sou · H8B359 · 2020-10-19 00:00:00 — The value of the invested companies has increased 27 percent after investments. KAIST changed its approach to evaluation of faculty a few years ago. Today evaluation is less quantitative and less focused on publications. A preospective professor will be assessed through a maximum of ten papers, and by letters of recommendations from twelve international peers. This is aimed to ensure international relevance and creative work. KAIST departments are also evaluated on among other things how their professors collectively produce patents and startups. This gives incentives to management at departments to encourage even reluctant professors to consider commercialization from their work. Supporting researchers and students in innovation and commercialization At SNU, General support for entrepreneurship is provided through lectures for undergrad and graduate students (including ’s first interdisciplinary venture business management education), Online lectures, open lectures and a public startup program, Hackathons, startup Camps, Startup Pitch competitions and other meeting spaces, bringing together entrepreneurs, skills and capital. specific support is provided through . A researcher may apply for support from , a committee will be put together to assess the merits of a proposal and STH may step in to give its support. Initiated to meet increased demand for innovations. , , aim at raising awareness about startups and support students as well as researchers to start their own business based on knowledge gained at the university. KAIST students are welcomed to participate at the “K‐School” of the ISK, to learn about startups and get practical skills. They offer for freshmen with the outspoken intention of getting them interested in innovation and entrepreneurship. They also offer an Entrepreneurship Innovation for 40 undergrads (140 applied last semester). And a in Entrepreneurship in e.g. Mechanical , through a one‐year program that does not include writing a thesis. There are about 25 such students and most of them will start a company during their studies, if not before. count 50 new startups in the five years they have been . ISK also run a startup club, Maker club, meet up’s, camps, action‐oriented learning events, tech days, a startup office and a host of events and activities. ISK also work with professors and through a budget made available by the , , they are investing about 1 mil USD in ten professors per year. From the perspective of research, KAIST produced in 2018, 2261 research project, funded by USD, and 63 technology transfer contracts, USD in licensing fees, and 1843 patent applications and registrations. Neither SNU nor KAIST report to have clear quantitative goals for innovation and entrepreneurship, at least none that are made public. SNU as well as KAIST register and owns all patents emanating from research. Ownership in a company seems to be negotiable at both places and a matter for how the university agrees to exit their engagement. At KAIST, the value of a patent is shared with 50 percent going to the university and the other 50 percent shared through agreements among innovators. In practice it means some of the value will go to the department and a (sometimes perceived small) remainder goes to the company/inventor. At KAIST, profits from IPR will in part be re‐invested to maintain patents and the rest is made available for university spending as decided by the management. The head of the leads a committee and decide on the use of funds and distribution of royalties. “SNU is a complete University with good research and we work support all aspects of the process to lead technology to business.” SNU is ranking high (37 on QS, 20‐30 on 8 fields) with a goal to rank top 10 in 10 fields of research. SNU has a long term engagement to support entrepreneurship and a recent 10 years push to support innovation at the university is complemented by a strategy to build a SNU “AI Valley” in partnership with external AI actors Google, and to build on a , and finally a Global Startup/Entrepreneurship Program (Successful participants get access to a 4‐week program at Xn Tree at Level 39 in , “The largest open tech cluster in Europe” and Level‐X, a Korean branch of XnTree). SNU teach ca 30 percent of courses in English. At KAIST, the initial ambition where the university was designed to contribute in the success of the country is described as being central in leading to its success as an innovation leader. Special favors permitted by the government to students and innovative ways in working with teaching, favors innovation at KAIST more than at other universities, it is believed. In general, there is an increasing understanding of the significance