In Year 1 the project executed WP2 Scenario definition and WP 3 Technology Trends.
WP2 explored the 3 main scenarios (Classical Plus, Co-creation and Crisis) and relevant sub-scenarios. This was done through a mixture of direct engagement with stakeholders and some desk research to place findings in the wider context.
Under WP2 three SIGs (Special Interest Groups) were established – one for each of the 3 scenarios. Members were drawn from the relevant communities and included representatives of the quad helix. The experience of members, along with knowledge from the PP (Project Partners) was used to identify relevant examples of intellectual assets generated and then licensed under the three scenarios where the associated processes and intervention points could be mapped and analyzed. The results formed the basis for D2.1. Report on scenarios and intervention points.
Extended case studies were developed. A special emphasis was placed on Good Practice transfer paths e.g. understanding the necessary framework conditions for successful adoption. The case studies were developed in close collaboration with their originators, and approvals were obtained for all those to be disseminated. These case studies formed the basis for D2.3: Report on analyzed case studies with GP transfer paths.
A second set of case studies was developed to illustrate new drivers for enterprises licensing that go beyond simple economic gain from industrial property rights including the need to reflect Environmental, Social, and Governance (ESG) factors in a business strategy and new ways to use R&D Tax Credits. These case studies form the basis for D2.2. Report on drivers for enterprises.
Under WP3 the partners explored new trends in technology that may have an impact on both licensing practices and technology to be licensed. This included changes in the legal environment including the introduction of legislation to regulate use of AI. The results were summarized in D 3.1 Report on technology trends. We also identified and explored examples of how technology is changing licensing practices. By engaging with the SIGs, technology suppliers and end users they produced a series of comparative case studies to support others to make informed decisions on whether to adopt new technology. These form the basis for D3.2 Report on analyzed case studies with GP transfer paths.
The combined outputs of WP2 and WP3 allowed us to define the structure and content of the tool-box to be developed in Year 2 under WP4.
Building upon WP2 and WP3 during Year 1, Year 2 activities up to Month 18 of WP4 focused on the systematic identification, development, and initial structuring of the Toolbox components.
The prior work conducted in WP2—particularly the definition of scenarios and mapping of key intervention points—provided the conceptual framework necessary to guide tool development. Based on the 3 defined scenarios, as well as the associated licensing pathways and needs identified through SIG engagement and case studies, a set of relevant tools was proposed.
Once the preliminary tool list was agreed upon, tools were allocated to the partners according to their expertise and relevance to the intervention points. Each partner has been responsible for the development and documentation of their assigned tools, ensuring coherence with the intended scenario, licensing purpose, and innovation stage.
Throughout this process, coordination was maintained to ensure consistency in format and content across all contributions. The resulting outputs were consolidated into the first draft of the Toolbox, which is described in Deliverable 4.1: Report on Provisional Toolbox.
The first subtask of WP5, focusing on the development of a long-term, sustainable business model, has been initiated. A dedicated working group has been established to support business plan development, bringing together partner expertise to define the core components of the model. Initial elements have been identified, and work on a first draft of the business plan is currently ongoing. Alignment with upcoming activities, such as training programme development and accreditation, is already being considered, as these may have an impact on the business plan at a later stage.
