Technology transfer is a multifaceted field involving a wide variety of interesting aspects. This blog series highlights some of them in the form of a continuously evolving collection consisting of short insights — until the entire alphabet from A to Z is covered!

The blog series is frequently updated — stay tuned on Nordic Catalyst’s social media or subscribe via RSS for future updates!

GO TO THE MOST RECENT LETTER

A for Ambition

Commercialisation of new inventions is tough. Only a small percentage of new academic ventures or licensing cases will succeed, that’s a fact. However, it is critical not to let this limit your vision, whether you’re a startup team member or a technology transfer professional working on a licensing case. Think big, believe in yourself and focus on removing the current bottlenecks hindering your progress. Scientists are by nature critical and very analytic, especially when it comes to the technical properties of new concepts — and this is good. However, a successful team also needs a pinch of craziness and a sufficient amount of ambition. Be bold and look beyond the problems to bridge the present conditions with the envisioned best-case-scenario.

B for Business

Research can help us first understand and then address various environmental and societal challenges at both global and local levels. Furthermore, commercialisation is one of the most effective ways of benefiting from scientific innovations.

In the context of technology transfer, commercialisation usually means either licensing or selling the intellectual property to an existing company or founding a startup around the concept. Incorporating a scientific innovation into a suitable service or product concept makes the related impact and business scalable, which is often also the prerequisite for further investments.

However, academic research should not be pressed by commercial incentives, and not all new information is suitable for profit-oriented exploitation. After all, science is there to contribute to our knowledge of the world, and what drives business simply does not drive creativity. Nevertheless, it is crucial to have efficient innovation management systems, the right expertise and networks in place to catch the inventions, when they are ripe to leave the labs and seminar rooms of the academia.

The jump from science to business can be short or long, gradual or stage-wise, linear or complex — all depending on the field and the specific conditions. The journey looks completely different for a service concept originating from the humanities than, say, for a new pharmaceutical that still has years (and several funding rounds) to go until it can reach production stage.

C for Collaboration

It was difficult to decide, which word would best represent letter C, as there are so many good alternatives! C could be dedicated to contracts such as CDAs, MTAs, or license agreements, since legal contracts are crucial in managing successful technology transfer. In the context of this blog series, C might as well stand for words such as companies, commercialisation, or creativity…

However, there is something beginning with C that I find even more important than these concepts, something that is the absolute prerequisite for successful technology transfer: collaboration.

Technology transfer aims at the exploitation of scientific innovations developed at research organisations either by new startups or existing companies that can benefit from the IP in their business activities. The actual transfer of ownership of the intellectual property is therefore essentially a deal between two parties: the licensor and the licensee, or the seller and the buyer.

But before getting to the licensing stage, intense cooperation between several different professionals and stakeholders is needed. In addition to the inventors, the road from an idea to a successful product involves a variety of specialists that all play an important role in supporting the commercialisation process with their expertise: technology transfer officers, patent attorneys, legal counsels, external advisors, companies, public and private funding agents, investors, startup team members, and so on. I also want to highlight the benefit of industry collaboration in bringing in additional viewpoints and in communicating relevant market needs to the academia already at the research phase.

It is very important that the collaboration between the different actors in the commercialisation process works seamlessly, and the technology transfer office (TTO) or innovation department of the research organisation often plays an important role in coordinating these interactions. In my work I have seen how mutual appreciation and recognition as well as the clear definition of common goals and timelines really facilitates and speeds up the process, so I will end this section with another important word that begins with c: communication.

D for Digitalisation

Digitalisation has in recent years revolutionised both our personal lives and the way we do business.

We are living a digital life; just think about the wide variety of apps that you use to monitor your health, manage your finances, entertain you, or interact with other people — the list could go on and on. In addition to the tools that you have intentionally selected, you are connected to numerous digital systems that you are not even aware of.

In the business world, everything from operating models to value chains and complete ecosystems has undergone huge and fundamental changes. The effects of the digital transformation have been enormous, as companies strive to be more data-driven, automated, trackable, measurable, real-time actionable, self-learning... you name it. Even many traditional fields, such as agriculture and mining, are being modernised by sophisticated analysis and prediction technologies.

