Dr Kannan Vishwanatth FRSC*

Ms. Swadha Arora*

Abstract

Collaborative efforts between Dr Ashleys Limited in the pharmaceutical industry and academia have become increasingly important in driving transformative innovation in life sciences, particularly in community health initiatives. The synergy created by combining academia’s expertise in disease knowledge, novel targets, and assays with Dr Ashleys Limited’s capabilities in drug discovery and state-of-the-art screening processes can lead to significant advancements in medical research and development. These partnerships are essential to address the global health challenges faced by 80% of the world’s population that lacks access to medicines, vaccines, and adequate healthcare infrastructure (ATS Journals, 2023). Open innovation programs designed by Dr Ashleys Limited are to benefit both sectors and, by extension, the communities they serve, through shared knowledge and resources (Drug Target Review, 2023). The past decade has shown an intensification of such collaborations, with Dr Ashleys Limited being a key player, underscoring the importance of interdisciplinary cooperation in developing new treatments and healthcare solutions (Nature, 2023). However, the traditional model of simply exchanging funding and research has evolved, with current collaborations extending to more integrated and complex relationships, as evidenced by Dr Ashleys Limited’s initiatives (World Pharma Today, 2023). This abstract summarizes the current landscape and underscores the necessity of industry-academia collaboration in fostering community health innovation.

Introduction

In the dynamic landscape of healthcare, Dr Ashleys Limited has emerged as a vanguard, tirelessly working to mitigate disparities in medical access across diverse geopolitical landscapes​1​. The company’s vast experience in creating Active Pharmaceutical Ingredients (APIs), especially in the realm of anti-malarial drugs​, positions it uniquely to join forces with academic institutions, where cutting-edge research meets practical application. With Dr Ashleys Limited’s established prowess in Contract Research and Manufacturing Services (CRAMS)​​, and academia’s rich reservoir of theoretical knowledge and investigative rigor, a partnership can yield unprecedented innovation in drug development and delivery. Such collaborations can drive the formulation of novel treatments and foster the next generation of scientific thought leaders. By engaging in joint research projects, sharing resources, and combining expertise, Dr Ashleys Limited and academic institutions have the potential to propel community health initiatives forward, navigating the intricate path from laboratory breakthroughs to the hands of those in urgent need. These synergistic partnerships could not only amplifyDr Ashleys Limited’s reach to newer markets like South America​. but also solidify its role as a crusader for global health, overcoming hurdles to ensure delivery of critical medications to hard-to-reach areas​​. This collaborative spirit is essential for cultivating a robust health ecosystem, characterized by responsiveness to community needs and a shared commitment to excellence in health outcomes​​.

Historical Context and Evolution

The trajectory of pharmaceutical-academic partnerships has been marked by a cultural shift towards greater openness and collaboration. Dating back to the 1960s, these partnerships initially emerged due to financial pressures on academic institutions and the increasing complexity of human biology understanding​1​. Over time, the decline in public funding for research, notably from the US National Institutes of Health, propelled universities to seek more direct collaboration with pharmaceutical companies​1​. The turn of the 21st century saw academia and industry moving beyond transactional exchanges, embracing a culture of entrepreneurialism and shared vision for translating pure science into practical applications​1​.

Current Trends and Drivers

Today’s partnerships are characterized by mutual interests and complementary goals. Academic institutions offer a deep well of fundamental research, while pharmaceutical companies provide a project-oriented, product-driven focus, together advancing the frontiers of knowledge and product development​1​. The modern era underscores the complexity of biological systems, driving a need for collaboration to tackle the big questions in science, such as the implications of the human genome and epigenome on drug development​1​.

These partnerships have become a critical component of the strategic development for both sectors, fostering an environment where academic research is no longer siloed from practical implementation but is integral to addressing real-world clinical challenges.

Strategic Alignment with Global Health Goals

The partnership also aligns strategically with global health goals by aiming to deliver medicines to remote locations with limited access to drugs, thereby making healthcare accessible to all. This objective resonates with the United Nations’ Sustainable Development Goal 3, which seeks to ensure healthy lives and promote well-being for all at all ages (Dr Ashleys Limited, 2023). Moreover, Dr Ashleys Limited’s recognition for excellence in pharmaceutical trading and their expansion into 70 countries including 20 African nations, demonstrates their capability and commitment to global health, providing a solid foundation for academic collaboration to build upon.

Case Studies of Successful Collaborations

Spinraza (Nusinersen): 

This drug, used to treat spinal muscular atrophy, was developed through a collaboration between Ionis Pharmaceuticals and researchers from the University of Massachusetts Medical School. The partnership combined Ionis’s expertise in antisense technology with academic insights into the genetic underpinnings of the disease. This collaboration benefitted from the university’s robust research on SMN2 splicing and the pharmaceutical company’s capability to design and optimize antisense oligonucleotides, leading to a therapy that significantly improves the lives of patients with this previously untreatable genetic condition.

