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Innovation Management

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Defining Your Goals provides points and timelines to consider when developing an innovation management plan for your project. 

UO Policies is an overview of the University of Oregon's rules and policies related to innovation and intellectual property, with links to other policy-related sites. 

Understanding IP covers the basic concepts and instruments used for intellectual property (IP) management in universties, and includes sections on:

Intellectual Property Management at UO
    Intellectual property is a societal innovation to manage relationships among competing groups by defining a role for creators, enforceable by statute and contract.
    Dr. Gerald Barnett, Research Technology Enterprise Initiative (rtei.org)

As part of the academic research enterprise, our office works with intellectual property as a tool to connect research to the community. Information assets are central to knowledge economies and we focus on developing those assets created at the University of Oregon while implementing transactional models that accelerate the utilization of UO research and scholarship.

    Asset management means developing programs that advance the impact of research. Of particular importance is the conversion of research artifacts to tools, and tools to libraries of resources.  From this perspective, new technology is composed of a fabric of inventions, insights, tacit knowledge, and data.  While some research assets may move directly into existing value chains, others are best used to develop new platforms.
    Dr. Gerald Barnett, Research Technology Enterprise Initiative     
Innovation management is the means by which the University of Oregon prepares and deploys the creative output of its researchers and scholars for maximum public benefit.

In a university context, innovation management relies on the principles of academic excellence, sound contracting and public benefit. We are fortunate to have an abundance of world class educators and researchers at the University of Oregon who attract interest from all around the world in their creative works and talent. In seeking to transfer that knowledge, it is important to recognize that an innovator's relationships with students, collaborators at other institutions, or industry are often very different. Understanding the audience (whether an entrepreneur, large company, outside collaborator, or the public) and proposed relationship is an essential component in determining the best pathway for innovation management.

Sound contracting distinguishes simple from complex relationships and creates a platform for defining and managing the expectations of UO innovators, industry and the public, in order  to effectively ensure that cutting edge innovation is adopted for the benefit of the public.