Much has happened also in technology transfer. Due to the multidisciplinary nature of the field, it makes more sense to analyse the different sub-areas separately than to try to treat technology transfer as one single topic in this context. Intellectual property (IP) protection and management is one of the digitally advanced areas. As regards the commercialisation stage, accessing relevant market information and identifying suitable licensees has become easier, and automated systems for marketing and licensing have become available. Blockchain will probably be utilised more systematically in the future for example in smart self-executing contracts and payments that can be initiated automatically upon the fulfilment of certain preconditions.

However, there are still many open questions. Can digitalisation help us close the gap between science and business in a meaningful way? How will the role of technology transfer and the TTOs change alongside this development? What are the potential pitfalls and risks? If the assessment and promotion of novel technologies is left to AI, for example, do we run the risk of missing out on opportunities that would need human vision and determination to be taken forward?

I’m very much looking forward to seeing what will happen and what the answers to the above questions will to be. We may need to abandon some of the established structures and processes to make space for more streamlined solutions, but so be it. What really matters, in the end, is how efficiently we can advance the exploitation of innovations that can tackle tomorrow’s societal and environmental problems.

E for Exploitation

To professionals working in the field, exploitation is an everyday term that immediately makes a mental connection to the right scenery. However, I have noticed that it’s meaning in this framework is not familiar for everyone, and it hence deserves its own post in the “ABC of Technology Transfer”.

To put it simply: inventions, ideas, IP, or research results are being exploited if they are put into commercial or other beneficial use, typically outside the academia. In practice, there are several different ways to exploit research results, ideas and inventions.

Imagine the following: A company wants to introduce a new line of, say, eco-friendly biodegradable packaging materials. It is already active in the packaging field but has so far focused on traditional oil-based plastics as materials. Starting to produce completely new types of products could mean years of in-house R&D and require parallel development of new knowledge and skills either by training existing employees or through recruitments — with no guarantees of success. All this also requires risky investments.

However, there is a better way. By partnering with a research organisation through an R&D project or by acquiring already developed IP through in-licensing, the company can get access to information and knowledge it would otherwise have to develop from scratch. The research organisation gets new input from the industry perspective, in addition to funding. This kind of collaborative creation and exploitation of IP is mutually beneficial, and it also forms the core of so-called “open innovation”.

Another example of desirable exploitation of academic inventions is the formation of startups or spinouts to commercialise concepts created by researchers.

It is important to emphasize that not only “hard IP” such as patents and trademarks can have a positive impact. Disseminating scientific information through for example public discussion, popular science articles, or scientific blogs definitely counts as useful exploitation and knowledge transfer.

Even though technology transfer by definition mainly focuses on STEM, exploitation does not concern science and technology only; humanities and social sciences are equally relevant in creating valuable new solutions. The increasing implementation of the open science policy has furthermore had a revolutionary effect in the dissemination of scientific results, as it enables also non-academics to access peer-reviewed high-quality publications.

Through exploitation, the fruits of the work of researchers are doing what we want them to do: creating a positive impact in the society or for the benefit of the environment. Hence, if the work of a technology transfer office leads to the exploitation of innovations, it has successfully advanced its societal mission as well as the third mission of universities.

F for Finances

Finances are in one way or another related to the entire trajectory of academic innovations. New products and services are first born as ideas, which then gradually develop into inventions. Inventions can under optimal conditions mature into innovations with commercial potential. Even though the process is rarely linear and there are field-dependent differences, the development stages are dependent on each other also financially. For example, the early resources available to support the development of the IP can significantly influence its commercialisation possibilities later.

Funding is a prerequisite for systematic scientific research activities. Investing in research is in itself societally beneficial, as it contributes to a general increase in knowledge and to creating a deeper understanding of complex phenomena. However, through the exploitation of the results stemming from research, these investments also propel a cycle that ideally generates new income that can be invested in further R&D, to create more innovations and knowledge. For universities and research organisations, this income typically comes from royalties or sales of IP to companies, startups, or spinouts.

The technology transfer process begins with the identification of a potentially valuable invention. The concept and its market potential are then assessed by the TTO and its associates in collaboration with the researchers. The scientists typically have detailed and specialised knowledge about the technological or scientific aspects of their invention. However, in many cases they lack the business expertise.

The assessment stage exposes the involved scientists to “non-academic” external judgement about the usefulness and possible (future) value of their work and their creations — sometimes for the first time, as research is often done in silos. Scientist-TTO discussions related to the monetary value of inventions hence require respect, patience and an open mind — on both sides.

