and organisational capacity building,

10 access to finance/investment, knowledge acquisition, Coventry University and the creation of new IP – supporting increased Coventry University is one of the leading, modern, productivity and growth through the development of entrepreneurial higher education institutions in the new, innovative products and services. An example of UK - based in an industrial region, with a longstanding these benefits can be demonstrated by the relationship reputation for enterprise and working with businesses. with Unipart Group in the Institute The University is active in multiple global markets, for Advanced Manufacturing & Engineering. Here with established international hubs in Brussels, Dubai, businesses have access to industry-ready engineering and Singapore. In terms of R&D and consultancy, graduates, cutting edge research on new technologies, specific strengths include manufacturing, automotive, and knowledge exchange to drive growth in key global healthcare, and the creative industries, with a skills markets. and capacity building focus on public sector leadership & management, digital transformation, data science & For partnerships to be genuinely strategic from the AI. In addition to the above examples, by supporting a outset, developing a shared vision, mission, and a jointly portfolio of diverse and interesting strategic partnerships agreed strategy are essential. It must be a mutually (including Vodafone, Highways England, KPMG, EY beneficial relationship, with the right balance of UK and local government organisations), Coventry commercial and reputational returns for both parties. University is well prepared for the challenges ahead. Time must be taken to build trust and establish the The importance (and significance) of our relationships relationship through a range of shared activities, not with these trusted partners will not be underestimated. all of which will be successful. The partnership must To weather the current storm and future economic recognise and adapt to the inevitable differences in challenges, this is a critical consideration for all higher organisational culture (behaviours, values, priorities, education institutions looking to develop, grow, and agendas, language, and pace), and be in constant consolidate their future. ■ dialogue. One of the most powerful measures of any partnership's strength is the ability to pick up the phone and resolve complex issues and differences of opinion IMAGES CREDITS: Coventry University through open discussion. PAUL FAIRBURN is the Director of Innovation For Coventry University, all of the above is perhaps best Ecosystem at Coventry University. illustrated by the long-term partnership with HORIBA MIRA, the Centre for Connected & Autonomous Automotive Research, and the MIRA Technology Institute. One is a world-class environment to simulate, test and evaluate the security and safety of Connected Autonomous Vehicles (CAV), and the other a global centre for developing specialist skills in emerging automotive technologies.

Key ingredients for success Other critical ingredients for success include transparent, collaborative working practices (across a diverse range of activities), strong governance and leadership, defined outputs/KPIs, and positive engagement with staff and stakeholders at all levels within the organisation (who understand the benefits of the relationship). The partnership must also be able to acknowledge and react to constant market changes. For example, geographical proximity and/or physical co- location of operations have often been a crucial factor. However, if the travel and work restrictions of the last year have taught us anything, partnerships will need to be creative in finding new ways of working in the future. Equally, the importance of developing different relationships with channel partners and integrators cannot be underestimated – both in terms of access to new markets, and the opportunity to scale and grow the level of commercial activity to generate a substantial return for all parties.

13 DRIVING PARTNERSHIPS

SACHA PATERA Driving Strategic University- Industry Partnerships to Success –Rutgers University

hen thinking about strategic university-industry (U-I) partnerships, I often reflect on the meanings of the words ‘partners’ and ‘strategy’ – because they underscore the scope of developing, building, and Wsustaining long-term relationships between a university and a company. ▶

