Universities bring deep expertise, fresh thinking and a pipeline of emerging talent. Industry contributes real-world problems, resources and a path to scale an idea to impact. When the partnership works, the results can reshape entire sectors.
Yet successful industry–academic collaborations don’t happen by accident. They require intention, trust and a shared understanding of how two very different worlds operate, USF faculty members and industry leaders say. Here are some of the best practices to partner for success:
Conversation is key
Academic researchers are different from consultants in that they approach research with a wider field of vision rather than zeroing in on a specific problem or question. The initial conversations at the onset of a project are some of the most important of the partnership. “I’m always there asking, ‘What is keeping you up at night? How can we solve some of your problems,’” said Seçkin Özkul, who leads the Muma College of Business’ Supply Chain Innovation Lab.
Keep students in the mix for
maximum value
The talent pipeline is one place where mission alignment is at its best. Ben Syn, the education sector director at KnowBe4, said the collaboration with USF gave rise to a cyber resiliency certificate program for the company to offer. “Students end up leaving higher ed with a tangible certification to brag about on LinkedIn and go to employers and say, ‘I am cyber ready for my next position. When do I start?’" he said.
Well-defined deliverables
Companies and researchers typically seek different yields from a project. Industry wants actionable data and insights; academics want to publish their findings in top-tier journals and present at prestigious conferences. “One of the best practices I try to implement is being able to define quick, clear deliverables for the company, but rich data for me,” said Nathaniel N. Hartmann, a senior researcher for the Muma College of Business' Center for Marketing and Sales Innovation.
CEO buy-in makes a difference
A top-down academic-industry partnership can make for a smoother process. “I have relationships with some CEOs who say, ‘Anything you want, we’re going to give it to them,’” Hartmann said. “But there are other organizations where you have to work your way up the chain (for approvals). As soon as someone says ‘no,’ the project fails. If you get the top down support, there is really no issue.”
Address information security sensitives and IP
ownership upfront
Generally, most companies want to keep information close to the vest. And while non-disclosure and IP ownership agreements are advised, some companies’ cultures are more open to the sharing of research findings. “We are not as worried about what the competitors are doing,” said KnowBe4 Chief Learning Officer John Just. "We are focused on being a better version of ourselves.”