Using interns to complete this screening phase also can positively contribute to the relationship between the TTO and the university’s faculty. When TTOs provide objective, relevant and timely feedback regarding the commercial poten- tial of innovations, the faculty are more likely to be collaborative throughout the process. Tey also tend to develop more relevant innovations as a result of the market information provided by the TTO.
Finally, interns can play an important role in ensuring that the TTO is effective. Having interns perform the screenings gives the profes- sional technology managers more time to focus on higher value activities, such as marketing and negotiations, improving the overall effectiveness of the office.
Establishing successful internship programs at TTOs has proven effective when the following three principles are intact.
Michigan State University interns in training. Photo courtesy of MSU Communications and Brand Strategy
TIMING IS EVERYTHING Te timing of the internship program is critical to its success. Ideally, interns should begin work- ing in the TTO at the beginning of the summer following the first year of their graduate program. Tis allows them to dedicate a full-time schedule to the TTO as they are learning how to perform
been demonstrated at the Wisconsin Alumni Research Foundation, Emory University, Wake Forest University, Michigan State University, the University of Illinois at Urbana-Champaign and other institutions. Since 2001, Fuentek, a consulting firm that provides intellectual property (IP) and technology transfer services, has worked with university TTOs across the United States to develop and implement successful internship programs. All of these experiences have shown that intern programs can meet the needs of the university while simultaneously providing valuable experience for students.
Fuentek has found that TTO internship programs are most effective when the office takes a proactive approach to tech transfer, screening all inventions to enable efficient selection of those with the highest market potential. Te TTO can then focus its limited resources on innovations with the greatest likelihood of commercialization success. Interns can be a cost-effective resource, helping TTOs complete this “triage” phase quickly and efficiently to avoid a backlog.
screenings. In addition, the cost and time involved in training an intern is the same regardless of when they are hired, and the longer the interns are with the TTO, the more effective and valuable they become. So it pays to maximize the amount of time they can contribute to the program. Part-time interns hired during the academic year tend to prioritize their studies over TTO assignments and will “tax” the TTO staff by requiring more oversight for a longer period of time.
To have interns start work in the summer, begin planning for the program in fall. Ten have the call for applicants go out in early March, interviews and selection in April and training in early May.
CHOOSE CAREFULLY, CHOOSE SEVERAL
Te qualities that make a good technology transfer intern are often the same as those sought in your professional staff. Technical knowledge is critical, and business experi- ence is helpful. MBA programs and graduate engineering departments are great places to find these candidates.
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