15 Good partners are engaged and committed to shared for consumer health research and analytics, the alliance Center, responsible for driving the development of activities, interests, values, and investments. The wins has evolved into a comprehensive relationship heavily strategic U-I partnerships at the university, was the are shared as are the losses, but the goal is for both informed by a shared strategic vision of collaborations first step towards fully exploring the possibilities and partners to mutually succeed. A strategy is a plan of on research and innovation. Specific outcomes have maximizing the potential of such partnerships. With action designed to achieve long-term goals and interests included an increase in sponsored projects, the each new partnership, Rutgers becomes more adept and with a carefully defined roadmap that describes how to establishment of a pipeline of graduate students with agile at developing strategies that would build mutually get there through shared investment of resources. industry experience from which the company can beneficial long-term corporate relationships. ■ recruit, easy access to specialized research facilities, From my vantage point, a university-industry (U-I) and co-development of specialized courses to upskill partnership is strategic with the following factors: the company’s workforce. The alliance has facilitated IMAGES CREDITS: Rutgers University • an explicitly expressed understanding of the the communication and flow of information between shared values and goals; the company and Rutgers, increased the participation in SACHA PATERA PhD, is the Associate Vice President, • a shared investment of time and resources; and academic courses by company volunteers who provide Rutgers University Corporate Engagement Center. • designated points-of-contact at the company real-world project applications, and increased company and university who are committed to philanthropic support for university programs. The implementing a plan of action and sustaining success of the current alliance is a direct result of a the partnership for the long-term. dedicated “alliance operations” team composed of Rutgers and company employees (and Rutgers alumni) Though a strategic partnership may be multi-faceted who are focused on delivering on the partnership’s value or narrowly defined, the action plan should be regularly proposition. revisited and adjusted, as necessary. In a U-I partnership, the action plan will likely consist of any number of the The second partnership also involves a NYC- following areas of interest: collaboration on projects, headquartered major company in the pharmaceutical research expertise, licensing of , industry employing more than 1,500 Rutgers alumni. recruitment of student talent, company participation, Given the number of alumni and proximity, the and targeted philanthropy and sponsorships. ties between the two organizations are extremely intertwined. Until very recently, the relationships Delivering on promised activities requires great were underleveraged, the connections siloed, poorly collaborations among internal stakeholders, yet this coordinated and operating inefficiently on an “as is likely more challenging at universities because they needed” basis. The pivotal moment for this partnership are not typically governed from the top-down in the came when the company CEO articulated a desire to same way a company might be. Therefore, investing in create a deliberate relationship with Rutgers while, the development of an internal network of university simultaneously, the Rutgers Alumni Association and stakeholders to build strategic U-I partnerships requires the Rutgers Corporate Engagement Center were already dedicated effort to be successful. making headway to establish a cohort of company alumni (known as AWE) tasked with streamlining engagement Rutgers, The State University of New Jersey is and connections between the university and the fortunate to be uniquely situated in a state that is company. Within six months and with much dedication, considered the most densely populated, home to many the collective U-I team emerged as champions for the major pharmaceutical and chemical companies, and partnership. consistently ranked among the Top 10 most educated states in the country. Rutgers also stands among Unimpeded by the COVID-19 pandemic, the team America’s highest-ranked, most diverse public research has created engagement opportunities, well-attended universities, and is the oldest, largest (with 71,000+ virtual company-university events, recruited company students), and top-ranked public university in the New executives to the cohort, established a rudimentary York/New Jersey metro area. This context is relevant to framework for governance of the alliance, and is the strategic relationships that the university builds. beginning to identify activities and initiatives that align with the priorities of both organizations. Some of the With this background, I share two examples of activities include interactions with students, providing successful strategic partnerships at Rutgers: one that financial support for students from underprivileged is well-defined and several years along and another backgrounds struggling to succeed during the pandemic, long-term partner that is currently transforming into a COVID-19-related research collaborations, and unifying deliberate and strategic partnership. on issues of public health and social justice. The U-I alliance team anticipates articulating a common vision The first is a partnership established through for the partnership in the coming year. Though still in an alliance agreement in 2014 with the R&D group its early days, the alliance proposition is already seen as of a leading global consumer products company a win-win. headquartered in New York City. Originally established to facilitate research, clinical trials and service agreements Establishing the Rutgers Corporate Engagement

