The Liverpool Model
Claudio Divizia © 123RF.com
Most of the insights we share in the Partnership Playbook have been co-developed by a wide range of commercial innovators and universities. However, the specific idea of using a set of shared capabilities as a means to anchor a major company - university partnership has mainly been developed at the University of Liverpool. The framework we use was co-created with leading academics and professional services staff at the University of Liverpool over the past 15 years, and for that reason we call it the Liverpool Model.
Aligning around a capability helps to focus the attention of partners on the initial shape and set-up of a programme of work, ongoing access arrangements, and plans for developing the shared capabilities. Under this model, individual projects do not necessarily need to be highly aligned in outcome and a wide range of potential outcomes becomes possible.
High-impact co-created capabilities often have the following attributes:
Specialised space: This is NOT office space. It could be a chemistry lab; class II bio-lab; radio-chemistry lab; robotic engineering machine hall; darkened imaging space; electronics fabrication lab; operating theatre; clean-room; virtual reality cave; data centre; pilot plant hall; cell imaging lab; or neuroscience lab.
Differentiated equipment: This is NOT off-the-shelf equipment. It could be HT synthesis robots; plate readers; robotic arm; TEM; micro-manipulator; surface coater; precision 3D printer; laser etching; parallel computer; specialised mixers, spray dryers, and pilot scale lines; specialised testing kit; fMRI; femto-second laser; or SAXS beamline.
Differentiated methods and software platforms: This is NOT enterprise software packages. It could be measurement techniques; sample preparation methods; new assays; algorithms; simulation operating system; adaptive experimental design; microbial assays; modelling platforms; bespoke Python/R scripts; bioinformatics pipelines.
Skilled technical support staff: These are NOT junior academic staff. They are a repository of specialised expertise and hands-on innovation. They provide a flexible and deployable staff for partners to work with.
Network of equipment and service providers: These providers understand that the shared facility is both a customer of their services AND a means to drive innovation for their business.
Academic thought leaders: In the university these are the premier-league professors with world-class reputations, a proven track record of winning large competitive grants, and an ambition to be the best.
Professional management and business engagement: Staff with a real understanding of technical capability and the needs of commercial organisations.
Chapter 21 of the playbook.