of innovation in but there remains a strong focus on research and development. Entrepreneurship and other efforts for commercialization as important components for innovation has not been considered an attractive career option among students or professors. The socially accepted careers have been to become a professor or take employment at one of the major conglomerates. Students have not been fully free to choose their career but have been highly dependent on the acceptance by their parents, whom have invested large sums in the education of their offspring and expect them to reciprocate and take care of them as they grow old. Adult prospective entrepreneurs also have economic responsibilities to consider when they invest in a startup company: Bankruptcy is not a possibility by Korean law and debts following a failed business venture are personal and permanent, thus also putting the future of their children’s education at risk. On top of this there has been a very tolerance for failure. Culture and institutional factors have conspired to make innovation something for the large and established companies but according to professors and entrepreneurs that we have spoken with, some of these things are changing and it is becoming accepted among students to start a company. Politicians and universities are aware of the need for to raise further in the value chains by moving from fast follower to innovation leader. Universities have initiated programs to support change and are making professors and students more aware of such options. Change can be fast in and it may well be that students and younger professors will be increasingly interested in starting their own businesses. Office of Science and Innovation Innovation support system around the The Offices of Science and Innovation (OSI) have been assigned to contribute with descriptions of innovation support systems at universities in their respective countries, for the ongoing public inquiry on this topic in (U 2019:02, dir 2019:72). The OSI in has selected the for this assignment, which has a support system that is representative also for other national universities. Founded in 1877, the (in Japanese Daigaku, abbreviated as Todai) is the first and most renown national university in . leads both research and education and has almost 30000 students and 5000 faculty members. Among the students, there are more than 4000 international students and 7000 PhD-students. The number of exchanges of researchers is more than 16000. Todai is a globally competitive university with three core campuses, with different research facilities and centres. Annually, creates over 500 inventions and conducts 1600 collaborative research projects, and has led to the of numerous start-ups. is the world’s third largest economy, has strong industry in different sectors, and is one of the countries investing the highest share of GDP in R&D. There are almost 800 universities in , of which 86 are national universities, with high level education and research. During the recent decades, there have been several initiatives to promote innovation and commercialisation at universities. ’s first five-year S&T (science and technology) plan 1996-2000 included a law for promoting technology transfer from universities (TLO law), and the first Offices were established. The years following included initiatives for industrial revitalization, and also enabled TLO:s to use national university facilities free of charge. Up until 2004, national universities did not have a legal status and could not own patents, and IPR was owned by the inventors. In 2004, the legal status for universities was changed to enable ownership of IPR, and the teachers-exemptions was removed. At present, the Japanese Government is formulating its Sixth Basic Plan on STI (science, technology and innovation), which will come into operation 2021, and where also innovation now will be included. Concerning universities, current information points to an ambition to further transform universities and promote global competitiveness and stronger contribution to innovation, not least transformative innovations. Apart from promoting international mobility, increased gender balance and start-ups, initiatives have been launched to strengthen industry-university collaborations, i.e. a forum with a substantial number of university presidents and CEO:s (or presidents) from large Japanese companies. The innovation support around universities have developed well in and are in a continued development phase to further promote innovation and commercialization, in line with the Government’s ambition. The Division of University Corporate Relations (DUCR) is under the direct control of the university president and supports innovation at the . It has two missions: to function as the between industry and university researchers’ community, and to support start-ups from the ’s ideas and research outcomes. The division consists of two departments, the Office of Innovation and Entrepreneurship and the Office of Intellectual Property. There are also additional affiliated organisations for innovation, such as IP and capital fund at U of , TODAI TLO (Technology Licencing Office), UTokyo Innovation Platform and the (). 