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01: Von der Grundlagenforschung zur ökonomischen Wertschöpfung

Breakout / Working Group
in englischer Sprache

In der heutigen Wirtschaftswelt wird Wissen, insbesondere technologisches und wissenschaftliches Wissen, immer mehr zum wichtigsten Erfolgsfaktor einer Volkswirtschaft. Universitäten und Forschungseinrichtungen sind Produzenten und Eigentümer dieses Wissens, das zum Teil patentiert und geschützt werden soll. In einer Institution, bei der die exzellente Grundlagenforschung das oberste Ziel darstellt, sollte die finanzielle Nutzung der geistigen Eigentumsrechte sekundäres Ziel zum Hauptziel sein. Aber gleichzeitig muss die moderne Universität oder Forschungseinrichtung darauf bedacht sein, die entstehenden geistigen Eigentumsrechte als ‚Nebenprodukte‘ der Grundlagenforschung in professioneller Weise zu vermarkten, um eine weitere Einnahmequelle für Grundlagenforschung zu erschließen und zum volkswirtschaftlichen Nutzen beizutragen. Durch drei Themenkreise – (i) Verbesserung des Technologietransfers, (ii) Sind Zielkonflikte zwischen Grundlagenforschung und Technologietransfer unvermeidbar? (iii) Start-ups aus akademischen Forschungseinrichtungen – wird versucht, praxisorientiertes Erfahrungswissen der Teilnehmer zur Verfügung zu stellen.


Austrian Federal Minister for Education, Vienna Abstract
The last decade's efforts by the EU commission and many member states to diminish the scientific and economic gap between USA and Europe resulted in a prospering landscape of technology centres and incubators. Unfortunately, critical mass and excellence in science and technology were not always key factors in the decision making processes driving these developments. In addition the funding systems on both national and EU levels developed supporting (but not always unbureaucratic) measures for R&D and technology transfer. All these initiatives devoured billions of euros and the gap remains the same.

In the end, politically influenced top-down measures are only just able to catalyse R&D and tech transfer. The successful exploitation of academic results requires more of the following:

1) Excellence in basic and applied research as a prerequisite for tech transfer.
2) Modern universities with performance agreements comprising exploitation of employee inventions as a key success factor for the academic institution.
3) Transparent structures for exploitation at academic institutions and professionally managed processes (experienced transfer managers).
4) Incentives for researchers to start a company.
5) Tailor made financial support and consultancy: public funding for translational research on the one hand, and public financing and consultancy for start-ups to close the severe equity gap on the other hand.
6) Experienced management at the funding agencies supporting start-ups.
7) Efficient business angle and venture capital networks.
8) Measures to anchor entrepreneurial spirit to the universities and the educational system.
9) Long term political commitment.
Senior Associate Provost and Chief Technology Development Officer, Office of Technology Development, Harvard University, Cambridge Abstract
BCM Technologies, Inc. (Baylor College of Medicine)

- Venture development subsidiary of Baylor College of Medicine
- BCM Technologies was established in 1983 as an independent corporation by Baylor to promote the commercialization of faculty inventions through the licensing of technology and the formation of new companies.
- Since inception, launched more than 41 companies in the life sciences area
- 8/2007 Press Release - Managing a $20M fund from 2000
- 1/2003 Press Release - Venture Advisory Board includes representatives from ARCH Venture Partners, Domain Associates, EuclidSR Partners/S.R. One, Limited, Oxford Bioscience Partners Limited, Venrock Associates and Versant Ventures

Imperial Innovations, plc (Imperial College)

- Founded in 1986 as a wholly owned subsidiary of Imperial College
- Issued shares on the London Stock Exchange in July 2006, raising £25 million; in November 2007, raised an additional £30 million
- Current market cap of £156.75 million
- After first AIM offering, Imperial College remained a 71% stakeholder in Imperial Innovations; would have been diluted further after the 2nd offering in 2006
- Imperial College has agreed to an exclusive 15 year pipeline agreement with Imperial Innovations, which allows the company to commercialise technology originating from Imperial's research activity
- Imperial Innovations also commercializes research licensed from outside of Imperial College
- Equity holdings in approximately 74 companies, the majority of which are spin-outs arising out of Imperial College, and manages more than 133 commercial agreements (as of July 31, 2007)
- Board including, Chief Operating Officer of Imperial College (Chairman), executives of Imperial Innovations, and two non-executive directors
- Investment advisory board comprised of drug development experts and outside investment professionals
- 3 entrepreneurs-in-residence

