Interviewee: Dr John Leech Job: Industrial Liaison Officer Organisation: MIT Industrial Liaison Program Interviewer: Thomas Haigh Date: Monday 29th August 1994 Location: MIT Industrial Liaison Program Offices Revision: 1
The major function of MIT's Industrial Liaison Program (ILP) is 'to link the university to industry and to act as a partner with industry in research.' The ILP was established in 1948 and was the first of its kind in the US - today it remains the largest and best established. Flows of ideas and expertise are not one-way, as the support for researchers provided from industry goes beyond the merely financial. Separate offices handle both sponsored research (the Office of Sponsored Research) and formalised technology transfer (the Technology Licensing Office). Since 1988 the ILP has been merged with the traditional Corporate Development function and is a part of the Office of Corporate Relations. The ILP runs a small office in Japan with a 'client base which is quite strong... we have had ties there for many years.'
The programme enjoys widespread support among the faculty. Corporations come to the ILP which approaches faculty on their behalf, although occasionally the initiative comes from the faculty member seeking industrial contacts. 'There is an interpretative function, but the linking function is the one you really want to emphasise.' In practical terms, this usually involves the direction of interested groups within the company towards faculty members working in relevant areas. When faculty make travel plans the ILP may suggest meetings with interested companies which could be incorporated into them.
The ILP also provides specialised information services, including a seminar series which is free of charge to member companies. In 1994 topics included 'Designing the 21st Century Organisation' and 'Global Communications Networks: Corporate Visions'. A monthly newsletter is distributed including details of ongoing research at MIT and outlining findings and new inventions.
Companies pay an annual fee, determined by their size and revenues, and over two hundred are currently members. The programme produces an internal surplus which is returned to MITs general revenues rather than being earmarked for particular industrially linked projects - although some 10% is returned to faculty members on a pro-rata basis in return for their participation in activities such as company visits.Further revenues are indirectly generated through sponsored research and other agreements coming about as a result of the contact. Consultancy agreements are another common outcome of industrial contact. Individuals keep fees for such work - the arrangement is purely private.
As far as industrially sponsored research goes the role of the ILP is secondary. 'The ILP is involved in research but it's not a full time occupation' and specialists in the OSR can assist during detailed negotiations between faculty and potential sponsors. A project would normally be sponsored by a single source, although sometimes a consortium of several companies might support it. A company would receive a 'sponsored research contract' and would be looking for a 'direct return' on their investment. They would also have to reach an agreement with faculty over the publication of results - though a brief delay might be reasonable in the case of commercially sensitive details. The focus at MIT is not on applied research. Intellectual property rights would not be automatically granted to a sponsoring company, though they would 'receive some preferential treatment.'
Will an increased reliance on industrial funding lead to more emphasis on applied research? 'Yes, I think it will.' This is not necessarily a bad thing, and in a climate of decreasing government funding there is little alternative. Rules forbidding on-campus applied research may be revised. Traditionally, one way that MIT has applied its research is through the creation of spin-off companies by faculty members and this will continue 'one year we actually started five companies.' A spun-off company could take advantage of MIT's facilities in the same way as any other, and the personal relationships of its members would probably be maintained. MIT also enjoys close relationships with many of the computer companies in the area, and forms part of the nucleus of resources which attract high technology firms to the area.
At the time of the interview 'this office is undergoing a series of changes' designed to improve the service provided to industry and to faculty members. Change had been underway for about a year - involving a re- evaluation of 'what we want to do and how we do it'. The basic job remains the formation of links between faculty and industry but 'methods of communication' and 'new structures to the relationship' are under consideration. One example of recent change is the rethinking of the directory of MIT research activity, which is now structured by lab and research group: 'a list of the expertise of all our faculty at the Institute - we used to put out a book which listed all the research projects at the Institute'. The new volume is entitled 'MIT Expertise'.