A WIN-WIN ARRANGEMENT
Interns are an investment for a TTO, but one that will pay off in the long run by providing: EXPERIENCE–Offers extremely valuable training to the students for many careers PRODUCTIVITY–Helps the TTO avoid accumulating a technology backlog
VALUE–Enables TTOs to screen technologies–and thereby prioritize commercialization efforts–more affordably EFFICIENCY–Allows TTO staff to focus on marketing, dealmaking and other high-value activities LEADERSHIP–Lays the groundwork for the next generation of tech transfer and business leaders
Other good additions to the intern team are law stu- dents interested in IP/patent law and library information science (LIS) students. Interns’ technical competency–a requirement to be able to understand invention disclo- sures–should match the innovation portfolio’s technical content.
Not all interns will demonstrate the skills and dedication necessary to stick with the program for the full year. If possible, hire at least four interns so that resources are still available if one leaves or proves to be a poor fit (a pretty common occurrence).
TRAINING IS CRITICAL
Training is the single most important factor influencing the internship program’s success. It can be provided to all interns at once to reduce the impact on TTO staff.
Once they have shown competency in the screening process, the interns can work fairly independently and provide the final product to the TTO staff for review and decision-making.
Include a thorough explanation of the entire tech transfer process so that the interns understand where their work fits. Seeing the impact of the screening on the office’s operations will help them understand the relevance of the information they need to gather and analyze.
Even with quality training, interns have a longer learning curve than more experienced tech transfer professionals. Provide examples, and check the interns’ work to help them improve. Assign a staff member or consultant to review key information on each screening, requesting additional data if necessary and verifying the screener’s recommendation.
infO@fUEnTEk.COM
Laura A. Schoppe is President of Fuentek, LLC, a consult- ing firm she established in 2001 that provides intellectual property and technology transfer services. She has led major technology transfer projects at leading universities and gov- ernment agencies and Fortune 500 companies have sought her advice on strategic planning related to their intellectual assets. She was elected to the board of the Association of University Technology Managers as the Vice President of Strategic Alliances and also serves on the NC State University Electrical and Computer Engineering advisory board.
infO@fUEnTEk.COM
Danielle McCulloch served as the lead trainer in a series of webinars for interns at a major research university. She also trains new Fuentek staff in the art and science of technology screenings and other aspects of the tech transfer process. As a senior consultant based in Washington, D.C., McCulloch serves as Fuentek’s client lead for several NASA Centers and major research universities. She works collaboratively with clients to plan and implement strategies related to IP portfolio management, technology marketing, licensing negotiations and securing partnerships for collaborative R&D.
SEPT/OCT 2012 •
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