̽��ֱ�� of Cambridge - Tim Minshall

Cambridge Festival Speaker Spotlight: Professor Tim Minshall

zs332 — Wed, 12 Feb 2025 13:53:56 +0000

Professor Tim Minshall is the inaugural Dr John C Taylor Professor of Innovation at the ̽��ֱ�� of Cambridge, Head of the Institute for Manufacturing (IfM) and Head of the IfM’s Centre for Technology Management (CTM). His research, teaching and engagement activities are focused on the links between manufacturing and innovation.

Changing how we talk — and think — about manufacturing

sc604 — Tue, 17 Jan 2023 15:50:09 +0000

Professor Tim Minshall, Head of Cambridge's Institute for Manufacturing, says it's time for a change in how we talk about manufacturing in the UK - and that means we must change how we think about it as well.

Partnering with local hospitals during COVID-19

lw355 — Tue, 13 Dec 2022 09:20:13 +0000

From developing intensive care equipment to tackling supplies of PPE and oxygen, here's how a group of Cambridge researchers refocused and partnered with local hospitals during COVID-19.

Cambridge engineers recognised with awards for pandemic service

sc604 — Mon, 17 Aug 2020 09:30:22 +0000

̽��ֱ��engineers, from the Institute of Manufacturing and the Whittle Laboratory, are among the 19 winners announced today for exceptional engineering achievements in tackling COVID-19 in the UK. In addition, two Cambridge alumni, Dr Ravi Solanki and Raymond Siems, were recognised for their work with the HEROES charity. In less than two days, their team turned an idea into a platform with genuine impact: a secure website through which more than 543,000 items of much-needed support have been provided to NHS workers, from sustainable PPE to counselling services and child care.

̽��ֱ��awards have been made to teams, organisations, individuals, collaborations and projects across all technical specialities, disciplines and career stages within the UK engineering community who have contributed to addressing the challenges of the COVID-19 pandemic.

Open Ventilator System Initiative

̽��ֱ��team behind the Open Ventilator System Initiative was recognised for their development of a high-performance ventilator for manufacture in low and middle-income countries that became the first intensive care quality ventilator to be manufactured in Africa.

In March 2020, as Covid-19 infection rates were rising dramatically in Europe, the number of infections in many low- and medium-income countries remained low. However, it was predicted that towards the summer these rates would start to increase. This was especially worrying due to the low number of ventilators available in the developing world.

In response to these fears, a team at the ̽��ֱ�� of Cambridge and a number of companies within the Cambridge cluster designed a high-performance intensive care ventilator for manufacture in low and middle-income countries. ̽��ֱ��aim was to develop a ventilator with a price point that was a factor of 10 lower than what was currently available, which could be manufactured from readily available components and which could be manufactured in-country. ̽��ֱ��result was the first clinical grade ventilator to be manufactured in Africa.

An engineering team led by Dr Tashiv Ramsander at Cambridge Aerothermal Ltd was quickly assembled at the Whittle Laboratory, and comprised people from several departments at the ̽��ֱ�� of Cambridge and a range of local companies including Cambridge Aerothermal, Beko R&D, Cambridge Instrumentation and Interneuron.

Together, this multidisciplinary team was able to solve problems such as the design of a pressure relief valve, inspired by the mixing nozzles on the Rolls-Royce Trent 1000 aircraft engine. ̽��ֱ��design removed flow instabilities, resulting in a more stable operation than any commercially available valve.

̽��ֱ��clinically driven design was developed with the help of two senior intensive care clinicians with experience of treating COVID-19. They argued that a design for developing countries needed to be more versatile than the UK government specification and the final design can operate in non-invasive, mandatory or patient-triggered ventilation modes.

For more than eight years the Whittle Laboratory has been developing a rapid technology development process for the aerospace and power generation sectors. During the pandemic this process was switched to develop a clinical grade ventilator within a week and allowing a rapid response to design changes driven by the pandemic, cost reduction and clinical demand.

̽��ֱ��final Open Ventilator design can be manufactured mostly from standard parts, anywhere in the world that it is needed.

̽��ֱ��reach and impact of COVID-19 in developing countries is not yet known, but this new design - the first intensive care quality ventilator to be manufactured in Africa - could prove to be a gamechanger when it comes to a host of conditions including pneumonia, as well as COVID-19. Childhood pneumonia killed 162,000 children in Nigeria alone in 2018.