The pricing of IP developed at research organisations is a tricky topic, and the actual price tag of a specific transfer depends on the related parties and business opportunities. Several models and standard practices for pricing exist. I will not discuss IP valuation in more detail here, but the methodologies can generally be divided into four categories: transaction model, cost model, income model, and binomial/option model.

Startups and spinouts face their own funding challenges, and there is a generally acknowledged funding gap. Founding the company and raising seed capital and the first founding rounds is a critical and risky phase, but finding suitable investments is as important as the company grows and matures.

Commercialisation of academic innovations is not simple, and money is a sensitive subject. In academic technology transfer, conflicts sometimes arise from miscommunication and false expectations. The availability and flexibility of funding for allocation to the most promising cases is also an important issue. It is recommended for research organisations to have clear and open commercialisation process together with transparent and fair organisational policies for monetary reimbursements and respective responsibilities. This creates trust and traction for the TT operations and significantly facilitates smooth collaboration.

G for Global

There’s an urgent need for efficient solutions to address today’s environmental, social, and socio-economic challenges. Research organisations have the ability to provide some of these solutions, and the mission of technology transfer is to catalyse their transformation into concrete impact. This all happens in the global arena.

Science has always been international by nature, as the relevance of a study in many cases depends on access to both historical and newly created data and information. The research community consists of both companies and academic organisations, and it is a huge worldwide pool of knowledge, talent, experimentation, and ambition. Scientific expertise is what we can rely on if we have to quickly develop a vaccine for a newly discovered virus that’s causing a pandemic, or in case we want to find out how the CO2 levels in the atmosphere have developed over the past millennia. Science has the capacity to overcome not only geographical borders but also egos, unfounded opinions, and traditions. Science embraces the unknown and makes sense of it.

The global point of view is equally important for technology transfer. TTOs are responsible for a wide range of tasks, typically including also marketing and sales. Academic innovations can be sold or licensed to existing companies such as multinational corporations or newly formed startups or spin-outs originating from the same organisation. Whichever the case, the total addressable markets are potentially global. The most commercially promising geographical areas that could benefit from a technology may be located on the other side of the world, and decisions concerning patent protection must therefore also be done with an international scope.

Globalisation and digital transformation have created the practical means for businesses to go international already early on. This means that also academic startups with a scalable business model and enough customer traction can grow fast, leading to global impact (positive or negative) through their products and services.

In this interactive network of players and transactions, technology transfer is connected to complex financial models and valuation aspects as well as various issues related to ethics, corporate social responsibility (CSR), and societal value creation. Thanks to the tireless work of organisations such as ASTP and AUTM, the global technology transfer community has become more unified, standardised, and connected.

H for Human

In negotiations related to technology transfer, it’s easy to fall into the trap of “us vs. them”: academia/industry, inventors/TTO, research organisation/startup founders, and so on. And it’s only natural, since the outcome of the commercialisation process can affect the involved people also personally and lead to a raise, a promotion, or a stronger personal brand, for example. Furthermore, when people try to reach their personal objectives, things can get emotional.

We are all human, after all — for better or for worse. So let’s use it for the better.

If you’re a TT professional, it can be useful to try to put yourself in your discussion partner’s shoes (typically a researcher or a company) when preparing for a negotiation. This kind of a thought experiment helps you understand their aspirations and point of view better. It also enables you to prepare for several different outcome scenarios so that you can be more flexible and reach mutually synergistic end-results.

For the same reason, it is useful to have a diverse TTO with a range of different backgrounds: technology transfer professionals with a research background can fully understand where the scientists come from and thereby create mutual trust, whereas those with corporate experience perhaps know the industrial practices better.

As I’m writing this in my home office, we are in the middle of the COVID-19 pandemic. It is a crisis that touches us all business-wise, in addition to affecting our lives both individually and as a global community. Countries all around the world have joined forces to battle this unexpected enemy. The importance of science is undisputed in this situation, as is the efficient dissemination of accurate information and transfer of relevant innovations to partners that can help put them into use.

But something that rises above all the practical and financial aspects in times of crisis is the solidarity, compassion, and intelligence of people, irrespective of their occupation or nationality. This is the human component.

I for Impact

In technology transfer, we constantly talk about inventions, innovations, and intellectual property. However, there’s only one word beginning with the letter “i” that really makes a difference, and it’s impact.

Impact can be financial or societal, systemic or specific, direct or indirect—or anything in between. Impact has traditionally had a soft connotation in the business world, even though all commerce has both financial and non-financial consequences. The rise of social entrepreneurship, the increasing importance of corporate social responsibility (CSR), and the publication of the United Nations’ Sustainable Development Goals (SDGs) have in the recent years made broader impact assessments better known.

