Wayne C

Wayne C. Johnson is the Executive Director for Hewlett-Packard Company’s worldwide University Relations, located at HP Laboratories in Palo Alto, California. He is responsible for higher education programs in research, marketing and sales, recruitment, continuing education, public affairs and philanthropy. Johnson joined HP in July 2001 from Microsoft’s University Relations department where he managed Program Managers and administrative staff across a customer base of 50 tier-one universities. He managed the development of a formal Partnership Plans with each school and expanded the University Relations activities to include Latin American institutions. From 1967 to 2000, he held a variety of positions at the Raytheon Company in Lexington, Massachusetts, including National Sales Manager for Wireless Solutions, Manager of International Financing and Business Development in Wide Area Surveillance Programs, Manager of Administration and Strategic Planning, and Manager of Program Development and Operations for Technical Services. Johnson received his B.A. in 1967 from Colgate University, Hamilton, NY and his M.B.A. in 1971 from Boston College’s Carroll School, Boston, MA. He was an Adjunct Professor of Management at Boston University from 1977 to 1999. Johnson currently manages an organization of 20 Program Managers and administrative staff working across 74 universities worldwide. Johnson serves as a board member of the Institute for Women in Technology (IWT) and several oversight boards sponsored by NSF and NASA. He has been recently appointed to the ABET Industrial Advisory Board and is a member of GUIRR (Government-University-Industrial, Research Roundtable).

PLENARY

Globalization of Research and Development in a Federated World

ABSTRACT: During the decade of the 1990s, the interaction between the typical research university and industry underwent a profound and accelerating change. As the economy strengthened it was industry that drove much of the interface with its increasing need for people and ideas. By the end of the decade the need for people in all technical disciplines had become insatiable, whereas the perception of technology as the road to immediate riches had become de rigueur. Both these situations were unsustainable, but they managed to reinforce each other in a very unhealthy way. Certainly, some of the emerging trends which occurred over this period-including the increasingly rapid transfer of new ideas from universities to the marketplace-should be considered to be favourable. While this probably reached a crescendo in the dot-com venture capital bubble which is unlikely to be repeated, time horizons have certainly shortened, awareness of the value of intellectual property has increased, and the need to engage sooner and more collaboratively with corporations has intensified. Another emerging trend in this space is the increasingly global dimension of activity. From the viewpoint of the true multinational corporation, both the necessity and the desirability of engaging with research universities became a business imperative. This trend is often confused and lumped under the concept of cost reduction outsourcing. In fact the situation is more complex for the large multinational, and involves decisions around the need to invest globally for a variety of reasons. Some of these include the availability of skilled talent, regulatory requirements, closeness to market, offset requirements for R & D investments in exchange for market access, proximity to exceptional academic expertise, tax incentives and many others. The trend towards business federation also became more pronounced during this period. Again, resources were strained to the breaking point, while at the same time information technology provided new tools for collaboration. This trend included increasing partnership outsourcing between industry and academia. In the research arena this culminated in several high profile industry investments from leading U. S. companies such as Microsoft, HP and IBM in key universities. The events of the bubble-bursting 1990s with their presumption of wealth creation, and the implicit need for new ideas accompanied by potentially disruptive technology, as well as the opportunities represented in the global marketplace, have resulted in a fundamental change in the relationship between industry and academia. Further, a need exists for substantial reform of the entire U.S. and European ecosystem if long-term damage to the system is to be avoided. Both sides are missing a profound opportunity for strategic partnership resulting from inaccurate perceptions and the lack of a unifying strategic framework coupled with insufficient public policy investment.