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SIOBHAN H DENNIS One Size Does Not Fit All Suggestions for Strategic Partnership Frameworks

work in the Business Partnerships Office for Oxford University’s Medical Sciences Division and the team thinks of itself as a group of supper-connectors and whilst this is far from all we do it is I nonetheless an important aspect of our role. Start small, develop the relationship, find common interests, and then grow into something strategic. Assuming all has started well, what next? Every interaction is different, the wants and needs of each partner are nuanced, which makes the approach to university-industry (UI) partnering a creative process. Whilst I would encourage every reader embarking on a new UI Strategic Partnership to think about what each partner, wants, needs, and could sensibly accomplish I would like to suggest some interesting activities that could make up a Strategic Partnership. ▶ Governance These opportunities offer a clear way for academics to endeavour would be to start by enabling visiting indus- Governance is an important aspect of successful engage and open the doors to any new partner whilst try Professors and visiting industry Fellows to spend strategic partnerships as they do not run themselves. communicating the company’s areas of interest. At time at the partner institute. Governance structures benefit from joint membership Oxford, some of our external partners highly value containing representatives from both partners. Senior the new network of academic interactions these Pump These are some examples of the ways in which Ox- leaders with the influence to bring people together and Priming funded projects bring. ford has worked to structure long-term strategic part- the willingness to embark on new innovative models and nerships, but one size does not fit all. The creative spirit are forward thinking work well. Strategic Partnerships Industry-sponsored Fellowship Programmes in me hopes that in another 5 years these approaches are well placed and are at a suitable scale to tackle Industry partners interested in talent development will look different, further refined, and able to adapt to large challenges. This requires diversity in academic and recruitment are often particularly keen to sponsor changing needs. Ultimately, whatever form the Strategic skills and thus senior leaders good at collaborating Ph.D. students. Industry partners have been sponsoring Partnership takes, the key is to feel like partners. Simply across departments are an asset. Up and coming junior Ph.D. students for some time, this is not a particularly by developing a great network it is hoped our industry academics are worthy additions to any governance team; new idea and works well for many partners. However, partners will benefit from being one of the first to hear not only do they bring fresh ideas, but it is an important it can be cumbersome to navigate University's different about new University initiatives and new opportunities, opportunity to develop internal talent. Having a VP of studentship schemes and all IP from student projects such as leverage of external funding. ■ innovation or Deputy HOD for innovation can provide is often (in the UK at least & quite rightly) owned clear senior leadership. However, senior leadership by the University. At Oxford University it has been I would like to invite readers to reach out to myself on of this calibre often have limited time and thus meet particularly successful to set up Industry-sponsored any topics covered in this article. Meaningful networking is infrequently and therefore rely on a jointly formed fellowship schemes. Fellows are more experienced perhaps one of the most useful soft skills in university-industry operational team to make their ideas a reality. than Ph.D. students and can align their research interactions, I would love to hear your challenges and successes – towards translational outputs. Talent development is in these pandemic times my virtual door is always open for coffee. Operational team members vary according to still important, and several of Oxford's highly talented institutional organisation, but alliance/business/ postdoctoral fellows have subsequently transitioned project managers are particularly effective where to roles in their corresponding industry sponsors. The IMAGES CREDITS: University of Oxford. their goal is solely to bridge the UI gap. Other than the Oxford-BMS Translational Fellowship Program has scientific research, the operational team often do just supported 28 Fellowships since 2015 and benefits from SIOBHAN H. DENNIS is a Business Partnerships about everything else. They navigate internal processes being a part of Oxfords Industry Fellows and Postdoc Manager in the Medical Sciences Division at the and connect legal teams, finance teams, facilitators, Network providing workshops, career development and University of Oxford. academics, students, licensing teams, compliance, HR, networking opportunities. and comms. Behind the scenes they advise, shape events and new activities as well as tread the careful political Co-location landscape and negotiate and resolve any arising issues. For partners that want to take the next step, immers- I cannot emphasise how important it is to have the ing into the university's ecosystem by co-location can correct people from both partners in an operational act to further cement an existing partnership. The Uni- team. Operational support members should have versity of Oxford has a long-standing relationship with the ears of the senior leaders but be happy talking to Novo Nordisk extending over 20 years with a successful scientists and support teams alike. A team dedicated to postdoctoral fellowship program which has had an in- Strategic Industry Partnerships helps to open the door take of 27 fellows since 2013. To take the next step in the to external partners and works towards a unified front partnership Novo Nordisk was welcomed on to Oxford across a University's Industry engagement Strategy. University’s Old Road Campus 4 years ago and are now At Oxford University we have seen operation teams established in their own research centre with over 45 work to align costing and contracting terms to enable scientists working on novel, game-changing ideas that clarity and reduce repeated contract negotiations. potentially can lead to new therapies for cardiometabol- Acting as one entity can be extremely challenging, ic diseases. The Novo Nordisk Research Centre Oxford especially at institutions that are large, old, and diverse is located in the heart of the Medical Sciences research in research areas, such as Oxford. Differing approaches campus alongside two hospitals and engages with aca- to partnerships across an institute can result in tension demics across the entire University at all levels. Novo and lack of trust, however unintentional this may be. Nordisk scientists at the new co-located site are joint Principal Investigators for research collaborations and Pump Priming they engage with the fellows in the Fellowship Program, For industry partners interested in scientific Doctoral training centres, and run Pump Priming pro- outcomes (rather than recruitment, for example) a great jects as well as large scale themed multi-project part- way to kick off a Strategic Partnership is with Pump nerships. Co-location makes all these interactions and Priming funded collaborations. Pump Priming projects opportunities far easier, increasing engagement and are small 6–12-month projects with a clear path to adding value to the partnership. Co-location requires translation. These small, low-risk projects are great for planning and forethought, especially as Universities are developing a UI network and to see if a project is viable. not traditionally set up to engage at this level and addi- Essentially, they also allow time for relationships to tional comms are required to manage academics’ ques- develop before embarking on bigger opportunities. tion. A way to transition towards a permanent physical