In technology transfer, successful commercialisation deals are without a doubt an important aim and a desirable result as such, but also here, the economic aspects aren’t all that matters. The field has a societally important mission to catalyse the identification, development and exploitation of new innovations. It positively affects the number of startups, jobs, industry-academia collaborations, and early-stage investments.

Extending the future projections beyond the immediate financial gains to the broader potential effects of a technology can bring more sense of purpose and focus to technology transfer work. It can also highlight any ethical risks and help clarify and communicate the overall vision both internally and to other stakeholders. Impact assessment is, increasingly, also a requirement by many innovation funding agencies.

To thoroughly assess the overall impact of a certain activity, product, or organisation, one needs to look beyond the first layer of economic benefits and across the borders of the involved organisations. Impact analysis requires a context and a timeframe. It is also crucial to understand the field and technology specific ecosystems and international value chains to be able to recognise the potential benefits and pitfalls that successful implementation and scaling up of new products or services can lead to, or has already resulted in.

For example, for new pharmaceuticals, trackable non-financial impact could be the number of lives saved, average pain-free days per patient, or the number of additional active years that the elderly can spend at home. For novel chemical technologies, impact can mean less pollution, i.e. less burden on the local environment, which in turn aids in restoration of complex ecosystems. Social sciences and related knowledge transfer can lead to changes in public policy, enhanced services, or educational benefits.

The financial and non-financial effects are interdependent and should be considered as such. Impact is, of course, easier to measure and define for innovations that have already been on the market for some time. For completely new technologies and startups, assumptions and future projections are more relevant.

J for Joy

“Choose a job you love, and you will never have to work a day in your life.”(Confusius) This popular quote is kind of a cliché, but there’s a seed of truth in it.

As a technology transfer consultant, I have the pleasure to work with various types of clients from different organisations and countries. My assignments range from innovation management, business development, and R&D support to IP valorisation, project management and workshops—the projects are all unique and the goals depend on each client’s specific needs.

For me this variability is very inspiring; I love to constantly learn about cutting-edge technologies and new business fields in real-time, as they emerge. Commercialisation of scientific inventions often involves doing something that no-one has ever done before, and my personal joy in technology transfer definitely also stems from the challenging nature and the related purposefulness of the work: building, innovating, making things happen—creating impact.

I additionally very much enjoy the collaborative aspects of the field (read more in “C for Collaboration”). Furthermore, I like to think that a well-executed technology transfer project brings as much happiness to all parties involved by reducing unnecessary work and waste, streamlining the timelines and connecting the right dots. Researchers see their babies try their wings out in the “real” world, startup teams reach for their dreams and strive to one day become the next “it”, corporations get a new boost for their business via collaborations and technology acquisitions.

In the long run, the joy of work comes from doing something that matters and feels meaningful. Nordic Catalyst’s tagline actually simplifies what it’s all about: combatting intellectual waste!

K for Knowledge

Knowledge is the essence of scientific work. Scientists working with fundamental research gather new data and information to increase their understanding of complex phenomena in order to improve scientific theories. Those working with applied research take a step further and use such theories to develop new technologies and methods that can be refined into new inventions. Technology transfer professionals then help transfer this knowledge, along with the associated IP rights, to companies or other organisations that can put them into use.

Sounds like a straightforward and linear process, right? As a matter of fact, the importance of knowledge is also strongly related to its timing: At which point is the gathered information relevant also to the non-academic community? When has an idea become an invention? An innovation? How early should you file a patent application? At what stage is an invention ready to be commercialised? When should you start forming a startup team that can take a promising concept forward? When is it too early to look for investments, when is it too late?

This is where experienced technology transfer professionals can help you. Typically: the more knowledge the better, and also—the sooner you have it, the better. However, knowledge and time are closely dependent on a third resource: money. It is the task of technology transfer experts, together with the inventors, the startups teams and the other stakeholders, to find the right balance between knowledge and time, while at the same time appropriately managing the finances.

As famously stated by the “Father of the Post-It Notes” Geoffrey Nicholson: “Research is the transformation of money into knowledge. Innovation is the transformation of knowledge into money.” One could easily replace “innovation” with “technology transfer” here without changing much of the quote’s meaning. Thinking even more broadly, let’s add something to the end:

“Research is the transformation of money into knowledge. Technology transfer is the transformation of knowledge into money, while creating positive environmental, social and societal impact.”