There are very few ventilators in Africa, due to their high cost, inability to operate in harsh environments and a lack of local maintenance expertise. ̽��ֱ��team realised these problems could be solved by manufacturing the equipment in Africa. ̽��ֱ��Cambridge engineering team assembled a wider manufacturing team that includes Defy and Denel Land Systems in South Africa, Beko R&D and Prodrive in the UK and Arçelik in Turkey. This team delivered the first 20 preproduction ventilators in South Africa in June.

“ ̽��ֱ��result is a design that will save countless lives in the developing world where ventilators are scarce and many that exist cannot achieve the quality of performance that the Open Ventilator offers,” said Professor Richard Prager, head of the Department of Engineering. “It is a scalable solution. ̽��ֱ��high-performance open-source design will enable companies across the world to make systems wherever they are needed, and at a price that is compatible with the local healthcare systems.”

Institute for Manufacturing

̽��ֱ��IfM team helped local hospitals to make the best use of their resources, streamlining logistics for sourcing and storing vital PPE, informing decision-making on emergency demand, and developing a ventilator sharing system to be used in emergencies.

As hospitals scrambled to make the necessary operational changes needed to accommodate COVID-19 patients, a team of staff and students from the Institute for Manufacturing (IfM) at the ̽��ֱ�� of Cambridge was there to help. Working with clinicians and senior healthcare managers to assess the immediate and emerging operational challenges facing local hospitals, they identified where these could be addressed through the application of engineering capabilities and coordinated the roll-out of solutions.

̽��ֱ��IfM team addressed three groups of tasks between March and May in the areas of hospital logistics, personal protective equipment (PPE) delivery and intensive care unit (ICU) equipment development.

In the hospital logistics area, the team applied industrial engineering approaches to COVID-related challenges including modelling in-hospital patient flows, redesigning COVID-19 testing procedures and managing oxygen supplies to the wards.

Understanding oxygen flow through the local hospital involved examining pipes and their layout, then analysing usage by ventilator type and patient need, as well as modelling supply and demand. ̽��ֱ��in-depth work of the IfM team enabled the hospital’s clinical and estates teams to identify and address various bottlenecks and improve operational efficiency.

̽��ֱ��team also looked at the design, setup and management of a temporary logistics hub for coordinating the delivery of millions of items of donated PPE and assessed the production capabilities of local manufacturers to increase flexibility of PPE supplies for local hospitals.

In conjunction with anaesthetists at Royal Papworth Hospital, they also devised an active ventilator sharing system in case there were not enough ventilators available during the COVID-19 outbreak. This involved the accelerated design, prototyping and in-hospital testing of an active ventilator sharing system in just four weeks.

Duncan McFarlane, Professor of Industrial Information Engineering at the IfM, led the team as they engaged with senior clinical and management teams within local hospitals to understand their needs and implement effective and collaborative ways of working. This involved joining the hospital's regular operations planning meetings and running daily project reviews with key hospital personnel during the peak COVID-19 surge, as well as working directly with clinicians in areas such as COVID-19 test processes, ward oxygen supply, and equipment design.

̽��ֱ��IfM team helped local hospitals make the best use of their resources and streamlined logistics for sourcing and storing vital PPE and other issues, enabling healthcare providers who were already feeling the strain to address pressing operational challenges.

In addition, the IfM provided analytical approaches for informing decision making at Cambridge ̽��ֱ�� Hospital (CUH) on emergency demand. ̽��ֱ��Trust is also using the team’s findings to forecast changes to demand for beds, equipment and staff when social distancing measures are relaxed or modified further. ̽��ֱ��hospital said the engineers brought diversity of perspective and a joint CUH–IfM panel has been initiated so that the hospitals and the IfM can continue working together for mutual benefit after the pandemic.

“ ̽��ֱ��team gave key support efficiently and skilfully when it was most needed, with no fuss and maximum impact: engineering at its best,” said Professor Prager. “ ̽��ֱ��team found a way to work with the clinicians without taking up too much clinical time. They found the problems that needed solving and got on with solving them. They stepped up when they were needed and made a real difference. For this, we should be proud of them.”

Professor Tim Minshall, Dr John C Taylor Professor of Innovation and Head of the Institute for Manufacturing, said: “It makes me so proud to see the way in which our students and staff – academic, research and administrative – were able to rapidly understand and help address the operational challenges facing the amazing teams at Addenbrooke’s and Royal Papworth during this crisis.

