There are different industry-academia models. The first is a loose model where industry and academia share information with one another with the result that the university comes to know what's happening in the industry and the former gains some foothold and influence amongst the faculty.
The second is initiative-based, where the company goes to a specific institute for a project. Here, the company is specifically looking at curriculum and skills upgradation of students.
"By going into such arrangements, companies are looking to reduce their training period," says Mohinish Sinha, associate director and head, human resources practice, PricewaterhouseCoopers (PwC). This model is extremely popular in India.
"The alliance between industry and academia is to make research relevant by injecting processes that make outcomes less unpredictable and commercially viable," says Ramesh Adige, executive director, Ranbaxy.
The pharma major has forged alliances with NIPER (National Institute of Pharmaceutical Education and Research), DST (Department of Science and Technology) and Anna University for discovery, development and commercialisation of pharmaceuticals. "Research and innovation is a core activity in the pharma industry.
With the new patent regime in place, Indian companies need to shift gear and focus more on discovery and development
of novel and value-added drugs," adds Adige.The trend is not restricted to 'new economy' sectors such as telecom, IT and pharma. Even FMCG companies are jumping into the fray.
Dabur has entered B-school classrooms in search of innovative ideas and business strategies to double its turnover and profits by 2009-10. "Ideas have been generated across various themes by B-school students.
Through such case studies, we are looking at suggestions in terms of growing our business," says A Sudhakar, executive vice president, human resources, Dabur India.
Some colleges and universities already have active corporate involvement. The Indian School of Business, for instance, introduces new courses to meet industry requirements.
"We have recently introduced courses on pharma, real estate, rural marketing and gender leadership," says Bhuvana Ramalingam, director, communications, Indian School of Business.
The biggest model of development is research-led wherein many companies partner with numerous universities and institute research. A lot of projects in space research and molecular physics have evolved this way abroad.
"It's tough for any company to undertake research on its own. They need the expertise of the academia. Companies view the results of such research to build future products and services," says Sinha of PwC.
source:toi.com.
The second is initiative-based, where the company goes to a specific institute for a project. Here, the company is specifically looking at curriculum and skills upgradation of students.
"By going into such arrangements, companies are looking to reduce their training period," says Mohinish Sinha, associate director and head, human resources practice, PricewaterhouseCoopers (PwC). This model is extremely popular in India.
"The alliance between industry and academia is to make research relevant by injecting processes that make outcomes less unpredictable and commercially viable," says Ramesh Adige, executive director, Ranbaxy.
The pharma major has forged alliances with NIPER (National Institute of Pharmaceutical Education and Research), DST (Department of Science and Technology) and Anna University for discovery, development and commercialisation of pharmaceuticals. "Research and innovation is a core activity in the pharma industry.
With the new patent regime in place, Indian companies need to shift gear and focus more on discovery and development
of novel and value-added drugs," adds Adige.The trend is not restricted to 'new economy' sectors such as telecom, IT and pharma. Even FMCG companies are jumping into the fray.
Dabur has entered B-school classrooms in search of innovative ideas and business strategies to double its turnover and profits by 2009-10. "Ideas have been generated across various themes by B-school students.
Through such case studies, we are looking at suggestions in terms of growing our business," says A Sudhakar, executive vice president, human resources, Dabur India.
Some colleges and universities already have active corporate involvement. The Indian School of Business, for instance, introduces new courses to meet industry requirements.
"We have recently introduced courses on pharma, real estate, rural marketing and gender leadership," says Bhuvana Ramalingam, director, communications, Indian School of Business.
The biggest model of development is research-led wherein many companies partner with numerous universities and institute research. A lot of projects in space research and molecular physics have evolved this way abroad.
"It's tough for any company to undertake research on its own. They need the expertise of the academia. Companies view the results of such research to build future products and services," says Sinha of PwC.
source:toi.com.