20 21 DRIVING PARTNERSHIPS

IRMA KLEINE University of Groningen: Industry Relations Facilitates Researchers in Building Partnerships

he University of Groningen initiated Industry Relations in 2016: a team that facilitates building sustainable partnerships between researchers and external parties. Five years later, it’s time to take stock. In an interview with two members of the team, Dean Iris Vis and Coordinator Wietske Degen, both reflect about their experiences and how far the team has come. T ‘Sometimes it also was pioneers’ work’. ▶

22 Why did the University of Groningen Wietske Degen: We also advise in making contact with external parties and collaborations! ■ initiate the team of Industry Relations? researchers, research centres and teaching setting up partnerships. Iris Vis: The University has a long tradition programmes about the best way to set up and of collaborating with external partners, operate their partnerships; after all, partners And how do you see the future for the but wanted to strengthen and develop don’t necessarily speak each other's language. team? those relationships even more. To foster In addition, we see it as our job to raise the Iris Vis: With a huge dose of enthusiasm. this ambition, the Board of the University profile of research projects and partnerships. Programme managers for themes including initiated Industry Relations: a central team We have published various portfolio books artificial intelligence and mobile solutions that contributes to building sustainable about collaboration, for example, on themes will soon be joining our team. We’re already partnerships for knowledge co-creation and including the circular economy and digital making new plans for these and other themes ecosystems. We fulfil the role of accelerator society. We also make vlogs and blogs about IMAGES CREDITS: Steffi van Wasen (Meet and Greet during this process. research projects. Wietske Degen: The positive reactions Speeddating) & Reyer Boxem (Head shots). and the numerous partnerships that emerge What does that mean? Can you give examples of some of the serve to fuel our enthusiasm. All in all: we IRMA KLEINE (interviewer) is freelance communica- Wietske Degen: We develop collaborations partnerships you’ve activated? are nowhere near finished with building tions officer at Industry Relations. between the University of Groningen and other Iris Vis: There are many, from small to parties, such as companies, non-profit and large-scale. A particular example is the Smart governmental organisations and knowledge Mobility Innovation Agenda involving 40 institutions. It often starts with a question University of Groningen researchers from or a topical theme. Take the circular economy. 9 faculties, brought together by Industry Our approach crosses the boundaries of Relations. Leading on from this, we helped to several disciplines: which researchers at the set up the regional field lab Hive.mobility and University are already working on this theme? the national SMiLES Living Lab. In SMiLES, We provide them the opportunity to get to 21 partners are working together on open know external parties, on the basis of their logistics and mobility networks, in a five-year individual areas of expertise. Internal and programme with a budget of € 3 million. It is external partners can then formulate a joint very rewarding to be an accelerator in these ambition. partnership processes, whether they are small or large-scale. This is where seeds for new What happens next? knowledge and innovation are sown. Iris Vis: ‘The next step is for interested stakeholders to translate this ambition into Wietske Degen: Absolutely. Also in the a long-term partnership programme with smaller projects, you can definitely see building blocks in research, education, talent the added value of our team. For example, development or societal impact. Examples there was a professor who wanted to contact include fundamental mission-driven research, companies for his research. We introduced translating knowledge into a product or him to various businesses and arranged for service, or creating an ecosystem around a him to give a presentation at a knowledge and current theme. We provide help wherever it innovation centre. He told us how pleased he’d is needed. The ‘Noorden Digitaal’ ecosystem, been with our help, and that we had saved him designed to reinforce the innovative capacity a lot of time. of the Northern Netherlands, is a good example. Industry Relations was closely This is Industry Relations’ fifth involved in setting up this network.’ anniversary. What are your thoughts on the past five years? Do you form a bridge between internal Iris Vis: There wasn’t a protocol, so it was and external parties? also pioneers’ work. Learning while doing, Iris Vis: Yes, from the researchers to the adjusting if required and formulating our outside world and vice versa. We are often strategy. Looking back, this role allowed us to the first point of contact, but we also drive help researchers and as a result, new projects the process by organising activities related with external partners were able to get off the to developments in society. For example, ground. That is what makes us tick. we organise (online) Meet & Greets, with up to 200 participants, and we put network Wietske Degen: Something that we hadn’t organisations in touch with each other. This realised before is that we are also internal is reflected in our team’s important themes, match-makers. Researchers from different such as the circular economy, smart mobility faculties, who are working on the same themes, and digital business - all have their own have found each other much more quickly. We programme manager. notice that researchers appreciate our support Iris Vis Wietske Degen Dean of Industry Coordinator Industry Relations Relations INDUSTRY PERSPECTIVE

JEAN PEMBLETON Demystifying Corporate Partnerships in Higher Education In 2018, over 44% of the $46B of all funds raised (Constituent Relationship Management) platform in the United States came from corporations and that puts constituents at the center of everything. As a foundations, and corporate support to higher education system of engagement, a CRM creates a single place to has been steadily increasing over the past two view connected data and sets the foundation for creating decades. Corporations benefit from partnerships with personalized experiences with constituents at scale. institutions in many ways. Companies that want to Unlike legacy technology, CRM technology is flexible, align with the research efforts or educational missions scalable and customizable to an institution’s needs. of institutions can sponsor projects and contribute Examples include interactions a student might have with philanthropically. Through partnerships with careers recruitment and admissions teams, advisors, faculty offices at universities, corporations can support and staff, as well as interactions that alumni, corporate internship and externship programs, as well as provide partners, and employers might have with teams across industry speakers on campus and in classrooms. And campus. A CRM platform is a strategy to drive digital while corporate altruism is certainly one factor in the transformation. drive for corporations to partner with institutions, the added benefit of exposure — creating an awareness of Salesforce unlocks 360° views of corporate partnerships, the company among students and alumni — creates a allowing institutions to track all institutional pipeline of future talent. touchpoints with an employer or corporation in one place. It can manage everything from grants, to hiring, Similarly, institutions benefit from partnerships with internships and philanthropic support. With amplified corporations. With the fluctuations in individual productivity tools, partnerships can be nurtured through giving and enrollment over the past year, there has a mobile experience, making it easier for relationship been a reevaluation of processes and models at many managers engaging with corporations to enter notes and institutions, and colleges and universities are broadening update partnership opportunities. Social news feeds on their engagement beyond traditional alumni donors to corporate partners appear on a configurable homepage engage previously untapped sources. Corporate partners so mergers, acquisitions, research announcements, can have a meaningful impact on institutions in ways and other key company milestones can be proactively that go beyond traditional definitions of philanthropic identified. Leaders at institutions are also able to take partnerships and engagements. While only time will advantage of actionable reporting and insights. They tell how the pandemic will affect philanthropic support can leverage easy-to-configure reports on corporate of higher education, there is a growing awareness of partners by research area, industry, internship, the transformational impact corporations can provide and careers trends, and can also see executive level colleges and universities. dashboards on campaign performance and budgets.