Partners Innovation Fund (Partners HealthCare)

- Commitment to set a $35M venture capital fund; MGH and the Brigham made an initial installment of $3M over the past fiscal year
- Initial investment between $200-500K in a removable tattoo ink company (Freedom-2, Inc.); 4 other investments, including Provasculon (below) and Synovex Corporation (rheumatoid arthritis)
- Investment of $500K in the company Provasculon (new cardiovascular treatment to attract stem cells to damaged heart tissue), which received a $5.5M investment from Biogen and is currently a part of the Biogen Incubator
- Fund overseen by Christopher Colecchi, VP of Research Ventures and Licensing

Cancer Research Technology UK

- CRT is wholly owned by Cancer Research UK, the largest independent funder of cancer research in the world (annual scientific spending of £315 million)
- Profits are returned to Cancer Research UK to further fund cancer research
- Headquarters in London, along with R&D facility; subsidiary in Boston
- Two partnered products currently marketed by AstraZeneca and Schering-Plough; 20 partnered products in clinical development
- Partner with international academic and medical institutions to develop promising discoveries on a shared risk-reward basis (e.g., access to R&D facilities, Cancer Research UK funding)
- Preclinical drug development facilities for: HTS, assay development, target validation, medicinal chemistry, toxicology studies, in vivo proof-of-principle
- Cancer Research Technology UK is vertically integrated with other subsidiaries of Cancer Research UK, including the Cancer Research UK Drug Development Office, which conducts clinical trials of candidates and is able to scale-up production and manufacturing of clinical trial candidates

Center for Drug Research and Development (CDRD)

- CDRD has R&D facilities and expertise for: target identification, screening, drug design and synthesis, drug delivery, in vivo candidate evaluation
- CDRD was established with approximately $50M of provincial/federal government funding, and not-for-profit institutional funding
- Two arms:
-- Drug Research Institute - Provides shared research facilities and technical assistance to CDRC member researchers from BC-area medical institutions and universities; funded by the government, health research grants and educational institutions
-- Drug Development, Inc. - Commercialize selected discoveries from affiliated research institutions; funded by philanthropic donations from area biotech companies that receive a "first-look" at development candidates (Angiotech, QLT, Merck-Frosst Canada)
- Drug Development, Inc. is professionally managed by a CSO and a board, comprising independent industry members and CDRD management
- Profits from development activities of Drug Development, Inc. are fed back into CDRD operations
Director of Technology Transfer, The Tech Transfer Unit, University of Copenhagen Abstract
One of the roles of the technology transfer office is to encourage entrepreneurial academics whilst ensuring that the individual and institutional interactions with external bodies remain free of conflicts of interest. This is a fine balance.

At the University of Copenhagen most conflicts of interest are encountered when academics wish to engage in spin-out activities where IPR produced by the academic (perhaps over a number of years) needs to be transferred to a new company partly owned by the very same academic. Furthermore, most academics wish to remain employees of the university while embarking on a new spin-out venture. Satisfying both the university, the academic (making sure that he/she is motivated) and the new spin-out company (giving it a fair chance to survive) require rigid written agreements, flexible structures and a pragmatic technology transfer office.

Government would like to see more research-based companies spinning out from universities.
Universities wish to encourage the entrepreneurial researcher.
Technology transfer offices are sometimes measured on the number of spin-outs created.
And publicly funded universities are required to spend taxpayers' money wisely!