L for Licensing

Licensing transactions are one the best ways to make research-based IP available to established companies, startups and other organisations. Furthermore, their importance is constantly increasing in today’s open innovation environment. This is also evidenced by the currently ongoing COVID-19 crisis in which rapid implementation of new therapies and vaccines is of crucial importance. The battle against the virus has in fact, at least momentarily, facilitated relevant businesses’ and organisations’ access to related public health solutions for example by special licensing conditions.

Yet, on average around 65% of invention disclosure bundles from universities remain unused and unlicensed. According to a Forbes article, 95% of all patents fail to ever get licensed or commercialised, and over 50 000 out of the 2,1 million unlicensed patents are high quality patents developed at universities.

Unexploited IP is a huge waste of effort, resources and money. Why does some of the academia-derived IP then remain unused, and how to maximise licensing success?

It’s important to note that while some universities are struggling to market and commercialise their inventions, companies are at the same on the hunt for new IP that could strengthen their competitive advantage. It’s all about first identifying the promising inventions and then finding a suitable match with a licensee.

However, the available staff and resources for technology transfer vary between research organisations, and it is therefore understandable that they have differing capacities to manage licensing activities. Moreover, new licensable inventions are not created at a steady pace, which means that the TTOs may at times be struggling with a higher than normal workload in specific areas, or that some parts of the commercialisation process may be “rusty” if they are rarely touched.

Each organisation is in that sense unique, as is each licensing case, but I would like to mention the following general recommendations here, especially targeted at research organisations and TTOs that have less experience in licensing:

Create and maintain organisational awareness about IP protection and the commercialisation workflow leading up to licensing. Highlight the benefits. Keep the process simple and effortless, especially from the inventor’s perspective.
Know how to inform and involve higher management, where and when necessary. This is critical for smooth and swift negotiations.
Legal competence — ensure you have suitable licensing experts either in-house or available externally.

M for Metrics

“You get what you measure” is a well-known saying that applies also to technology transfer. Quantification makes the costs and benefits related to technology transfer operations tangible, and the letter M is therefore dedicated to metrics in this blog series. And the saying works also the other way: what you don’t measure can’t be managed, or improved.

Some examples of technology transfer metrics have been summarised below. The metrics are loosely grouped according to the stage or activity they are related to (the categories are partially overlapping).

Generation of innovations and commercialisation ideas: invention disclosures, patenting propensity, direct and indirect funding for technology transfer, research collaborations with industry, software available to third parties (downloads, users)
IP protection: patent applications and granted patents, trademarks, IP allowed to lapse, IP expenses
Exploitation of IP: number of licenses granted, types of licenses, licensing or sales related revenue, licenses terminated, royalties, other income
TTO as a unit: number of employees, investments and investment capacity, financials of the department, agreements (licenses, LOIs, MTAs, NDAs etc.)
Generated impact: contribution to economy (GDP or other), new products or services introduced to the market, new start-ups, survival rate of startups, jobs created, environmental benefits, field-specific benefits (patients cured, drugs developed, decreased CO2 emissions etc.), benefits to involved companies

Technology transfer metrics are discussed in many field specific articles and reports (example), and organisations such as ASTP or AUTM make annual surveys that give a broader view into the topic (recent examples here and here). In 2020, the Joint Research Centre (JRC) of the European Commission’s science and knowledge service also published a report focusing on the European knowledge transfer metrics and their harmonisation.

Technology transfer metrics are generally useful in assessing, analysing and controlling technology transfer operations, as well as in identifying relevant success factors. In other words, it’s about quantifying impact and making it understandable. Inside the organisation, they can be used in justifying investment decisions and budgets towards management, as well as in assessing the overall success and development needs of the TTO. Externally, they can be used in comparing TTOs with each other and in communicating the data in marketing, public announcements and reports. The research focus of the organisation, number of employees or researchers, or selected types of funding can be used to normalise the metrics for a fairer comparison.

When utilising technology transfer metrics, it is important to take into account the specific circumstances of the TTO in question, as well as the fact that creating impact takes time — direct association of inputs and outputs of a certain year should be done with caution. Metrics are useful but they can also be misleading, if chosen or used inappropriately.