Despite this awareness, there is not a universal definition Partnerships are increasing in complexity, and many of corporate relations or organizational process that institutional leaders have recognized the importance drives how corporate partnerships are tracked and of CRM technology in effectively and strategically managed. At many institutions, management of these managing and growing corporate partnerships increasingly strategic and transformative partnerships throughout campuses. Whether corporate relations as is often recorded in spreadsheets and through tribal a function is managed through advancement teams, knowledge among staff and faculty. Furthermore, as careers teams, sponsored research teams, or executive corporations extend their institutional partnerships education initiatives, these partnerships are an to career programs, sponsored research, and the co- increasingly meaningful source of financial support to creation of executive education programs, there is a institutions and also provide innovative partnership growing opportunity to capture, analyze, and report on opportunities. Though every institution might approach the holistic impact of these partnerships across campus. partnerships with corporations differently, and while a universal definition of corporate relations might not It is this opportunity that is leading institutions to exist, what is needed, and what a CRM platform provides, digitally transform how constituents of all types — is the flexibility to adapt to different processes and alumni, parents, students, volunteers, athletics fans, opportunities in this growing partnership landscape. ■ faculty, and staff, and increasingly, corporations and foundations, are solicited, engaged, and stewarded. Salesforce provides technology to institutions, as well as to the corporations with which they partner. This allows for an integrated approach to corporate relations and enables corporations and institutions to seamlessly align on priorities. IMAGES CREDITS: Salesforce.org

As part of this digital transformation, institutions JEAN PEMBLETON is a Director of Industry Solutions are increasingly leveraging the power of a CRM at Salesforce.org.