What can technology transfer offices do to avoid conflicts from & & spinning out of control?
Senior Patent & Licensing Manager Life Sciences, Max-Planck-Innovation GmbH, Munich Abstract
Technology transfer activities from universities and other academic research organizations have dramatically increased over the last decades. Many factors have influenced this development, particularly the 1980 Bayh-Dole Act in the United States which recognized the need for a proactive approach to making breakthrough technologies from universities more easily available for commercial development by corporate enterprises. For the first time, public research organizations were empowered to take title to patents they obtained on appropriate technologies developed with federal funding, and they were encouraged to license these to companies - especially smaller ones. In my introductory talk I will discuss a few successful licensing examples from US universities and the Max Planck Society in Germany ranging from substantial license deals over the creation of start-ups from academia to some ideas for future perspectives of technology transfer, i.e. how to bridge the funding gap between academic research and industry.
Member of the French Academy of Sciences; Director General, PALUMED, Labège Abstract
Many academics institutions supported by tax-payers have been away from the world of entrepreneurs and are now promoting contacts with profit-driven companies. Private universities experienced such close interactions for a long period of time and are use to handle the tools in terms of legal agreements and management of common projects. Many win-win projects based on a fruitful collaboration between universities and industries have been the paradigms for many other universities, including academic structures without real experience on sharing knowledge and intellectual property with profit-driven bodies. The origin of many conflicts of interest is often due to rigid behaviors from both sides. With a non-complicated law-based system and a large contribution of the "bon sens" (common sense), most of the potential conflicts of interest can be avoided. However, if one partner is entering in a collaboration with biased ideas, then the chances to succeed are very limited and accumulation of many frustrations will be the only result of that kind of partnership.
CEO & President, Femtolasers Produktions GmbH, Wien Abstract
Starting from the equation:
Innovation = Invention (exploration) plus Setting into practice (exploitation)
The article will review the relations between start-up companies and academic organizations

The start up companies' IP is often obtained from academic institutions or from collaboration with those. A clear move from publishing to patenting is on the way in the academic sector. Implications on the situation for start-up companies will be reviewed.

From the point of view of the start-up, the balance between both elements - IP-rights and economical exploitation - is a key factor for a successful venture.

When reviewing both sides however - the academic who primarily is responsible for the exploration and the start-up company, responsible for exploitation - run the risk of over-estimating the role of their own parts. For the start-up company, the invention is worth-less without exploitation. For the academic side the other way seems to be true. Both are partially correct and thus both need to work together closely to get "their" venture moving forward.

Start-up companies must have a strong tendency to exploit knowledge.
The notion that firms exploit current knowledge is well established. In particular start-up firms need to develop a propensity to explore knowledge that is familiar and within easy reach from their existing geographic and technological positions, before they start with further exploration.

Exploration is key for mid- to long-term success.
In environments in which innovation is important as the basis for competition, start-up companies may be particularly concerned about the long term competitive effects of local search only. At a certain point, start-up companies need to start exploration on their own or in collaboration with academic organizations. In both cases however, an IP-portfolio needs to be managed by the start-up company.

Beyond collaboration with academics, start-ups in the technology sector, have to cooperate with one another because a complex product can incorporate many patents, some of which are held by other organizations. The patents, therefore, become a form of currency exchanged among them.
Nobelpreisträger für Physik; Professor emeritus, Institut für Festkörperforschung, Forschungszentrum Jülich GmbH, Jülich Comment
Professor Emeritus, Department of Biological Chemistry and Former Vice President for Technology Transfer, Weizmann Institute of Science, Rehovot Chair
Head of Corporate Technology Central Eastern Europe (CEE), Siemens AG Österreich, Vienna Coordination


Austrian Federal Minister for Education, Vienna

1995 Promotion zum Doktor der Naturwissenschaften (Medizinische Genetik)
1990-1995 Wissenschaftliche Mitarbeiterin, Boehringer Ingelheim Austria GmbH
1995-1997 Wissenschaftliche Mitarbeiterin, Universität Wien (Postdoc)
1998-1999 Produktmanagerin bei Margaritella-Biotrade GmbH
1999-2005 Leiterin von Life Science Austria bei der Innovationsagentur GmbH (seit 2003 aws)
2000-2010 Investmentmanagerin der UniVenture Fonds
2002-2005 Geschäftsführerin, ARGE LISA Vienna Region
2003-2010 Leiterin des Bereichs Technologie & Innovation und Gesamtprokuristin (seit 2003) in der Austria Wirtschaftsservice GmbH (aws)
2004-2006 Geschäftsführerin der ARGE Impulsprogramm Creativwirtschaft
2008-2010 Stellvertretende Vorsitzende, Universitätsrat Veterinärmedizinische Universität Wien
2009-2010 Aufsichtsrätin Innovacell Biotechnologie AG
2010-2016 Rektorin, Veterinärmedizinische Universität Wien
seit 2010 Aufsichtsrätin Vetwidi Forschungsholding GmbH
seit 2011 Aufsichtsratsvorsitzende Kunsthalle Wien GmbH
seit 2016 Bundesministerin für Bildung und Frauen