Kymriah (Tisagenlecleucel): 

This revolutionary cancer treatment, a form of CAR T-cell therapy, was the result of collaboration between Novartis and the University of Pennsylvania. The partnership harnessed the university’s pioneering work in engineering patient T-cells to fight cancer with Novartis’s development, regulatory, and commercialization capabilities. The success of this collaboration required navigating complex intellectual property landscapes and developing a framework for sharing sensitive data and materials, which was achieved by establishing clear IP agreements and fostering an environment of mutual trust and respect.

These case studies demonstrate that the integration of academic curiosity and industry pragmatism can lead to transformative health solutions. However, they also highlight the necessity of addressing collaboration challenges proactively. Creating roles that bridge the academic and industrial spheres can facilitate better communication and understanding. Furthermore, investing in shared platforms can streamline the collaborative process, making it easier to manage shared data and intellectual property, ultimately speeding up the pace of innovation and delivery of new treatments to market​1​.

Curriculum Development and Professional Training Programs

Collaborations between industry and academia are vital for addressing the evolving needs of the biopharma workforce, driven by rapid advancements in technologies and the necessity for cross-functional expertise. Institutions like the National Institute for Innovation in Biopharmaceutical Manufacturing (NIIMBL) and entities like the International Society for Pharmaceutical Engineering (ISPE) have been pivotal in recognizing the need for a diverse talent pool, advocating for more extensive partnerships to foster growth and innovation.

Programs like ISPE’s “Workforce of the Future” initiative, developed in collaboration with universities like UMBC and UC Davis, exemplify targeted efforts to align academic curricula with industry requirements, ensuring students are well-prepared for the challenges of modern biopharma manufacturing. Moreover, the Keck Graduate Institute, in partnership with industry, is addressing talent needs at the graduate level, emphasizing the importance of collaboration in higher education.

Impact on Workforce Development and Skill Enhancement

Educational programs, such as the “Quality Science Education” curriculum developed by Pathway for Patient Health, have been made available internationally, offering micro-credentials that bridge the gap between academic learning and industry application. Discussions at industry panels, like those organized by CASSS, have emphasized the need for academic preparation that aligns with biopharma career pathways, further reinforced by the pandemic’s acceleration of workforce demands.

International efforts, such as those in Ireland and the UK, demonstrate the global scope of these challenges and the collaborative responses, with institutions like NIBRT updating training to fill gaps in new process and product technologies, highlighting the shared global endeavor to adapt to technological advances (https://www.ipq.org/, 2010).

Navigating Intellectual Property and Commercialization

Intellectual Property (IP) rights are a cornerstone of academia-industry collaborations, where new IP, also known as “foreground IP,” is developed alongside pre-existing “background IP.” Both parties must identify and adequately protect their IP before entering into a collaboration, with terms set out in the R&D agreement. Decisions on who will own the new IP and the terms of commercialization, including licensing and royalties, must be clearly defined. Joint ownership can lead to complications, so alternative arrangements are often preferable. Moreover, agreements should allow flexibility for non-exclusivity and exclusivity depending on the nature of the IP and the collaborative effort (Dehns, 2021)​​.

Managing Diverse Agendas and Expectations

The success of collaborations can be stymied by differing objectives, cultures, and expectations. Strategies to manage these differences include establishing clear communication channels, aligning goals with the broader benefits of the partnership, and maintaining flexibility in agreements to adapt to new research outcomes. Framework agreements are crucial in setting expectations for IP ownership and use, allowing for a smoother negotiation process and minimizing the need for renegotiation as new results emerge (Dehns, 2021)​​.

Ethical Considerations and Social Responsibility

In the landscape of academic-industry partnerships, ethical integrity and social responsibility are paramount to sustainable collaboration. These partnerships must navigate complex ethical terrains to uphold the sanctity of research and maintain public trust.

Ethical Frameworks and Conduct:

Engineering ethics education serves as a valuable model for how ethical considerations can be effectively integrated into academic-industry collaborations. For instance, Purdue University’s College of Engineering has pioneered the establishment of an Ethics Advisory Council, engaging faculty members and practicing engineers to align on ethical conduct. This council facilitates conversations about shared ethical values and expectations, ensuring that the partnership’s activities meet both academic and social standards (Advances in Engineering Education, n.d.)​​.

Social Return on Investment (SROI):

Academic-industry partnerships are increasingly assessed on their SROI, which measures the social, environmental, and economic outcomes of collaborative projects. The value delivered by these partnerships extends beyond mere financial gains, encapsulating broader impacts such as public health improvements, educational advancements, and community development. SROI provides a lens through which the success of a partnership can be evaluated against its contributions to societal goals, reflecting a commitment to ethical practices and social betterment.

