The Keys to Effective Partnerships Between Industry and Higher Ed
The manufacturing sector increasingly needs higher ed. And higher ed should increasingly embrace partnerships with industry.
From talent development needs to changing demands on business processes, industry has business needs that higher ed allies can help address. At the same time, higher ed’s ability to be an effective industry partner requires consistent linkage and two-way feedback that equips colleges and universities to grow and adapt alongside the rapidly changing needs of a multinational manufacturer.
But how to make the most of said partnerships? What are the building blocks of collaboration between higher ed and industry? And how can industry maximize, and measure, the outcomes of its engagement with higher ed peers?
These are the questions that more of us — in boardrooms and among university faculties — should be asking.
Yet, there are at least four key principles that hold true regardless of industry sector and of geography.
First, understand what drives your key stakeholders.
Partnerships are inherently two-way streets and understanding how each stakeholder defines success is essential. Whether it’s a joint venture between two manufacturers, joint programs between two universities, or partnerships between academics and industry, direct communication about goals and motives can set the foundation necessary to be effective.
Ultimately, the power of an effective partnership comes from a relationship where success from one stakeholder drives success for the other.
Second, remember that the most successful partnerships should benefit far more than two parties.
Collaboration — and particularly long-term partnerships — must extend beyond the two primary collaborators. Only then will the impact have a positive multiplying effect on both organizations.
Consider an aerospace manufacturer that turns to higher ed for help in implementing a new manufacturing process. The need for new intellectual property may be most pressing, but the company may also turn to its university colleagues for help in recruiting talent or developing its existing staff.
Conversely, the university partner may be willing to take the lead in developing technology or testing new processes precisely because it can enlist students in the process and — ultimately — help them secure opportunities for post-graduate employment.
Third, be willing to consider unorthodox partners.
The lines between higher ed, industry, government and society at-large are increasingly breaking down. And that’s a trend we should welcome because — together — these four sectors create an ecosystem that can drive economic vitality. Partnerships need not draw on all four directly, but their impact will be felt across other sectors and some of the strongest partnerships may come thanks to non-traditional alliances.
And fourth, partnerships must have depth.
From adapting to changing needs and demonstrating agility, to providing constant communication about progress and results, there must be an investment in the time and effort needed to realize success. Critically, this also means that partnerships must be evaluated for their effectiveness as well as their sustainability.
This often means starting small. At my institution, we’re in the midst of a pilot initiative with Medtronic and U.S.-based St. Cloud State University to develop a graduate level program in medical manufacturing technology to meet an acute talent need faced by the company.
Launched in 2017, the program will graduate 13 students. Thanks to clear metrics, ongoing oversight from senior leaders at Medtronics, and ongoing course-level evaluation, the joint team has been equipped to refine the program further — creating a model that can not only support additional Medtronics employees but be applied to other sectors as well.
Alliances like this one are not only increasingly common, but increasingly necessary. And with clear goals, careful analysis, a willingness to take some risk, and a commitment to doing the leg work, we can make sure these partnerships yield results for all parties.
Jorge Sosa is Dean of the College of Engineering at CETYS University