“We are also delighted that there is such enthusiasm from both CUH and the IfM to build upon this experience and to develop ongoing collaboration in applying industrial engineering capabilities to healthcare system needs.”

How you can support Cambridge's COVID-19 research effort

Donate to support COVID-19 research at Cambridge

Two teams of Cambridge engineers have been recognised by the Royal Academy of Engineering for their work during the COVID-19 pandemic with the President’s Special Award for Pandemic Service.

Jude Palmer/Royal Academy of Engineering

̽��ֱ��OVSI team

̽��ֱ��text in this work is licensed under a Creative Commons Attribution 4.0 International License. Images, including our videos, are Copyright © ̽��ֱ�� of Cambridge and licensors/contributors as identified. All rights reserved. We make our image and video content available in a number of ways – as here, on our main website under its Terms and conditions, and on a range of channels including social media that permit your use and sharing of our content under their respective Terms.

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Skilling up, smart

sc604 — Mon, 04 Mar 2019 07:58:59 +0000

Five years ago, 3D printing was hailed as a technology that would fundamentally transform the way that most things are made: the hype cycle was in full gear. Breathless columns were written about a world where Star Trek-style replicators would be in every home, and no less a figure than former US President Barack Obama claimed that 3D printing would change manufacturing forever.

Fast-forward a few years and, while 3D printing has advanced rapidly, many companies still aren’t sure whether they should use it, how they should use it and what skills they need to use it effectively.

Tim Minshall, the Dr John C Taylor Professor of Innovation and Head of Cambridge’s Institute for Manufacturing (IfM), likes to use the example of 3D printing to illustrate the challenge that the East of England – and the UK at large – has with skills. With funding from the Engineering and Physical Sciences Research Council (EPSRC) and the Economic and Social Research Council (ESRC), he has been studying the potential impact of 3D printing on companies of all sizes, including some in the local region.

When a new technology is developed, among the first questions often asked are: how many jobs will it create as new business opportunities are realised, and how many people need to be trained to capture these opportunities? But according to Minshall, when it comes to acquiring the right skills to best exploit new technologies, those are the wrong questions.

“New technologies come along and we think we need new skills to be developed to use them when the truth is, it’s knowledge about these technologies that needs to be developed – and that’s a more difficult problem,” he says.

“If you’re a small manufacturing firm, and you’ve been doing business in a broadly similar way for decades, and then someone comes along and tells you that you need to get on board with this new technology or you’ll be left behind, how do you know whether that’s actually true? Should you buy the new solution that’s being offered to you, and if you do, do you need to retrain all your staff, or even recruit new staff, to make sure you’ve got the skills to be able to use it?”

According to Minshall, companies need to be asking who needs to know about the technology, and what they need to know.

“If a company invests in a new technology but hasn’t thought about these issues, it could be a disaster for their business,” says Minshall. “We run research projects that aim to help companies of all shapes and sizes, but in particular smaller ones, to develop the skills and capabilities they need to adapt to these technologies.”

Minshall’s colleague Professor Duncan McFarlane is working on such a project. Also funded by the EPSRC and in collaboration with the ̽��ֱ�� of Nottingham, the three-year Digital Manufacturing on a Shoestring project is looking to help small and medium-sized enterprises (SMEs) use digital information to enhance their manufacturing operations.

“In Cambridge and the surrounding area, there are two fundamentally different types of SMEs: the small manufacturers who make things and the solution providers. ̽��ֱ��programme aims to support both of these types of SMEs.”

One of the aims of the Digital Manufacturing on a Shoestring project is to provide SMEs locally and across the country with the building blocks to make the right solutions for them.

“We want to get straight to the heart of the digital challenges that manufacturing SMEs are trying to overcome,” says McFarlane. “SMEs want inexpensive and easy digital manufacturing solutions: they haven’t got large specialised IT departments. There are numerous examples of companies investing into digital solutions which turn out to be no benefit at all because they haven’t been developed in line with their needs, and they haven’t got the right skills to use them effectively. And if we can engage local IT solution providers in developing these right solutions then it will be a double win!”

UK government policy is focused on improving productivity through its Industrial Strategy, which is “backing businesses to create good jobs and increase the earning power of people throughout the UK with investment in skills, industries and infrastructure.”

McFarlane says that the approach he and his team are developing could help manufacturers be more effective, which could, in turn, help productivity numbers. “We’re approaching SMEs who have productivity challenges to help them understand to what extent digital or automated solutions could help them if they can afford them, and then we are helping them piece together low-cost automation solutions,” he says. “In particular, we are making use of non-industrial digital technologies – low-cost computing, WiFi cameras, voice recognition systems – because they are cheap and getting cheaper.”

