People are not made into translational scientists and entrepreneurs but there are ways to motivate potential innovators. Researchers will be more likely to support and take up T3I activities if they see commercialisation as:
- the way to take forward and apply research
- increasing resources for research
- increasing independence and freedom
- a boost to prestige and reputation
- generating personal revenue
Personal incentives are vital in attracting people to T3I activities, and returns from successful T3I outcomes should be widely and proportionally shared between individuals, laboratories and the Institute.
The long timescales (10+ years) involved in translation must be recognised and acknowledged in considering institutional and researcher commitment and outputs. Measurements of success for researchers involved in T3I activities differ from basic research as the timelines and outputs vary considerably. Evaluation of researchers should be carefully considered, and include contributions arising from T3I as well as basic research outputs.
The measures of outputs from T3I activities are crucial in influencing organisational behaviour. It will be important to develop ways of demonstrating the value and potential impact of T3I activities, to complement standard quantitative measurement of activities.
There is a need to have internal mentors, advocates and champions for translation. Internal successes are the best stimulus and should be endorsed and publicised. Having world class scientists who have been highly successful at translation to guide and mentor is a way to provide role models and gain momentum.
Developing the multidisciplinary nature of the Institute will be vital for generating new translation and commercial opportunities in addition to stimulating new scientific ideas.
Training in leadership, translation, business skills and clinical education through mentoring, seminars and extra-curricular programmes is necessary to give researchers the skills they need to engage in T3I activities.