University Startups & Innovation Transfer…
Michael D. Moberly, Intangible Asset Strategist & Risk Specialist
A reflection of my experiences with business things intangible in university-based innovation and R&D environments is rather straightforward; an overwhelming percentage of today’s innovation, and the various goods and/or services that originate – emanate from innovation, e.g., entrepreneurial (R&D) environments, are intangible asset intensive and dependent.
That is, the valuable and competitive innovation content derives largely from collectives and collaborations of intangible assets, i.e., intellectual, structural, and relationship capital. To those outcomes, its’ worth noting again that
Most all of which will intensify and expand, not diminish, post pandemic.
To build and sustain presumed competitive + lucrative positions which some innovation may promise, be it overseen by privately funded entrepreneurs or a university-based start-up, either is obliged to recognize key challenges + risks associated with developing vertical integration of the relevant and presumably proprietary knowhow and/or conventionally issued IP (intellectual property).
In other words, the business things intangible necessary to produce, deliver, and sustain lucrative and competitive positioning of the innovation = (fiduciary) obligations to neither overlook, dismiss, nor under-estimate the materialization of risk to mission essential intangible assets.
Probable adverse consequences of overlooking, dismissing, or under-estimating also include minimizing (internal, external) relationships necessary for (creating) strategic alliances, collaborations, and/or consortiums for innovation investment.
These types + levels of (internal, external) collaboration are not always naturally occurring,
Ultimately, innovation collaborations, alliances, and consortiums relative to business things intangible, I argue, are merely competition in a different form.