A Specialist Postgraduate University, UK

When a specialist postgraduate university invested in developing their Research and Innovation Office, they were looking to partner with a leading innovation management consultancy that could develop a bespoke knowledge exchange and commercialisation (Knowledge Exchange and Commercialisation (KEC) processes fit for their environment; manage the day-to-day commercialisation workload; introduce an entrepreneurial culture; develop relationships and increase investment from business; and, support the university's long term strategic development.

Oxford Oracle provided long-term and regular onsite presence from a team of Knowledge Exchange and Commercialisation (KEC) consultants with a wide variety of technical expertise. End to end support for all commercial activity was supported; from liaising with academics to identify potential commercial opportunities to negotiating licence agreements and supporting spinout companies. Good practice training was provided on a range of subject areas to academics and support staff to increase the level of entrepreneurial activities. (1) Oxford Oracles long-term work with the university started with supporting the university's researchers in delivering project specific commercialisation. Over time, this role developed into an over-arching package of support for Knowledge Exchange and Commercialisation (KEC) for the Research & Innovation Office (Research and Innovation Office (RIO). As part of that activity, Oxford Oracle supported the development of an IP Policy in line with good practice. Outputs from the Knowledge Exchange and Commercialisation (KEC) support included development of Knowledge Exchange and Commercialisation (KEC) processes, SOPs, translational funding support and development of operational performance dashboards around agreed KPIs for the Technology Transfer Office (TTO). More recent support focuses on project specific commercialisation work across the university's research themes as well as for one of the university's major global research funders. (2) Oxford Oracle has been working collaboratively with a specialist postgraduate university since 2010, providing comprehensive technology transfer support to maximise commercial opportunities from the university's world-class research. Oxford Oracle works closely with the university's researchers to encourage the disclosure of new technologies and know-how, providing essential support in the form of advice on the patentability and commercial viability of inventions. Oxford Oracle then works with the researchers to commercialise the IP, usually either through spinning-out or licensing the innovation, with Oxford Oracle handling all the necessary groundwork. Oxford Oracle also supports the university in developing robust proposals for translational funding. The project's success in building the university invention pipeline across its core themes has resulted in a new agreement with a widened remit. Oxford Oracle now provides a more strategic, extensive and embedded service to the university, with the prospect of further commercialisation benefits. (3) the university is the leading UK postgraduate specialist university for research and teaching in science, engineering, technology and management. Oxford Oracle works closely with the university's researchers to encourage the disclosure of new technologies and know-how, providing essential support in the form of advice on the patentability and commercial viability of inventions. Oxford Oracle does this by applying a structured approach, building understanding of market opportunities, developing the breadth and strength of the intellectual property (IP), and, above all, assessing the potential value of the innovations, for the researchers and the economy. Oxford Oracle then works with the researchers to commercialise the IP, usually either through spinning-out or licensing the innovation. Oxford Oracle handles all the necessary groundwork for spin-outs preparing business plans, including market and economic impact, and risk profiles. For licenses, Oxford Oracle prepares exploitation plans, seeks out potential licensees and manages the process through negotiation and agreement. Oxford Oracle also supports the university in developing robust proposals for translational funding, to support the conversion of research proposals into commercially attractive opportunities. (4) Oxford Oracles relationship with the university has developed strongly since 2010, with Oxford Oracle initially working with the university on an ad hoc basis, shifting gradually to the current situation where Oxford Oracle are embedded within the university Research and Innovation team, based on site and at desks within the specific technical themes. In this way, Oxford Oracle is raising awareness of IP exploitation among the researchers. IEs the university team includes expertise from energy to environment, clean tech to defence, not to mention expertise in commercialisation strategy and policy development. The results of the partnership have been significant, creating a reinvigorated technology transfer offer across the university's themes and a marked uplift in the number of live projects in the invention pipeline. These include new patents filed, ongoing licence negotiations and successful translational funding bids. In 2012, Oxford Oracle was engaged by the university to assess the feasibility of creating a new digital incubator. This discrete project saw Oxford Oracle complete an initial phase of stakeholder engagement and analysis, demonstrating strong interest among staff, students and academics, and identifying a number of potential strategic benefits from such an incubator. Oxford Oracle Case Study: Software Incubator Feasibility Client: a specialist postgraduate university, UK Project dates: June to September 2012 In 2012, the university engaged Oxford Oracle to assess the potential for a software incubator. The feasibility study was delivered in phases, to facilitate decision-making and stakeholder engagement throughout. The Assessment phase identified and consulted with stakeholders, carrying out a review of the ecosystem and an analysis of existing best practice in other incubators. The Strategy and Programme Design phase identified the service offerings of the incubator, such as training plans, mapped the processes involved in the running of the incubator, and defining a business plan, making recommendations to stakeholders on the most appropriate way forward. The Phase I analysis identified a strong interest in the service from administrators, students and academics, and nearly 30 potential participants. The study also highlighted the impact and strategic benefits to University stakeholders and recommended best practices. Brief Description Technology Commercialisation Support, TTP with the university, focused on spin outs and start-ups, incubation, best practice in TT/Knowledge Exchange (KE) and translational support