Dec 04 2024 51 mins 2
The role of Chief Innovation Officer is transforming the way universities approach innovation and entrepreneurship. Once confined to the corporate world, this position is now becoming a cornerstone of academic leadership, enabling institutions to centralize their efforts around economic growth, interdisciplinary collaboration, and societal impact. Universities like MIT, Penn State, and Tulane are embracing this change, appointing CIOs to streamline activities across departments and amplify their influence on both campus and community.
Today, I’m joined by Kimberly Gramm, Chief Innovation and Entrepreneurship Officer at Tulane University, and Glenn Gardner, President of Gardner Innovation Search Partners. Kimberly is a powerhouse in early-stage technology development, having overseen the creation of over 300 startups that collectively raised $470 million in investment capital. At Tulane, she is building an entrepreneurial pipeline and leading initiatives like the NSF-funded Fuel project, a $160 million effort focused on energy transformation.
Glenn, with over 24 years of experience in recruiting innovation leaders, provides valuable insights into how this role is evolving and what it takes to succeed in bridging academia and industry.
In this episode, we unpack the strategies behind fostering innovation ecosystems, breaking down silos in academic settings, and creating seamless partnerships between universities and industry. They explore how CIOs are reshaping university culture, driving technology commercialization, and addressing some of today’s most pressing societal challenges.
We dive deep into the growing importance of the Chief Innovation Officer, offering a fresh perspective on how universities can maximize their potential and lead the way in global innovation.
In This Episode:
[00:52] The role of CIO or Chief Innovation Officer is gaining traction in universities.
[03:47] Kimberly breaks down what started the shift in academia.
[07:06] Glen shares what he's seen including breaking down silos.
[08:18] In academia the focus is on research and education and societal impact. Goals include fostering interdisciplinary collaboration.
Success is also measured through longer term outcomes.
[09:47] The mission of academia and academia innovation is impact. It's also about finding and retaining the best faculty.
[11:29] The vice provost for research can focus on research while the CIO can focus on innovation.
[12:17] Having a CIO helps streamline decision making and coordination.
[14:21] Kimberly talks about focusing on societal needs.
[15:25] According to Glenn, de-risking is moving more towards the universities, and the tech transfer and corporate engagement offices are working more closely together.
[19:05] Seamless integrated innovation breeds success.
[20:12] It's important to find out who has the relationship with industry and find the problems that need solving.
[21:02] NIH and NSF funding is going down, so it's more important than ever to have industry collaborations.
[21:47] Kimberly shares an example of this in action where they have a cooperative agreement with the technology development arm of the energy engine in Louisiana. They were given $160 million and the state matched another 68 million.
[24:54] Kimberly outlines support and alignment for the CIO role in universities. She has worked at three different universities. Strong leadership support and executive backing is first and foremost. Defining metrics is also critical.
[28:39] Glenn emphasizes the importance of executive buy-in.
[31:05] The board at Tulane wanted to participate in innovation and entrepreneurship. This led to a framework of success and putting the right puzzle pieces in place.
[37:11] Specific strategies for implementing a CIO at a university. Number one is building trust in relationships.
[41:45] Glenn talks about how a hospital system views Innovation compared to a university.
[42:51] Glenn talks about how this role is necessary to keep up. The bar is raised. Even organizations that don't have this role, have people acting in the role.
[44:07] Glenn shares the qualities that make an ideal CIO. It's a diverse skill set. We need more people from the business side.
[46:05] It's about change management expertise and cultural transformation in complex organizations.
Resources:
Kimberly Gramm, MBA, PhD - Tulane University Innovation Institute
Kimberly Gramm, MBA, PhD - LinkedIn
Glen Gardner - Gardner Innovation Search Partners
The Rise of the University Chief Innovation Officer
