Amy Neale Queen Mary Innovation Ltd

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Amy NealeQueen Mary Innovation Ltd
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Queen Mary, University of London

• Research intensive College of the University of
  London
• 2,800 academic staff 13,000 students
• Academic portfolio across Humanities, Social
  Sciences, Physical Sciences, Medicine and
  Dentistry
• 50m research income
• University mission to transfer the knowledge it
  generates to business and the community,
  regionally, nationally and internationally

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Queen Mary Innovation Ltd

• Through knowledge transfer Queen Mary Innovation
  Ltd adds value to QMULs teaching and research,
  across academic disciplines and economic sectors.
  Our mission is to generate commercial advantage
  as well as to effect economic and social impact,
  and to achieve this by being an employer of
  choice with a strong regional, national and
  international profile

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HEIF3
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Forming research partnerships with business

• Visiting Industrial Professors and events
  for/with industrial partners
• TSB Collaborative Research Awards
• RCUK KT programmes

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Investing in our entrepreneurs

• IP Group 25 year partnership
• Spinout portfolio and cluster
• Times Higher Business Initiative of the Year

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Breaking new ground in East London

• Queen Mary BioEnterprises

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Fostering an entrepreneurial culture

• Accredited enterprise UG modules
• Pitch Your Ideas PG training
• Business Plan Lite early-career competition

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Sharing arts and cultural expertise

• The London Centre for Arts and Cultural
  Enterprise
• Peoples Palace Projects
• 10 current AHRC Collaborative Doctoral Awards

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HEIF4?
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Barriers to sustaining this activity in HEIF4

• Governance
• Lack of metrics
• Reliance on marketing good news
• Incentives for academics
• Incentives for KT professionals

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Facilitators for sustaining this activity in HEIF4

• New governance structure
• Optimistic environment
• Profile drivers
• Competitive advantage
• Matrix of funding support
• Academics like this work

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Conclusion

• Need for top-down messages external to our
  institutions (cf Funders Forum report)
• Mechanisms for recording that can be adopted
  within core business models
• Leadership is needed within institutions CPD to
  support this
• Performance management metrics for KT
  professionals
• Community best practice sharing

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Thank youa.neale_at_qmul.ac.uk