2 (7) Figure 1: Illustration of the organisation of innovation support around the . In 2004, built an industry collaboration plaza located at the main campus (Hongo), in order to accelerate cooperation between industry and university. The important affiliated organisations to support innovation were located in the same , and it now includes the previously mentioned university owned TODAI TLO, UTokyo Innovation Platform, , and the Division of University Corporate Relations. U of Entrepreneur Plaza, a major start-up incubation facility on the main campus Hongo, was opened in 2007. In addition to this, there are three additional similar incubation facilities (Entrepreneur Plaza shared incubation room, DUCR incubation room, and Incubation room on the Komaba campus). The Division of University Corporate Relations (DUCR) operates and manages them. In addition, the () was established on campus in 2008. They conduct scientific research on science and innovation policy and develop information methodology to collect, analyse, and structure knowledge on academic, industrial, and social situations and 3 (7) perspectives on global issues and challenges, including economic development, environmental and energy. As for licensing activities, Todai TLO was established in 1998 as the first university TLO in . They have around 40 employees, and many of the management and licensing associates have certificates as patent attorneys or Transfer Professionals (RTTP). Figure 2: Illustration Todai TLO:s work process. Todai TLO supports innovation by licensing and transferring the university’s inventions, technologies and intellectual properties to the surrounding society through industry networks. The number of licensing agreements for Todai TLO is around 400 contracts every year. Furthermore, the revenue from technology transfers at Todai TLO are constantly increasing. Todai TLO engages in IP licensing, consulting and technology advice, knowledge transfer agreements, licenses for software and other industry IPR related matters. They also work with collaborations, contract research agreements, feedback for industry’s inquiries, information exchange and other industry copy rights. UTokyo IPC and UTEC support start-ups from the university, and at present, the number of start-ups related to is more than 4 (7) 300, with a total value of JPY 1.5 trillion (around ). 20 companies are currently collaborating for commercialisation at Utokyo IPC. owns the affiliated innovation organisations Todai TLO and the UT Innovation Platform. The revenue from technology transfer was JPY 1300 million in FY2018 (around ) and the revenue has consistently been increasing. For commercialisation, the university uses different instruments depending on specific cases. These can include licensing or sale of intellectual property rights to companies, as well as starting new businesses. Additionally, researchers are also involved in agency funded cooperation projects and programmes with industry, as well as direct contracts with industry, promoting implementation of research results. In , there is an increasing focus on innovation, the UN Sustainable Development Goals (SDG:s) and solutions to societal challenges, and researchers at the are encouraged to work towards implementation of research results for society. For commercialisation and innovation, they are allowed to spend around of their time on such activities, in addition to their regular tasks, and they may own up to of the shares in start-ups but should not be the of the company. Further, concerning revenues, these are divided according to a model where Todai TLO receives of the total income, the inventors , the university department that the inventor belongs to and the university itself receives . This model is designed to give incentives to the inventors themselves, for the department to promote such activities, for the university, as well as for the funding of Todai TLO’s activities. Revenues can be used for most types of funding at the university, such as salaries, operating costs and equipment, but not as venture or equity funding for companies. In addition to the incubation facilities earlier mentioned, the office of Innovation and Entrepreneurship also focuses on entrepreneurship