While the Digital Manufacturing on a Shoestring project is fundamentally research, McFarlane says there is also a technology transfer aspect to their work, as they try to find the best fits between the digital requirements of different types of SMEs and the low-cost solutions under development.

In 2016, in collaboration with the government’s Department for Business, Energy and Industrial Strategy, researchers from Cambridge’s Centre for Science, Technology & Innovation Policy (CSTI) in the IfM developed and ran a pilot project that also tried to match up skills and industries, but with a policy slant. Their case study for this ‘industrial-innovation system’ approach was Agri-Tech East, a membership organisation comprising farmers, growers, scientists and entrepreneurs in the East of England focused on innovation in agri-tech.

“We wanted to quantify what this region is really good at in order to drive innovation,” says Dr Carlos López-Gómez, who led the research and is currently Head of the Policy Links Unit at IfM. “In the East of England, we tend to focus on our strengths in science and assume that new industries will flow from that. But, quite often, innovations come from established industries. Our approach allows for a better alignment between distinctive regional capabilities and promising areas for future specialisation.”

According to López-Gómez, priorities for existing regional innovation strategies are too generic and don’t give enough consideration to existing regional economic and innovation structures, or are simply replicated from elsewhere.

For the pilot project involving Agri-Tech East, the researchers found that modern industries increasingly cut across sectors and technologies. By carrying out a comprehensive mapping exercise, they identified various opportunities in the East of England’s agri-tech sector. These were in the arable and horticultural crop sectors, across various stages of the value chain, and were in a combination of disciplines, in particular, plant sciences and engineering. Five ‘smart specialisation’ opportunities, including robotics, remote sensing and smart irrigation, were selected for further analysis.

“Claiming you are world class in everything will not be believed, and therefore in an emerging sector like agri-tech it is vital that we collectively agree where our real strengths lie,” says Martin Collison from regional consultancy firm Collison and Associates Limited, who participated in the pilot project. “ ̽��ֱ��Cambridge-led project brought together a wide cross-section of partners to identify where the East of England has particular strengths in agri-tech, and this will support our ability to attract companies and investment to the area.”

“At the end of the day, digital manufacturing and other emerging technologies are just another tool in the toolbox, but they do raise a lot of interesting business and policy issues,” says Minshall. “By looking at those issues, we realise that there are all sorts of problems that require regional and national-level solutions. One of the most important of these is how do we know what skills are needed by who and how they get them. Technology is moving so fast, and businesses want to find the areas where it will be of most benefit to their particular situation.”

Businesses need the skills to adapt to new technologies, such as 3D printing, but when they emerge fast and change quickly, how do workforces plan for the future? ̽��ֱ�� researchers are collaborating with small and medium-sized enterprises in the region to help find the best upskill strategies for driving innovation.

Technology is moving so fast... how do we know what skills are needed by who and how they get them?

Tim Minshall

Image by mohamed_hassan on Pixabay

Printer 3D technology

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Cambridge appoints new professor of innovation

sc604 — Thu, 14 Sep 2017 07:53:10 +0000

Prior to joining Cambridge’s Institute for Manufacturing in 2002, he worked as a manager and then a director of the St John’s Innovation Centre – one of Europe’s most successful incubators for technology-based start-ups. Since joining the ̽��ֱ��, he has played a very active role in the development of innovation and technology management activities throughout the ̽��ֱ��. He also works closely with companies in the Cambridge cluster, the largest and most successful technology cluster in Europe. He has been involved in a broad range of regional and national policy activities to support innovation.

“This professorship presents an extraordinary opportunity to address how we define and develop the innovation skills and capabilities of engineers so they can address economic and social needs: a challenge that has become critical for the UK given the current global economic and political context,” said Dr Minshall.

In addition to his research in technology and innovation management, Dr Minshall is also a committed teacher and supporter of engineering outreach to the public. He teaches undergraduate and postgraduate students at the ̽��ֱ��, runs outreach programmes with local schools, and mentors students and researchers to develop their public engagement skills. “ ̽��ֱ��development of future engineers is at the heart of my work,” he said.

In his new role, Dr Minshall will continue to build on his strengths in innovation and technology management, both in the ̽��ֱ�� and in the UK more broadly.

