Collaborative relationships with industrial partners
The Industrial Agreements Office is focused on post-contractual partnerships management from financial to project’s support and alliance.
The Industrial Agreements Office takes care of all industrial, ongoing or closed, agreements: licenses, R&D collaborations, MTAs (download templates MTA in and MTA out), consulting, co-ownership as well as follow up of the inventors.
Each industrial collaboration or patent license agreement is lead, within our team, by an alliance manager who leads steering committees and conducts meetings with each of our licensees each year.
Business and financial cases
For each contract, the Industrial Agreements Office implements the financial resources required to meet partnership objectives and monitors partner’s contributions (deliverables, human resources, cash, knowledge, intellectual property, equipment). The office works jointly with the Financial Department and the Principal Investigator.
Researchers from various national and international research organizations are involved in our scientific teams, so our patents are frequently held in co-ownership. As a source of technological wealth, these patent ownership shares may give rise to complex legal and financial issues. The Industrial Agreements Office decreases this co-ownership hurdle by directly interfacing with the co-owners for all aspects of the contract’s management.
Our acknowledged proficiency in documenting and handling relationships with co-owners allows industrial partners to have a single interlocutor while having access to technologies developed by different academic actors.
The role of the Industrial Agreements Office is to keep the partnership equity in the distribution of responsibilities, investments, risks and benefits.
The precise knowledge of the Institut Pasteur's projects and researchers, as well as the needs of the industrial partners and the general market priorities, allows the Industrial Agreements Office to assess the value generated by the projects, have a role of conciliator, support the scientists and perpetuate relationships with the partners.
In order to build a strong, dynamic and long-term alliance with industrial partners, the operational and executive management of the partnership is based on:
precise and long-term operational planning of the project. The creation and assurance of performance metrics (set up with the Financial Department) will assure the partnership is tracked and modified as needed.
Alliance governance capable of defining the purpose of the partnership, managing outcomes, goals and critical success factors by ensuring its organizational alignment, and monitoring performance metrics and value generated, etc. The legal agreement is completed by alliance goals.
Launch and management: kick-off meetings organized internally and/or with partners for each new industrial collaboration. These administrative and financial kick-off meetings aim to formalize a project team and to start with a common level of information for all stakeholders on the framework, on financial and administrative resources and on scientific and societal issues of the project.
flexibility: at some point, the contract and the intention of the alliance may change or not achieve the required results. Our close relationships with scientific and industrial partners allow us to be aware of the need for change.