Home > Topics > Establishing and Operating Technology Transfer Offices > Building Networks: The National and International Experiences of AUTM > Editor's Summary, Implications and Best Practices

This chapter discusses network building, using the experience of the Association of University Technology Managers (AUTM) used as an extended case study. Although it focuses on the case of AUTM and the many lessons learned as it grew and expanded its networks nationally, regionally, and now internationally, the lessons of AUTM are broadly applicable to building dynamic, productive, and sustainable networks anywhere in the world. The chapter notes, for example, that networking among peers in any profession is generally understood to be beneficial in two important ways:

1. It cements relationships between individual practitioners, some of whom may be highly skilled and others who are not, such that each individual contributes to the other’s professional expertise.
2. It helps build and strengthen the profession itself by raising the overall quality of group performance.

By working through networks, practitioners exchange ideas and experiences, forming “best practices” that become performance standards for both individuals and their institutions. Networks thereby contribute to IP management capacity building at both the individual and institutional levels, and this then feeds back to further support and expand the network.

The chapter makes clear that networks are composed of individuals. In the mid-1970s, a handful of individuals formed a connection that would eventually grow into AUTM, an organization that now plays a global role in developing academic technology transfer as a profession. But, as the chapter emphasizes, AUTM originally started as a loose organization of individuals, and notably not of institutions, who saw a need to work together to solve problems. As a case study, the experience of AUTM shows how successful networking can begin, expand, and provide benefits to many individuals within the network.

It is critical to recognize that, from its very beginning, AUTM was created to form networks of individuals who would both find solutions to problems connected with the legislative landscape in the U. S., and also provide useful inter-personal linkages to better understand and deal with the complexities involved in patent licensing. This underscores the necessity for a network to have a mission. The initial announcement describing the purpose of the organization did exactly that: it stipulated that the organization was established in order to “generate self-help programs to enable universities to establish an in-house patent technology and licensing capability,” and “effect an interchange of views amongst university patent administrators.” This mission statement served as a focus and a foundation for network building.

In addition, early decisions to structure AUTM as an association of individuals rather than institutions or organizations made it a catalyst for networking. The first step towards developing its networking capacity was in selecting regionalization as the best mode for organization, rather than using public/private, big/small, or another litmus test to group members together. This structure has not changed, and most of its efforts continue today. The services AUTM provides include:

• A website that provides members with online access to shared information
• The AUTM Newsletter, providing information and articles of current interest
• Educational courses, held throughout the year, providing professional education to both new and more experienced members
• Special interest groups that encourage members with particular interests to work and meet together to discuss issues and solve problems
• Summer meetings that are held in each AUTM region, with networking opportunities forming a major element of program planning

Activities at AUTM’s annual meeting that support its networking goals include:

• Logistical and space planning to facilitate networking breaks
• Social events specifically arranged to promote relationship building
• Specific time set aside for each AUTM region to meet together
• One afternoon dedicated to SIG meetings
• A Networking Fair
• An Innovation Showcase

Importantly, the chapter raises the question of how an expanding organization like AUTM remains true to its original mission. It considers whether AUTM can expand without compromising that mission, and whether it should attempt to extend beyond its borders, or instead leave it up to national regions to form their own associations.

The chapter also addresses the importance of network building in developing countries. These countries could make significant gains, in terms of networking and education, by forming their own independent organizations and focusing on regional issues. As these organizations begin to grow their own networking capacities, they might look to the AUTM experience for guidance. Indeed, as the chapter points out, AUTM partners with professionals and colleagues to help foster the formation of similar organizations in other countries. The organization has prioritized addressing the educational needs of colleagues in developing economies and is seeking to extend networking opportunities to practitioners in those countries. A first major step in this effort has been to offer very low cost Electronic Memberships ($10. 00 per year) to colleagues in developing economies. Electronic Memberships will give these members electronic access to AUTM’s publications and news updates and will provide them with opportunities to participate directly in AUTM activities, all without paying the higher costs associated with regular memberships.

As groups of like-minded, mission-driven professionals, networks can be formed at different geographical levels in order to serve various functions. This multi-level approach allows organizations to address different aspects of their respective missions:

• Local networking creates opportunities to work with colleagues who are in the immediate vicinity. They might be working on similar problems, and networks can build synergistic collaborations.
• National networking can be a mechanism for working with colleagues to encourage national legislation addressing IP and technology transfer, and also for designing and implementing systems for appropriate IP management, training, and education.
• Regional networking provides opportunities to work with neighboring countries in coordinated research and development endeavors and related IP management and technology transfer initiatives. This includes building AUTM-like organizations.
• International networking will become increasingly important as globalization advances. Building networks with colleagues from around the world will provide opportunities for many forms of technology transfer and IP management capacity building.

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

• Promote national policies that encourage relationships within both public and private sector organizations. Attach networking as a component or evaluation factor, or both, to public funding of technology transfer and commercialization programs.
• Promote national policies that foster an international perspective within your public and private sector institutions. Support should be both tangible and ongoing. As the global economy grows and expands, success will be increasingly measured by your ability to form dynamic, integrated, and mutually beneficial networks.
• Dynamic networking is for everyone, including you and your staff. Higher-level networks will create numerous opportunities for government professionals to make connections throughout the world. In fact, networking might be one of the single most important job duties you have!

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

• As senior management and Policymakers, it is important for you to understand the issues and complexities that institutions engaging in commercialization activities will encounter. Institutions should also be guided by people with reasonable expectations about outcomes. Establishing networks with your peers at other regional institutions will enhance these abilities.
• As the case study about the Association of University Technology Managers (AUTM) shows, individuals joining together can also affect high-level policy making, both within government and within your own representative organizations. Networking among highly placed individuals provides an opportunity to “be heard.”
• Provide financial support for individuals in your technology transfer and legal offices to join AUTM and attend its annual meetings. This will be a valuable long-term investment in IP management and technology transfer capacity building. It will also create opportunities for meeting potential collaborators, research partners, licensors, or licensees.
• Encourage all staff and scientists in your institution to foster networks. The synergy can catalyze even greater productivity and progress for your institution.

For Scientists

• Establishing networks among colleagues within your discipline will increase your awareness of opportunities or issues and help you deal with the broader implications of your research.
• Networking can give you an understanding of IP management procedures and can help you frame your research to seize commercialization opportunities. Simply sharing your research with others is also valuable.
• Keep your technology transfer office (TTO) informed about your networking activities, particularly if there is a possibility of shared research endeavors. These shared research projects form the foundation of networks for technology transfer and licensing opportunities. Your TTO can assist you in setting up the proper working relationship and optimize the benefits for all parties concerned.
• If possible, participate with your TTO in some of its network building activities that relate to IP management. For example, join the Association of University Technology Managers (AUTM) or a national or regional organization and attend its annual meeting. This will raise your awareness of the role of IP and technology transfer in research and development.

For Technology Transfer Officers

• For individuals, join the Association of University Technology Managers (AUTM) and take advantage of its resources.
• Participate in building local, national, regional, and global networks.
• As a manager, encourage and provide support for your staff to join AUTM and attend annual and regional meetings.
• Offer training to your scientists and administration on IP management and technology transfer, possibly using AUTM materials and/or inviting AUTM colleagues to visit your institution and provide training sessions.
• Encourage and support both staff and scientists within your organization to build networks among their peers. These networks provide a forum for peers to explore issues, find solutions, and discover even more opportunities for collaboration.