“ ̽��ֱ��UK has long been superb at invention – the creation of new ideas – but we need to develop a generation of engineers able to create and capture value from these new ideas, and provide these innovators with the capabilities to respond to future challenges and opportunities throughout their careers,” he said. “This requires us to take a much more joined-up, long term view of technology, management and policy issues.”

“We're working very hard to make sure that we end up with technologies that change the way the world works,” said Professor Andy Neely, Pro-Vice-Chancellor for Enterprise and Business Relations.

̽��ֱ��new professorship has been made possible thanks to a generous donation of £2.5million from Dr John C Taylor OBE, one of the most successful British inventors of the last 50 years.

“You’ve got to have people who move the world forward: innovation is essential to trade, industry and the economy,” said Dr Taylor. “I trust that the new professor of innovation will help people actually create and do things that will improve the world. ̽��ֱ��British are renowned for their creativity but all too often their invention is commercialised by other countries.”

Dr Taylor, who is a Fellow of the Royal Academy of Engineering (FREng) made his name creating small electrical components that are vital to many pieces of technology. Early electric kettles would not turn off when the water was boiling, meaning that they needed constant supervision and were in danger of melting and starting fires if they were not properly attended. Dr Taylor created the solution to this problem: by supplying a small, bimetallic thermostat to domestic kettle makers which would switch off the kettle element when the water started to boil. This invention did not dictate the vessel design, being suitable for metal and plastic jugs and kettles, providing a universal solution to manufacturers.

Having continued to innovate throughout his life, Dr Taylor now has over 400 patents to his name. In 2008, he created and donated to his former college the popular Corpus Chronophage Clock, positioned outside the Taylor Library at Corpus Christi College, Cambridge, which has now become one of the city’s most popular tourist attractions.

̽��ֱ��new professorship, which has been endowed in perpetuity, will combine teaching and research to ensure young engineers combine innovation with practicality when approaching design.

Professor David Cardwell, Head of the Department of Engineering, said: “We are extremely grateful for this generous benefaction from Dr John C Taylor and honoured that this professorship will not only bear the name of such a distinguished inventor and engineer, but will help future generations to follow in his footsteps.”

Inset image: (L-R): Dr John C Taylor, Dr Tim Minshall, Professor Andy Neely. Credit: www.johnctaylor.com

Dr Tim Minshall has been appointed as the inaugural Dr John C Taylor Professor of Innovation at the ̽��ֱ�� of Cambridge, a new post that will build on the ̽��ֱ��’s strengths in science, engineering and entrepreneurship. Dr Minshall, who is currently Reader in Technology & Innovation Management in the Department of Engineering and Fellow of Churchill College, will take up his new post on 1 October.

This professorship presents an extraordinary opportunity to address how we define and develop the innovation skills and capabilities of engineers so they can address economic and social needs.

Tim Minshall

̽��ֱ�� of Cambridge

Tim Minshall

̽��ֱ��text in this work is licensed under a Creative Commons Attribution 4.0 International License. For image use please see separate credits above.

Yes

What is knowledge transfer?

ns480 — Wed, 27 May 2009 11:34:22 +0000

It’s all about the transfer of tangible and intellectual property, expertise, learning and skills between academia and the non-academic community. It’s also well recognised by government and funders as an important return on the UK’s investment in academic research, one that provides a significant driving force for enhancing economic growth and societal wellbeing. For academics, KT can be a way of gaining new perspectives on possible directions and approaches for research. This two-way exchange element of KT is at the heart of successful and sustainable collaboration.

Academics are often asked to consider the potential audiences, impact and applications for their work, and increasingly there are opportunities to apply for grants specifically with non-academic collaborative partners. In response, Research Councils UK (RCUK) has recently launched the RCUK Knowledge Exchange and Impact as a single point of access for those interested in KT schemes and activities.

Making the most of research

Discussion around KT often focuses on the formation of spin-out business, or the licensing of intellectual property (IP), based on the outputs of university science and technology-related research. Although these are vitally important areas, KT actually encompasses a much broader range of activities and is not limited to the science and technology disciplines. In terms of activities, KT can be split into six types:

People: When students graduate and join the workforce, they bring with them new knowledge and are effectively helping to ‘regenerate the gene pool’ of industry. ̽��ֱ��temporary placement of students and graduates in companies or in the public or voluntary sectors can be a more directed way of exchanging knowledge on a shorter term basis. One of the longest standing schemes is Knowledge Transfer Partnerships funded by the Technology Strategy Board and supported by most UK Research Councils.