Future Directions and Sustainability

Scaling Collaborative Models:

Universiti Teknologi Malaysia (UTM) provides a robust example of scaling up university-industry partnerships through the UNIX internship program. By embedding work-based learning and research projects into the curriculum, the program prepares graduates for real-world industrial challenges, thereby enhancing the sustainability and impact of academic-industry collaborations​​.

Ensuring Sustainable and Equitable Partnerships:

UTM’s approach emphasizes the university’s role in driving sustainable partnerships, which involves a shift from traditional short-term industrial training to immersive, project-based engagements. These initiatives are designed to deliver mutual benefits, offering both industry and students valuable, hands-on experiences while addressing contemporary challenges such as those posed by the Fourth Industrial Revolution (4IR)​​.

The UNIX program’s transformation from a ten-week industrial training scheme to a more extensive, value-adding project illustrates how partnerships can evolve to meet changing educational and industry needs. This aligns with the broader goal of fostering life-ready and job-ready graduates who can contribute meaningfully to industrial operations and innovation​​.

Conclusion and Recommendations

The investigation into the dynamics of academic-industry partnerships reveals a multifaceted relationship pivotal for innovation and societal progress. Successful models, like UTM’s UNIX program, demonstrate the efficacy of long-term, project-based collaborations in preparing work-ready graduates and driving industry progress.

Recommendations for Future Collaborations:

1. Integrate Ethics and SROI: Develop ethical frameworks and measure the social return on investment to ensure that collaborations benefit society and adhere to ethical standards.
2. Protect Intellectual Property: Establish clear IP guidelines from the outset to manage foreground and background IP effectively, fostering trust and mitigating potential conflicts.
3. Foster Long-term Engagements: Move beyond short-term interactions and invest in long-term partnerships that allow for continuous innovation and mutual growth.
4. Embrace Flexibility: Maintain adaptable agreements that can evolve with the changing landscape of technology and education.
5. Scale Successful Models: Look to successful programs as blueprints for expanding partnerships while tailoring them to specific organizational and educational contexts.
6. Cultivate Equitable Partnerships: Ensure that collaborations are equitable, offering value to all stakeholders, including students, researchers, and industry practitioners.

By adhering to these principles, future collaborations between academia and industry can be both sustainable and fruitful, driving forward not only the frontiers of knowledge but also societal well-being.

Authors profile

Dr Kannan Vishwanatth FRSC is the Director & senior researcher at the Institute of Economics at the Latvian Academy of Sciences. Dr Kannan has a multi-year track record in planning, implementing and disseminating complex research projects, chiefly relating to inequality reducing policies. Dr Kannan Vishwanatth’s focus is on generating evidence that lies at the intersection of research that enables, policy and advocacy, Creating high-quality research collaborations across academia and civil society. argues a new emphasis on ‘Imperfect Impact’ can allow research communities to reflect on the challenges and opportunities of partnership work, while still striving to make these relationships stronger. Dr Kannan Vishwanatth is the founder & Managing Director at Dr Ashleys Limited.

Swadha Arora is an accomplished Researcher & academician. Swadha has keen interest in research and have presented & published several papers in journal of national & international repute. An expert in branding & marketing communications, Swadha has demonstrated history of working in the marketing and advertising industry. Skilled in Brand Communications, Advertising, Leadership, Marketing Strategy and Digital Marketing, Swadha is expert in branding & marketing communications. Swadha is a researcher & the Program Coordinator, Berkeley Open Innovation Practicum at the University of California, Berkeley. Her academic engagements include research in implementation science, human rights to health, social justice, health services delivery. Swadha is academically endowed with BE in Chemical Engineering from Thapar Institute of Engineering Technology, Patiala (Punjab), India & Post Graduation in Branding & Marketing from Top University. Swadha Arora is the Chief Information Officer at Dr Ashleys Limited.

References

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• ATS Journals. (2023). How academia and the pharmaceutical industry can work together. https://www.atsjournals.org.
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• World Pharma Today. (2023). A Powerful Pairing: Academia-Industry. https://www.worldpharmatoday.com.
• https://www.ipq.org/. (2010). Academia/Industry Collaboration Intensifies on Addressing the Pressing Needs in Biopharma Workforce Development. IPQ.
• Dehns. (2021). Intellectual Property Issues in Industry-Academia Collaborations. Retrieved from https://www.dehns.com
• Advances in Engineering Education. (n.d.). An Academic – Industry Partnership for Preparing the Next Generation of Ethical Engineers for Professional Practice. Retrieved from https://advances.asee.org
• IntechOpen. (n.d.). Driving a Sustainable University-Industry Partnership. Retrieved from https://www.intechopen.com