Technology transfer is complicated, intersecting multiple disciplines and stakeholders.
One way to better understand the process and goal of technology transfer is to break it down into a set of basic principles. This approach goes well with Michael Dell’s motto of break it until you make it.
In particular, clarifying our guiding principles can help optimize and align our technology transfer actions with our core values.
In this context, I distilled a set of 10 technology transfer principles that I believe in. The resulting principles are a combination of lessons learned through experience, ideas shared by more experienced people, and concepts found across readings and conversations.
The 10 principles of technology transfer are:
- There is no transfer without research. Researchers are the greatest ally in the technology transfer process. It all starts from their free will and interest to transfer, which we must publicly encourage and promote. To succeed, it is important to consider their motivations, fears, and hopes. They are the best positioned to identify the upsides and bottlenecks of the technology.
- The mission of technology transfer managers is to help. Transferring scientific knowledge into new products, services, and policies requires a specialized set of skills and know-how. It is not realistic to expect researchers to have full expertise in this too. Furthermore, business development activities are time-consuming and dedicated support is essential.
- Technology transfer is a contact activity. The transfer of knowledge is not between institutions but between people. It is people, not institutions, that generate and share knowledge. Due to this, it is fundamental to build and cultivate trustworthy relationships. For this reason, the emotional intelligence of those who take part in the technology transfer process is essential.
- It takes a community to transfer technology. Maturing and transferring technologies require close partnerships with many stakeholders. To succeed in the transfer process, research labs need innovative companies, public and private investors, entrepreneurship programs, experienced advisors and many others. A strong, diverse, and connected community is essential.
- Technology transfer builds on assumptions. As in any research process, technology transfer depends on the creation and validation of hypotheses. From the business model to the market size, one needs to start assuming to move forward. Together with assuming and validating, pivoting is intrinsic to the transfer process. Therefore, being open-minded and flexible is a competitive advantage.
- It’s not about the technology, it’s about what the technology can do. Technology has value for its potential to solve problems or meet needs. Most people are not interested in the technical details of how technology works. Transfer succeeds when it tells compelling stories about what technology can do and how it can change people’s lives.
- Value is in the eyes of the beholder. The value proposition must be defined from the perspective of the person receiving it. We need to understand who those people are, as well as what problems or incentives do they have. If the proposal is not valued by those who ought to receive it, it does not matter how impressive and obvious it is for the inventors.
- Technology transfer is a long-term bet. The transfer process requires a significant level of institutional and individual commitment. It takes time to increase technological readiness, establish partnerships, and reach the market. Technology transfer can turn present innovations into future social impact, but it does not happen overnight.
- Impact windows for new technologies are finite. Time and technological opportunities fly without waiting for anyone. Technologies have an optimum space-time. It is thus as important to move quickly when possible as it is to reach the right space-time with the right technology. The potential impact of seizing such windows can be huge, and with this comes great responsibility.
- There are large asymmetries between academia, industry and the government. The three have different goals, incentives and capabilities. Transferring knowledge across them is challenging and requires lots of communication and trust. However, large asymmetries also generate large opportunities for collaboration and joint development.
It is important to emphasize that this is not a commandment list set in stone, but rather a series of evolving principles.
Also, these are subjective principles and thus far from universal. This set is based on my professional experience and personal values but everyone involved in technology transfer will see things differently.
In order to identify more applicable and all-encompassing ideas that we can rely on to optimize our technology transfer actions, it is important to engage in an open discussion about the guiding principles.