Senior Associate Provost and Chief Technology Development Officer, Office of Technology Development, Harvard University, Cambridge

1979 Tel Aviv University School of Law, Tel Aviv, Israel, LL.B.
1980 University of Strasbourg, France, Diploma for French Cultural and Historical Studies
1981 INSEAD - Institut Europeen d'Administration aux Affaires, Fountainbleau, France, M.B.A.
1982 Mennen Medical Company Ltd., Tel Aviv, Israel, Marketing Manager
1986-1989 Weizmann Institute of Science, Rehovot, Israel. Managing Director, YEDA Research & Development Co. Ltd.. Led the technology transfer program at the Weizmann Institute of Science where he negotiated multiple joint venture and royalty deals which continue to pay dividends in the multi-million dollar range
1989-1998 Vice President for Industrial Liaison, New York University Medical Center. Established and led the office of Science and Technology Administration at NYU School of Medicine, with responsibility for sponsored programs, research administration, clinical trials and technology transfer
1989-2001 New York University, NY
1994-1998 Associate Dean, Science and Technology Administration, NYU Medical Center
1999-2001 Vice Provost, Vice Dean, Industrial Liaison and Research Administration, NYU School of Medicine Established and led the technology transfer program at New York University, NYU School of Medicine and its affiliated hospitals; established and led NYU School of Medicine s Clinical Trials Development program and guided NYU's participation in and served on the Board of the Biomedical Research Alliance of New York.
2001-2005 Tel Aviv University, Israel. Chief Executive Officer, Ramot and the Economic Corporation reorganized the technology licensing operation, Ramot, at Tel Aviv University. Hired new senior staff managing a total of 28 and recruited the board, made up predominately of industrialists and venture capitalists, to whom Ramot reports. Established and led the Economic Corporation at Tel Aviv University to oversee the revenue generation centers of the University including real estate and technology transfer and the newly formed functions of publishing and E-learning.
since 2005 Harvard University, responsible for the development of translating new knowledge and innovations into practical advances beneficial to society through technology transfer based on discoveries made throughout Harvard University.


Director of Technology Transfer, The Tech Transfer Unit, University of Copenhagen

1990-1992 Teaching Assistant, University of Aalborg, Denmark
1992-1993 Project Co-ordinator, University of Strathclyde, Glasgow, United Kingdom
1993-1996 Marketing Manager, The British Council Scotland, Glasgow, United Kingdom
1996-2001 International Marketing Manager, Research and Enterprise, University of Glasgow, United Kingdom
2002-2003 Head of Section, Danish Ministry of Science, Technology and Innovation, Copenhagen, Denmark
since 2003 Director of Technology Transfer, University of Copenhagen
2007 Vice-President, Association of European Science and Technology Transfer Professionals (ASTP)

Dr. Egenhard LINK

Senior Patent & Licensing Manager Life Sciences, Max-Planck-Innovation GmbH, Munich

 After his final exams in Biology at the Technical University and Ludwig Maximilians University in Munich, Germany, Egenhard Link accomplished his diploma thesis at the Max Planck Institute of Biochemistry in Martinsried. For his Ph.D. and as a Postdoc he conducted research in the Boyer Center for Molecular Medicine, Howard Hughes Medical Institute, at Yale University in New Haven, Connecticut (USA). Among other things, he elucidated the mechanisms of action of tetanus and botulinum neurotoxins.
 After five years in the United States he returned to Germany to become research associate at the Max Planck Institute for Experimental Medicine in Goettingen and to build up the small albeit profitable start-up company Synaptic Systems. In fall 2000, Egenhard Link joined Max Planck Innovation where he holds the position of Senior Patent and Licensing Manager and is responsible for Technology Transfer of Max Planck Institutes in the field of 'Life Sciences'

