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HP Nanotech Partnership with CNSI Case Solution

Solution Id Length Case Author Case Publisher
1326 688 Words (3 Pages) Lee Fleming, Marie Thursby, James Quinn Harvard Business School : 606045
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Stan Williams witnessed a rather shaky road in the initial stage of the partnership. The MOU and SRA took a considerable amount of time due to legal issues, finance-related issues and the absence of mutual agreement on various issues. As stated, the climate of partnerships was changing in the US which made it difficult for companies to outsource research and development functions. As stated by a large fortune 10 company, shifting university interactions overseas has been a rising and rather cost and hassle free trend. Williams should look into partnering with foreign universities where the legalities are simplified and IP rights would also not be an issue.

Following questions are answered in this case study solution

  1. What should Stan Williams do? Review the relationship, do the research internally, or contract with foreign universities?

  2. What went wrong? If Williams were to renew the relationship, what should he do to avoid similar problems in the future?

  3. Review the Langer Lab model of technology transfer .How should HP view the Langer model?

  4. Did HP drive too hard a bargain? Similarly, did UCLA?

  5. Do you agree with Columbia’s intellectual property strategy?

  6. Who should pay for science?

Case Analysis for HP Nanotech Partnership with CNSI Case Solution

2. What went wrong? If Williams were to renew the relationship, what should he do to avoid similar problems in the future?

The negotiation process was very prolonged which created a lot of pressure for HP due to the budget constraints that it faced. Moreover, the lack of involvement from faculty at UCLA resulted in further delays to agreements on MOU and SRA. In order to renew the relationship HP and CNSI should sit together and work out a vision for the partnership which benefits both the parties. Communication needs to improve between the related stakeholders. Agreements on terms need to be done through in-person meetings with legal representatives present at the occasion. These steps will enable Williams to avoid future problems.

3. Review the Langer Lab model of technology transfer. How should HP view the Langer model?

The Langer Lab model of technology transfer has a focus on moving academic discoveries into the marketplace. The model has enabled numerous startups in the field of biotech to launch. The model also fosters a healthy environment where discoveries actually reach the marketplace rather than just sit on the shelf. In terms of intellectual property the lab has more than 800 patents issued and companies have more than 250 licensed or sublicensed Langer lab patents. The model’s purpose is to transfer the technology into the market that is something that HP should focus on as a whole.

4. Did HP drive too hard to bargain? Similarly, did UCLA?

HP did not drive too hard to bargain at the initial stages of the partnership agreement. The agreement was rather simplified at the time of Jim Heath, however, complications emerged when the new management took charge. Communications were made over emails and there wasn’t room to develop a relationship that would enable bargaining because staff at CNSI was still being refined. UCLA on the other hand delayed the MOU and SRA and the agreement terms had to be re-instated. However, UCLA did manage to bargain taking advantage of the time shortage faced by HP which gave them an edge over HP.

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