education. In collaboration with the (), TODAI TLO, and the , the Office operates a program for entrepreneurship education known as 5 (7) “”, to help innovators and entrepreneurs in the start-up process. The program has been going on for 15 years. The Office also offers other types of action-based entrepreneurship education programs to students including the EDGE NEXT (a global entrepreneurship program for researchers such as PhDs and Postdocs) and the Garage (a Makerspace). Todai TLO has in-house IPR competence and supports entity operation for IP on marketing and licensing, and the university also has corporate relations network cooperate with KEIDANREN (). and affiliates continue to cooperate with all faculties and graduate schools while making concentrated efforts in the area of entrepreneurial education, from students to alumni. Alumni students can also get support from the Todai’s support system for entrepreneurial activities. To monitor progress, the number of invention disclosures, number of patent applications, new licenses and licensing revenues are used as core measures. The number of products that has reached the market is also a measurement. There are no financial instruments to the Valley of Death at the . Instead, there is an ambition to support and help with business models and to promote early business cases, in order to shorten the time a company is exposed to the Valley of Death. Also, from Governmental level there are initiatives for deregulation to speed up introduction of innovations and new solutions, which also decreases the time in the Valley of Death. Important for the success is a combination of top-level research, focus on solutions to societal challenges, collaborative measures, incentives to promote innovation and commercialisation, and a support system that simplifies the commercialisation process for innovators and entrepreneurs. Together with the freedom universities have for using the revenues, the model for distributing profit to the innovator, research department and university serves as a balanced and an effective model for incentives for commercialisation. Also, the elimination of the teachers’ exemption in 2004, 6 (7) where the responsibility for IPR was transferred to the universities has been important for a unified and more professional support system. About Innovation management at the About Incubation facilities at U of About IPRC (in Japanese): (English version is available in the link, but not as updated as the Japanese) 7 (7) Kontoret för innovation, forskning och högre utbildning Särskilt uppdrag att inkomma med rapport till utredningen om ett utvecklat innovationssystem vid universitet och högskolor. har ett utvecklat innovationsekosystem kring universiteten. Det faktum att av alla nobelpristagarna är amerikanare vittnar om att det i finns en stark koppling mellan effektiva innovationssystem och högre utbildning. Föreliggande rapport har valt att fokusera på och dess framgångsrika ekosystem, som är ett intressant exempel att studera. Forskarna/studenterna, kulturen och tillgången till riskkapital i gör dem unika. alumner har exempelvis skapat över 39 900 företag, vilket tillsammans motsvarar världens 10e största ekonomi. Insamling av data och information till denna rapport har skett genom intervjuer på plats i samt material i form av artiklar och rapporter. Materialet visar att innovationssystem består av en effektiv intern struktur med en välutvecklad samverkan med det omkringliggande samhället. Den grundläggande faktorn till innovativa framgångar bygger på en ’start-up’-miljö med snabb tillgång till rådgivning, mentorskap, erfarna styrelsemedlemmar, investerare och en lokalt stor marknad för att initialt testa och iterera nya idéer. Föreliggande rapport avslutas med kontorets reflektioner kring framgångsfaktorer och centrala aspekter kring förmåga att ta fram nya innovationer. Kort fakta: alumner har skapat över 39 900 företag, vilket tillsammans motsvarar världens 10e största ekonomi med ca 5.4 miljoner jobb och en sammanlagd intäkt på årligen1. ∙Scott Elrod, Associate Director, Licensing, , Cathey, , of , ∙Ilya A. Strebulaev, Professor of Finance, , Capital Initiative ∙Betsy , Global Programs Manager, Program (STVP) 1https://facts.stanford.edu/ ∙Tommy Tram, Researcher, Zenuity ∙Elias Arnestrand, Drive , . 