28 THOUGHT PIECE

A R I A N N E B I J M A A Multi-Dimensional Future Looks Brighter Thought Piece en to twenty years from now, compa- a mutual beneficial collaboration arises, this nies and universities that have built engagement can be expanded to other fields, strong multi-dimensional partner- e.g. internships, company employees giving shipsT will be better positioned to react to ever guest lecturers, collaborative PhD projects. more dynamic environment. Too often these collaborations remain one-di- mensional, e.g. only in research. But for a If we have recently learned one thing, it is strong partnership to flourish, it is essential that the world is changing fast in unpredict- to have an array of collaborative activities that able ways. Disruptions in technology, health, leverage the results and multiply the connec- politics, environment and social structures tions. By seeing all of these activities as build- have shaken up the dynamics in pretty much ing blocks, both parties can build steadily on every organisation. The organisations that not a strong fundament, ultimately resulting in a only survive but thrive in these circumstances strategic partnership that is built for the long are those that adapt the best to change. This term. For a partnership to succeed, both part- is true for all organisations, whether they are ners need to be open about their own goals and companies, governmental organisations or always keep the long-term objectives in scope. universities. This also allows to steer away from short The best way to build an agile organisa- term objectives and focus on long term objec- tion that is prepared for an ever-changing tives of both partners. All activities should in environment is building connections with the the end contribute to these long-term objec- world outside the organisation. These connec- tives. tions help to develop sensitivity to change and allow the organisation to react fast and effec- Both companies and universities can main- tively in collaboration with its stakeholders. tain a large number of ad hoc collaborations, For industry, it is vital to stay connected to but they can only manage a handful of mean- the world of knowledge and talent within uni- ingful, long term partnerships. That is why, versities, while for universities it is vital to after the exploration phase of a minor col- stay connected to world of the application of laborative project, both parties need to focus knowledge and the future employers of their on a limited number of partners that are well students. However, building meaningful con- aligned on the long-term goals. nections that bring these benefits of collabo- ration and agility is not easy. Collaborations between industry and the academic world are not just about research In an exaggerated depiction of the some- funding, or access to talent. They are about times-difficult relationship between indus- people, together enhancing the body of knowl- try and the academic world, industry is seen edge, the exchange of knowledge and the ex- as short-term thinking, money hungry and change of people between a company and a opportunistic, while universities are seen as university, creating long term value for both slow, old fashioned and disconnected to the organisations and the people involved. If we Arianne Bijma is Global Manager Talent Programs real world. So how are partners different from start building multi-dimensional partner- and University Relations at ASML. Coming from an In- this caricature in successful partnerships? ships now, in ten years we will have incredibly novation Management background, Arianne Bijma joined And how do successful partnerships grow? powerful networks of organizations that are ASML in 2015 to set up a new strategy for Talent Engage- well positioned to face the challenges ahead. ■ ment and University Relations. Access to knowledge and Successful partnerships are first and fore- talent is her main purpose, as ASML is playing champi- most based on an alignment of long-term ons league when it comes to technology and innovation goals, both in the content as in the way part- in the Semiconductor industry. With over 25000 employ- ners expect to benefit from the partnership. ees across the globe and almost two billion euros R&D Secondly, strong partnerships need to be mul- spending every year, innovation is in ASML’s very core. ti-dimensional. With a global team, Arianne is responsible for develop- ing and implementing the strategy that defines the tech- Alignment of content is usually the easiest nological domains, the university ecosystem, and the part, whereas the alignment of goals is less programs, that enable the interaction with bright minds straightforward and takes more time to dis- This article was first published in The Future across the globe. cover. The best way to establish if potential of Universities Thoughtbook | Universities During partners match is to start small. You shouldn’t Times of Crisis. start with a full partnership right away, you start with a small collaboration, for example ARIANNE BIJMA is the Global Manager Talent a small research project or internships. When Programs and University Relations at ASML.

32 UIIN SPOTLIGHT

SARAH JABER UIIN Strategic Partnerships Accelerator Program - Launching March 2021

eveloping enduring strategic partnerships with industry provides far greater and more sustainable value to universities than taking a transactional approach. To do so requires an understanding of current activities, strengths and capabili- D ties across the university to develop a whole-of-institution partnering approach that integrates all activities. But so often, universities are not at a necessary state of ‘readiness’ for strategic partnerships – this is largely due to the lack of strategic approach towards university-business collaboration and poor management of external relationships. To support and enable universities to enhance their partnership strategy, UIIN has developed the Strategic Partnerships Accelerator Program, which will kick off in March 2021. ▶

34 A 15-week program to fast-track your the program! We are already looking forward partnership strategy to welcoming more universities to the next The UIIN Strategic Partnerships Accelerator cohort in one or more of our unique programs Program is a cohort-based program for launching in the second half of 2021. universities, delivered over the span of Strategic Partnerships with Industry 15 weeks, through a mixture of individual You can find more information on the university activities and cohort group events. Strategic Partnerships Accelerator Program, ACCELERATOR PROGRAM as well as our other programs at uiin.org/ The program provides an opportunity for pilot-programs/. Contact us if you would like Fast-track your partnership strategy universities to undertake an in-depth look at to learn more about the UIIN institutional their ‘partnership readiness’, connect with a programs and if you would like to be part of the global network of ambitious universities and future cohorts. ■ map out a sustainable strategic partnership strategy that leverages their assets and SARAH JABER is the Manager at overcomes obstacles. University Industry Innovation Network and Program Lead for the Strategic Partnerships Accelerator Program. Our approach is underpinned by research- based methodologies and frameworks to guide universities through the following activities:

• Focus groups with individual universities to learn their goals and vision for industry engagement and partnerships; • Institutional survey to develop an evidence-base on the current state of partnership activities, attitudes and support structures across each Pathway to Impact university; • Roadmap workshop to build an DESIGN PROGRAM implementation plan for enhancing strategic partnerships based on data, insights and recommendations gathered Create your engagement framework throughout the program; and • Cohort workshops to share insights from research and practice and enable peer learning and networking among the participants.

This program is open to universities from anywhere in the world, of all shapes and sizes who are looking to accelerate their external engagement. Each university forms a core team of representatives ranging from university leadership, research, academic and professional staff operating at the interface with industry, who will act as ambassadors within their institution to drive the activities and translate the learnings.

The first cohort has been formed and ready to kick-off in March. The cohort consists of a diverse group of universities, ranging Entrepreneurial Universities from large research-intensive organisations TRANSFORMATION PROGRAM to specialised colleges and institutes of technology across Europe, UK and Australia. Launch your entrepreneurial journey Stay tuned to hear of the exciting developments as the first cohort goes through UIIN SPOTLIGHT

BALZHAN ORAZBAVEYA & MELODIE ZÖLLNER The UIIN Business Group Collaboratively addressing common challenges to enhance university engagement

Whilst the pandemic caused significant and rapid transformations in higher education, forcing institutions to intensify external relations and strategic partnerships, these disruptions also demanded quick adaptability from professionals collaborating with the higher education sector from the industry- side. As an initiative to support those business professionals working across university engagement, joint R&D and talent acquisition, the UIIN Business Group was established early 2020, as a platform to share experiences and knowledge to collaboratively address common challenges that companies may have related to university engagement.

The UIIN Business Group brings together professionals from innovation-intensive large and medium-sized companies operating in diverse industries, currently representing companies such as ASML, CSL, Novartis, Salesforce, Siemens and Zeiss. Through exclusive Business Group-focused, facilitated events of different formats, including thematic roundtable discussions, workshops, fireside chats and panel discussions featuring guest speakers from both companies and universities, various pressing topics and practical issues are being tackled within an intimate and trusted environment.

The group therefore functions as a vehicle to verbalise opinions and share practice, and to create and exchange knowledge. This knowledge is spread not only by company representatives at the UIIN events, but also through the creation of good practice cases on university-business collaboration, with a specific focus on the company perspective to engagement. Moreover, the UIIN community, existing of a strong network of universities located across the globe, offers opportunities for companies and universities to directly interact and collaboratively address common issues to enhance university-industry engagement.

UIIN Business Group members are organisational members of UIIN, which means that in addition to the Our Business Group Members exclusive Business Group benefits, they also have access to UIIN membership benefits. UIIN Business Group is currently open to new business professionals operating across different areas and disciplines in university- industry engagement. For more information about the UIIN Business Group and opportunities to attend or speak at a Business Group Meeting, visit our website: https://uiin.org/membership/businessmemberships/ or get in contact with Dr. Balzhan Orazbayeva via [email protected].

BALZHAN ORAZBAYEVA is the Manager Strategic Initiatives at the University Industry Innovation Network. MELODIE ZÖLLNER is the Junior Community Developer at the University Industry Innovation Network.

38 WE THANK OUR ORGANISATIONAL MEMBERS FOR THEIR CONTINUOUS SUPPORT! Interested in becoming a UIIN Member? Learn more at uiin.org/membership UNIVERSITY INDUSTRY INNOVATION MAGAZINE

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