To extend that conclusion, consider north California universities such as Stanford which for many continue to provide the exemplar. They benefit from:

• enormous, unprecedented government demand, eg U.S. defence industry R&D from 1950s onwards in California;

• enormous endowments and people networks in one of the biggest economies in the world;

• engagement by local industry in participating in university spin-outs and start-ups; and

• local venture capital firms which have evolved to service those businesses.

These bullet points seem to sometimes mean universities such as Stanford stick to the classic university role rather than trying to operate as an entrepreneurial business.

From a lot I’ve read universities like Stanford and MIT have operated and grown the following virtuous circles:

• provide A-grade educators & education >
• establish spin-outs and start-ups >
• allow management buyouts or takeover >
• receive kudos and endowments from grateful alumni >
• attract enthusiastic students.

There’s a lot more helping those “model” IP generation and commercialisation universities. Cultural factors seem central, and they are perhaps the hardest to read, understand or measure. I need to finish my reading on this subject of cultural factors.