Ph.D. Bernard MEUNIER

Member of the French Academy of Sciences; Director General, PALUMED, Labège

1973-2006 Researcher, Centre National de la Recherche Scientifique, France (CNRS)
1993-2006 Associate Professor at the Ecole Polytechnique, Palaiseau, France
2004-2006 President of the Centre National de la Recherche Scientifique, France (CNRS)
2000 Founder of PALUMED S.A. (4 VC's investors)
2007 President of the CiRFC fondation, University of Strasbourg

Dipl.-Ing. Andreas STINGL

CEO & President, Femtolasers Produktions GmbH, Wien

1992 Masters degree in electrial engineering at the Vienna University of Technology
1994 Co-founder and general manager of 'Stingl OEG', Korneuburg
1997 Co-founder, CEO and President of 'Femtolasers Produktions GmbH', Vienna
2003 Co-founder and director of the board of 'Femtolasers, Inc' Boston, MA

Dr. Dr. h.c. mult. Peter Andreas GRÜNBERG

Nobelpreisträger für Physik; Professor emeritus, Institut für Festkörperforschung, Forschungszentrum Jülich GmbH, Jülich

1959-1963 Studies of physics at Johann Wolfgang Goethe-Universität University in Frankfurt am Main, Germany, intermediate diploma 1962
1963-1969 Continues studies of physics at Darmstadt University of Technology, Germany, diploma 1966, doctor's degree 1969
1969-1972 Postdoctoral Fellow of National Research Council of Canada at Carleton University in Ottawa, Canada
since 1972 Research scientist at the Institute of Solid State Research at Forschungszentrum Jülich, Germany
1984 Habilitation at the University of Cologne, Germany, "Privatdozent"
1984-1985 Research stay at Argonne National Laboratory, Illinois, USA
1986 Activities in the field of antiferromagnetic coupling in Fe/Cr/Fe layers
1988 Work on the GMR effect in Jülich, Germany
1992 Appointment as adjunct professor at the University of Cologne, Germany
1998 Six-month research stay at the University of Sendai and at Tsukuba Research Centre, Japan
2004 After 32 years at Jülich, Germany, Peter Grünberg retires, but continues working
2007 Helmholtz Professorship, Forschungszentrum Jülich, Germany


Professor Emeritus, Department of Biological Chemistry and Former Vice President for Technology Transfer, Weizmann Institute of Science, Rehovot

 *1938 - Buenos Aires, Argentina, Immigrated to Israel 1949
1964 M.Sc. Polymer Chemistry, Hebrew University, Jerusalem
1968 Ph.D. Biochemistry of Bacterial Cell Walls, Weizmann Institute of Science, Rehovot, Israel
1968-1970 Post Doctorate, Tufts University Medical School, Boston, USA
since 1970 Faculty Member, Department of Biological Chemistry, Weizmann Institute of Science
1973 Visiting Scientist, Max-Planck-Institute, Tuebingen
1976 Associate Professor with tenure
1976-1977 University of California, Berkeley
1984 Harvard University, Cambridge, MA
1984 Full Professor, Weizmann Institute
1985 Besen-Brender Chair of Microbiology and Parasitology, Department of Biological Chemistry, Weizmann Institute of Science
1991-1992 Fogarty Scholar, National Institutes of Health, Bethesda, MD
1987-1998 Chairman of the Board of Directors, Yeda Research and Development Co. Ltd.
1989-1992 Member Board of Directors, News Datacom Corp., Jerusalem, Israel
1991-1994 Member Board of Directors, Weizmann Technological Incubator Company
1993-1998 Vice President for Technology Transfer, Weizmann Institute of Science
1995-1998 Member of Board of Directors, XTL Biotechnology, Rehovot, Israel
1996-1998 Member of Board of Directors of Portman Pharmaceuticals, Rehovot, Israel
1999-2004 Dean, Faculty of Biochemistry, Weizmann Institute of Science
1999-2001 President, Israel Society for Microbiology
2004-2012 President of Scientific Council, Conseil I.Pasteur-Weizmann I.
since 2010 Member of Executive Board of Directors, Weizmann Institute of Science