Publication and events: Knowledge is transferred through publication of research outputs, and through events and networking. In Cambridge, events can vary from Horizon Seminars (which provide a first look at new findings and developments at the ̽��ֱ�� and are organised by Research Services Division) to the Corporate Gateway (offering a bespoke programme of customised meetings with leading ̽��ֱ�� researchers and new technology companies in Cambridge).

Collaborative research: This is a powerful means of creating opportunities for innovative knowledge exchange. In Cambridge, examples include the Cambridge Integrated Knowledge Centre (CIKC), which brings together ̽��ֱ�� research, industry secondments, business acumen and manufacturing expertise to help those with exploitable concepts to achieve commercial success in photonics and electronics; and the Institute for Manufacturing (IfM), which creates new ideas and approaches to modern industrial practice – from understanding markets and technologies, through product and process design, to operations, distribution and related services. As a whole, the ̽��ֱ�� typically engages in 650 research agreements, worth £22 million, with industry annually.

Consultancy: ̽��ֱ��provision of domain-specific expert advice and training to external clients by university staff can be a very effective KT mechanism – it can provide a platform for the exchange of both explicit and more tacit knowledge, and a window on areas of possible collaboration. Support for consultancy is one service offered by Cambridge Enterprise Ltd. ̽��ֱ��IfM also disseminates its research outputs through consultancy services provided by the ̽��ֱ��-owned company IfM Education and Consultancy Services Ltd. Together, Cambridge Enterprise and IfM provide consultancy support to more than 200 companies annually.

Licensing: Licensing the right to use specific research outputs (IP such as patentable ideas) is an important KT mechanism. Information on IP that is available for licensing is accessible through various websites, but successful licensing arrangements are long-term relationships often leading to research collaborations and individual contacts. Licensing is a key area of activity for Cambridge Enterprise, with about 50 new commercial agreements closed annually and a portfolio of over 450 active licence agreements.

New businesses: Bringing research outputs to market through the formation of a new business can be particularly appropriate when the application represents a ‘disruption’ to the current market or sector, or where there isn’t any obvious external partner to whom the idea could be licensed. New businesses based on research outputs often build their business models around collaboration with larger, established firms to access expertise, equipment and routes to market. Cambridge has a well-developed ecosystem for supporting this, including student business-plan programmes, area angel networks and access to capital through Cambridge Enterprise Seed Funds (see: ie.cam.ac.uk).

KT is a contact sport

Three key factors seem to underpin successful KT. First, it’s not a ‘zero cost’ activity; it takes effort and time to make it work. Second, it is a ‘contact sport’; it works best when people meet to exchange ideas, sometimes serendipitously, and spot new opportunities. Third, it needs practical, timely and active support at an institutional level – within companies and universities – encouraging a culture of open access and open innovation.

Knowledge transfer (KT) is a term used to encompass a very broad range of activities to support mutually beneficial collaborations between universities, businesses and the public sector.

KT is a ‘contact sport’; it works best when people meet to exchange ideas, sometimes serendipitiously, and spot new opportunities.

Tim Minshall

ExerciseEngineering from Flickr

Happy young business woman shaking hands with another female

Examples of support for KT in Cambridge

Student recruitment and student projects

Direct recruitment of Cambridge graduates: www.careers.cam.ac.uk
Hosting of student or graduate projects: www.ifm.eng.cam.ac.uk/working/studentprojects
Knowledge Transfer Partnerships: www.research-operations.admin.cam.ac.uk/major-funders/knowledge-transfer...

Public availability of research results, events and networking

Direct access to research outputs: www.cam.ac.uk/research
Events and networking: www.cambridgenetwork.co.uk/events; www.cambridgenetwork.co.uk/corporategateway

Collaborative research

Setup of collaborative research projects: www.research-operations.admin.cam.ac.uk

Licensing of research outputs

Working with ̽��ֱ�� inventors to license patentable ideas to new and existing companies: https://www.enterprise.cam.ac.uk/for-external-organisations/available-technologies/

Formation of new businesses

Support to assist with new business formation: www.enterprise.cam.ac.uk; ie.cam.ac.uk

For more information, please contact the author Dr Tim Minshall (thwm100@eng. cam.ac.uk) at the Centre for Technology Management in the IfM. Dr Minshall has extensive experience of supporting industry–academic collaboration, technology transfer and open innovation.

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