Week 4:2

There are some job titles that are so perfect that they become less than the subject that they describe.  How about “Business Development Manager”, BDM?  The words are flat, like cardboard.  I used to work with one when I was a Business Analyst and this morning, at Working With Newcastle  a joint Newcastle Science City, Newcastle University event I met a bunch of BDM’s from Newcastle University; if the job title is cardboard then these people are the origami.  To be effective at the job a BDM must know: who knows what + and who needs what = bring together the “have knowledge” and the “needs knowledge”.

One has to find people with knowledge that wants to develop – one way or another.  It is all in relationships, the links between people, and active networks. Then you want to turn those links into business – into money – and that can so easily seem venal.  But it is not.  Mostly because the successful BDM relies on repeat business and repeat business relies on honesty, transparency and a willing seller, willing buyer principle.

Advice to Businesses by Tommy Lovell of Kablefree.  His point of view.  Universities have brilliant minds and knowledge that is different from yours.  When approaching a university for collaboration then you should have an existing conundrum, a problem that needs solving.  Work at understanding what strengths the University has.  Stay in touch with them even while you do not have a problem because then, when you do that, something can spark.  Keep yourself aware.  Then.  How do you work with the university and get a product out at the end?  You must know what you want.  Do not let them manage the project because if you let them run it you will end up with a research project.

 I wonder whether researchers on the whole would have a problem with this description.  Tommy is very positive about working with Universities; it’s just that he is clear about what he sees as the strengths that each partner has.