Dipl.-Ing. Dr. Gerald MURAUER

Head of Corporate Technology Central Eastern Europe (CEE), Siemens AG Österreich, Vienna

1994-1999 TU Wien Wirtschaftsingenieurwesen, Dipl.-Ing. Industrie-Finanzierung Industrielle Betriebswirtschaftslehre Material Science
1999-2001 Studium TU Wien Wirtschaftsingenieurwesen, Dr. Dissertation: Unternehmensgründungen durch Venture Capital
2001-2002 Berater, Boston Consulting Group
2002-2005 Stv. Geschäftsführer, Wiener Wissenschafts- und Technologiefonds
2005-2007 Unternehmersgründer, Murauer & Partner
2007-2012 Managing Director, Institute of Science and Technology Austria (I.S.T. Austria)


Timetable einblenden


10:00 - 12:30Technologiebrunch gegeben von der Tiroler ZukunftsstiftungSocial
13:00 - 13:20Eröffnung durch das Europäische Forum AlpbachPlenary
13:20 - 14:00PlenumPlenary
14:00 - 14:30PlenumPlenary
15:00 - 15:45Ethik in der WissenschaftPlenary
15:45 - 16:30StammzellenPlenary
17:00 - 18:00Politik und Wissenschaft - Beratung durch WissenschaftPlenary
20:00 - 21:30BionikPlenary
21:30 - 23:30Empfang gegeben von Alcatel-Lucent Austria AGSocial


09:00 - 16:00Arbeitskreis 01: Von der Grundlagenforschung zur ökonomischen WertschöpfungBreakout
09:00 - 16:00Arbeitskreis 02: Integrität in Forschung und WissenschaftBreakout
09:00 - 16:00Arbeitskreis 03: Mythen der Life Sciences und ihre KonsequenzenBreakout
09:00 - 16:00Arbeitskreis 04: Luftfahrt und UmweltBreakout
09:00 - 16:00Arbeitskreis 05: Think Tanks in ÖsterreichBreakout
09:00 - 16:00Arbeitskreis 06: Gender Mainstreaming in Forschung und Entwicklung. Realitäten wahrnehmen und visionär entscheidenBreakout
09:00 - 16:00Arbeitskreis 07: Erfolgsfaktor Mensch - Regionen im WettbewerbBreakout
09:00 - 16:00Arbeitskreis 08: Klimawandel - die Zukunft des VerkehrsBreakout
09:00 - 16:00Arbeitskreis 09: Governance der angewandten Forschung: Verantwortlichkeiten, Unabhängigkeit und RessourcenBreakout
09:00 - 16:00Arbeitskreis 10: Digital HealthcareBreakout
09:00 - 18:00Junior Alpbach - Wissenschaft und Technologie für junge MenschenBreakout
09:00 - 15:00Ö1 Kinderuni Alpbach - Wissenschaft und Technologie für KinderBreakout
10:00 - 16:00Arbeitskreis 11: Energieeffizienz - Chancen erkennen, Potenziale nutzenBreakout
10:00 - 15:00Sonderveranstaltung: Vom Stabilitätspakt für Südosteuropa zum Regionalen Kooperationsrat (RCC) - ein neuer Impuls für die europäische Perspektive des Westbalkans im Bereich Hochschulbildung und Forschung?Breakout
16:30 - 17:15Die Zukunft der Wissenschaft IPlenary
17:15 - 18:30Globaler Wettbewerb um globale TalentePlenary
20:00 - 21:30Informations- und Kommunikationsinfrastrukturen - Nervenzentren der modernen GesellschaftPlenary


10:00 - 10:30Naturwissenschaftliche Bildung für eine technikorientierte GesellschaftPlenary
10:30 - 11:15Die Zukunft der Wissenschaft IIPlenary
11:15 - 11:45Die Zukunft der Umwelt und LandwirtschaftPlenary
12:00 - 12:15Junior Alpbach und Ö1 Kinderuni Alpbach 2008Plenary
12:15 - 13:15Improbable Research and the Ig Nobel prizePlenary
13:15 - 14:00Imbiss zum Abschluss der Veranstaltung, gegeben von AVL List GmbHSocial