2.Om organisation och finansiering Hur är innovationsstödet organiserat? Var är det placerat och vilket stöd har man från lärosätets ledning? innovationsstöd har såväl en centraliserad som en decentraliserad struktur, varav den senare återfinns i institutionernas verksamhet. Inom kommersialisering och licensiering består det centraliserade stödet främst av of (). OTL är en av de äldsta Transfer kontoren i världen och är även en del av det globala of Managers (AUTM). OTL består i sin tur av olika enheter, bland dessa the (). Utöver dessa centraliserade funktioner har , genom sin entreprenöriella kultur, utvecklat ett omfattande innovationsstöd vid respektive institution och ’School’. Entrepreneurship Network2 ger en god överblick. Hur finansieras verksamheten ? Utbildningskostnaderna vid täcks till större delen av studieavgifter. Forskningen attraherar både federala och privata resurser, och därtill finansieras verksamheten av bland annat donationer och licenser. Enheter som OTL tar exempelvis ut en administrativ avgift samt hanterar såväl aktier som ’cash royalties’ som betalning till . Ungefär 20- av innovationer licensieras och genererar intäkter. Hur arbetar lärosätet med innovation i relation till forskning? Vissa lärosäten ställer krav på sina forskare att de redan i problemformuleringen beaktar innovationsspåret, som andra inte ställer det kravet. På finns inga krav på att forskare har med ett innovationsspår i sin problemformulering. Dock är innovationstänket en naturlig del av många forskares arbete, i synnerhet om de även arbetar som, exempelvis, konsulter vid sidan av forskningen. Det är också vanligt att studenter tar hjälp av en professors kunskaper och nätverk för att utveckla en företagsidé och bildar sedan också bolaget ihop med denne. Vilka stödfunktioner finns knutna till studenter, undervisande och forskande personal, övrig personal samt alumni? Den grundläggande faktorn till innovativa framgångar bygger på en ’start- up’-kultur med snabb tillgång till rådgivning, mentorskap, erfarna styrelsemedlemmar, investerare och en lokalt stor marknad för att initialt testa och iterera idéer med andra bolag (stora som små). omges även av en utvecklad och framgångsrik inkubator- & acceleratormiljö: exempelvis har nära samverkan med bland annat Y-combinator. Den innovativa kulturen har skapat en utvecklad decentraliserad struktur2 för att stödja personal och studenter. Exempelvis finns kurser för entreprenörskap, men också centrum på campus som investerar i innovativa idéer, främst inom områden som Life Science och . Nedan följer exempel på funktioner och kontor som byggts upp för att främja innovation och entreprenörskap vid campus: ∙TomKat är ett fakultetdrivet, multidisciplinärt centrum som investerar i projekt som huvudsakligen relaterar till hållbar energi, transport och miljö. TomKat-finansiering och mentorer erbjuds till innovatörer i syfte att stödja grundläggande forskning samt ökad tillgång till riskkapital och privat sektor. ∙SPARK ligger under och erbjuder mentorskap och finansieringsprogram till studenter och forskare samt kopplar samman dessa med riskkapital och . ∙Stanford (SIP) är ett experimentellt finansieringsprogram inom OTL för att vidareutveckla icke-licensierade innovationer. ∙Om forskning kommer att involvera interaktion med, eller finansiering från, industrin, eller om ett projekt behöver forskningsmaterial från labb utanför , kommer () att förhandla om och underteckna avtal å vägnar. ∙Under finns STVP (Program), som erbjuder kurser i entreprenörskap för studenter samt fyra olika Fellowship-program där VC:s bjuds in för att träffa studenter. STVP har även ett stort fokus på att sprida idéer från till det omgivande samhället, och publicerar en stor mängd material från föreläsningar på sin hemsida E-corner3. ∙Flera av intervjupersonerna lyfter även fram AVX (), som lanserades av tillsammans med bland annat Yale, och somär kopplat till ett flertal universitet, däribland . Här kan Tech Transfer-kontor på universiteten publicera upptäckter för att attrahera entreprenörer och start-ups som är intresserade av att investera i dessa. har även utvecklat relaterade stödfunktioner och kontor för att stödja samt kvalitetsutveckla sin verksamhet. Se Bilaga 1 för exempel på olika funktioner (inklusive länkar). 3https://ecorner.stanford.edu/ Hur mäter innovationsstödet sin verksamhet? Antal idéer, antal idéer som verifieras, antal patent, etc. Det finns inget enkelt svar på hur verksamheten mäts. mäter såväl idéer (invention disclosures) som antal patent, antal licenser, intäkter från licenserna, antal start- ups och antal avtal för sponsrad forskning, bland mycket annat. Mätningar för visar: 564 Invention Disclosure, 2,290 Issued U.S. Patents, 226 New U.S. Patents Issued, 24 Start-ups, 122 Licenses, ,3 Revenue och 351 Agreements. Läs mer här: Vad har lärosätet för system för att kommersialisera innovationer? Försäljning till företag eller genom att grunda egna företag? Som nämnts ovan utgör OTL en viktig stödfunktion för såväl studenter som forskande och undervisande personal när det kommer till ’technology transfer’. OTL utmärker sig genom att funktionen enbart fokuserar på licensiering.