If your organisation is new to working with technology transfer metrics, start with the available data and see what other information can be obtained through additional efforts. Form a strategy for managing and using the data and assign related responsibilities and follow-up mechanisms. Collaborate with your colleagues and stakeholders to achieve a balanced approach and utilise external experts to get new points of view. You will be amazed at how this clarifies your vision and helps you generate success for your TTO.

N for Networks

Today’s technology transfer networks are all about creating new opportunities, synergies, and global impact. Let’s have a closer look at the different types of networks that are important for technology transfer and find out how to best utilise them in practice!

There are two main ways in which TTOs and similar units can interact with networks and communities: 1) connecting to the existing networks and 2) creating new networks based on specific needs and interests. Both can (and should!) occur simultaneously. At the systems level, advocacy and collaboration with key policy makers is important in the continued development and evolution of a thriving technology transfer environment.

When strategically leveraged, local and global communities can act as powerful catalysts for commercialisation and knowledge exchange. The opportunities are endless: more efficient use of the research results and intellectual property (IP), more diverse startup teams, collaborations, new methods and tools, investments—you name it. Participation in networks can also result in more formal relationships through pooled knowledge bases, IP bundles and teams for new initiatives.

For technology transfer professionals and teams, memberships in international knowledge transfer organisations (some examples here, here, and here) are highly recommended. They are great for getting relevant connections, strengthening the professional identity, gaining access to useful resources, and personal accreditation. There are also more specialised societies, for example for licensing.

Regionally and thematically focused networks (example, example) that offer marketing and matchmaking tools and services to facilitate international growth and technology exchange are useful, for example, in marketing IP that is available for licensing or collaboration. Several companies and non-profits with similar approaches exist.

Events enable live interaction and they are also useful in co-creating common visions. Mixed industry-academia events are great for spotting new collaboration opportunities and identifying potential licensees. In-house, frequently participating in research seminars and symposiums helps technology transfer managers stay up to date about the ongoing and planned research projects that may otherwise fly under their radar. Nowadays, social media and various online platforms provide endless opportunities for reaching specific target groups and establishing connections globally.

However, to engage in networks in an optimal way, you’ll need a strategy that considers your resources and operational capabilities. As the first step, take your most important goals for the coming year and make a list of the networks that can be beneficial for each one. Next, make a simple but concrete plan with timelines for the next 12 months and assess it periodically. If you are part of a larger TTO, consider organising a short workshop for the whole team to get everyone involved, or initiate this activity in your weekly meeting.

O for Open (Innovation)

Open innovation is a paradigm, and a mindset, that aims at systematic management and efficient exploitation of information and technologies across organisational, thematical, and regional boundaries.

Whereas so called closed innovation happens inside one organisation according to a linear process with specified milestones, typically starting from the creation of an invention, and ending in sales, open innovation ecosystems are all about learning, interaction, and sharing. This makes the exact results harder to predict, but the participating actors can be much more responsive to change and hence produce more relevant outcomes.

An organisation implementing open innovation continuously assesses, which of its own innovations it wants to use or commercialise in-house, and which to abandon, sell, or license out. Correspondingly, the same organisation may recognise a need to strengthen its own competitiveness by in-licensing or acquiring new technologies developed by others. This way, both the creator and the exploiter of a technology can profit from the cooperation. End-users will get access to better products, and at a societal scale it is beneficial to have a mechanism for sharing and utilising knowledge. In general, collaborative interactions in open innovation networks help organisations recognise and refine their strengths, while at the same time avoiding incremental innovation and waste of resources.

Research organisations and universities are part of the open innovation ecosystem. The scientific community has long been globally connected and it relies on fast exchange of peer reviewed information and results. Academic technology transfer mainly involves out-licensing and sales of research-based IP to existing companies, spinouts or startups. Many research organisations are already systematically embracing open innovation principles in their technology transfer strategies and operations, while others still have some way to go to leverage the model in an optimal way.

But how could TTOs and innovation offices initiate and support even more open innovation activities in their organisations in practice? Here are a few tips:

Promoting open innovation in research: Supporting scientists in identifying relevant innovation networks and collaboration possibilities already in basic and applied research (see N for Networks for more ideas!).
Utilising eternal experts: Inviting external experts to participate in commercialisation projects or their steering committees to provide valuable insights for early-stage concepts.
Innovation competitions: Incentivising researchers to look at their research from a new point of view and to identify and develop new innovations.
Systematically leveraging specialised digital tools and networks: There are numerous online platforms and networks that help match TTOs with relevant companies looking for new technologies.

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ABC of Technology Transfer

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