Home > Topics > Establishing and Operating Technology Transfer Offices > Establishing a Technology Transfer Office > Editor's Summary, Implications and Best Practices

Transferring knowledge and innovation from a public research organization to the private sector for commercial application and public benefit requires a formal mechanism—a technology transfer office (TTO)—to protect and license intellectual property. Establishing a new TTO is no trivial matter, and the decision to create one should be made within the context of a long-term plan that addresses three questions:

1. Does “research commercialization” fit within the institution’s mission and culture?
2. Does the quality and quantity of research within the institution warrant the establishment of a TTO?
3. Is the institution willing to make a long-term commitment to required institutional changes and to adequately invest in resources and people?

If these questions are all answered affirmatively, then it is time to develop a clear TTO business plan. This should include a strong mission statement supported by a long-term source of funding and transparent policies and procedures. Special attention should be paid to staffing needs (What positions are needed? Do we require an in-house lawyer?), and to the unique operating contexts of each institution.

In general, efficient and effective TTOs possess seven key characteristics:

1. A clearly stated TTO mission
2. Transparent TTO policies and procedures
3. Entrepreneurial staffing and an entrepreneurial environment
4. Customer-friendly relations with both internal and external constituents by TTO staff
5. A highly supportive university administration and community (local, regional, and national)
6. Strong TTO links to potential industry partners
7. TTO access to risk, or venture, capital

Success also requires a strong dose of patience. An oft quoted “rule of thumb” in professional circles suggests that even under the very best circumstances, TTOs do not become “successful” until seven to ten years after they are established.

This chapter provides practical advice for creating a proactive TTO and also offers historical examples of TTO launches from around the globe. Within this context, TTOs from Australia, India, China, Japan, England, South Africa, Russia and the United States are discussed.

Key Implications and Best Practices

Given that IP management is heavily context specific, these Key Implications and Best Practices are intended as starting points to be adapted to specific needs and circumstances.

For Government Policymakers

• Realistic economic expectations for technology transfer offices (TTOs) are essential for success (economic and otherwise).
• Clear laws regarding IP ownership are essential for successful technology transfer.

For Senior Management (university president, R&D manager, etc)

• Begin with the big question: Does the quality and quantity of research within the institution warrant establishing a technology transfer office (TTO)?
• Is the institution willing to invest long-term in the necessary institutional changes, resources, and people? TTOs generally require seven to ten years to be “successful,” regardless of how one chooses to measure success.
• A strong, transparent mission statement is an essential first step for setting up a TTO.
• Take the time to consider your TTO funding options. Innovation can begin here.
• When making decisions about the TTO’s institutional form, beware of the risks associated with a regional office.
• Selecting TTO staff is often the determining factor between failure and success, and so special attention should be given to hiring the TTO Director.
• In-house attorneys for TTOs often have significant practical limitations.
• One of the most important factors for a successful TTO is the institution’s entrepreneurial culture. This is determined most often by the attitude and degree of support from the President or Chancellor of the institution.

For Scientists

• Work with your technology transfer office (TTO) to ensure that your institution’s disclosure of information form is simple and easy for you to use.
• Disclose early and disclose often.

For Technology Transfer Officers

• Technology transfer office (TTO) operations require significant clerical and administrative support. Be sure to hire the best and to provide appropriate training.
• A TTO should be able grow into its possibilities, but a new TTO office should immediately be able to meet your constituents basic needs and expectations. Winning the trust and cooperation of the scientists in your institution is relatively easy and so is maintaining it. But once lost, it is extremely difficult to re-gain the trust needed for efficient cooperation.