Supporting Innovation: How Incentives Drive Technology Transfer for Global Health – Part 1

Researchers across the world generate groundbreaking ideas that are crucial for addressing global health challenges. But translating research into commercially viable products often faces many obstacles. Technology transfer is essential to facilitate and propel the transformation from lab to market. It involves disseminating scientific findings, knowledge and intellectual property (IP) to industry and partners, leading to new medicines and medical devices that improve global health outcomes.

Creating Incentives for Technology Transfer

The innovation journey begins with a spark – an idea with the potential to become a solution to a global health challenge. Recognizing both the commercial and societal value of these ideas, researchers collaborate closely with Technology Transfer Offices (TTOs) to secure IP protection before publishing their findings.

Beyond securing IP, they also leverage their networks to attract investors and forge key partnerships necessary for successful commercialization. Many researchers take on roles as chief scientific officers, consultants or founders of spinout companies, taking an active part to further develop and advance their inventions. Additionally, they may mentor students, nurturing the next generation of innovators.

Through their collaboration with TTOs, their networks, and their students, researchers bridge the gaps between lab-based innovation and real-world application, driving progress and improving lives globally in the process. However, the demands of their primary roles – research, teaching and administration – often leave little room for these important activities. To encourage greater involvement in technology transfer, institutions can offer effective incentives that motivate researchers to engage in this important process. This encouragement can bridge the gap between research and practical applications, benefiting both the economy and society.

Crafting clear and compelling incentives involves identifying factors that motivate and encourage researchers to engage in technology transfer, as well as addressing the barriers they face. By understanding researchers’ unique perspectives and aligning them with the institution’s mission and objectives, a culture that encourages risk-taking, innovation and creativity can be nurtured. Such a culture not only supports commercialization of research outcomes, but also attracts and retains top talent who utilize IP, entrepreneurship and collaboration, contributing to societal well-being.

Types of Incentives

Incentives fall into three main categories: non-financial, career advancement and financial incentives.

• Non-financial incentives: These include entrepreneurship support such as training and mentoring, ensuring researchers' freedom to publish, recognizing achievements through awards, offering flexible employment conditions and providing additional research funds. They help create a more entrepreneurial culture and support individual programs and policies.
• Academic career advancement: Incorporating technology transfer activities into academic career promotion criteria can serve as a powerful incentive for researchers to engage more actively in the commercialization of their innovations. Traditionally, academic career advancement has focused on metrics such as publications and teaching. By recognizing technology transfer achievements—such as patents, successful collaborations with industry, and the commercialization of research—as valuable contributions, institutions can motivate researchers to pursue these activities.
• Financial incentives: The potential for earning additional income can be a strong motivator for researchers to engage in technology transfer. Examples include revenue-sharing from licensing agreements, fees from consulting services and grants. Equity, another key incentive, involves giving researchers ownership in a company through shares. This provides value in two ways: first, from the growth in the company’s value realized when shares are sold; and second, from dividends based on the company’s profits. Equity gives researchers a direct financial stake in the company’s success and the profits generated by their innovations. Financial incentives like these align personal financial gains with the success of technology transfer, encouraging researchers to actively contribute to the commercialization of their innovations. Additionally, they compensate researchers for the extra time and effort these activities demand.

All types of incentives should be tailored to address individual and institutional needs, promoting collaboration rather than competition, to turn ideas into real-world benefits.

Case Study: A Background on the Development and Impact of the Gardasil® HPV Vaccine

Cervical cancer is the fourth most common cancer in women globally, with around 660,000 new cases reported and approximately 350,000 deaths in 2022. It is caused by persistent infection with the Human Papillomavirus (HPV), particularly HPV16 and HPV18, which together account for 70% of cervical cancer cases worldwide. The burden of cervical cancer is disproportionately heavy in low- and middle-income countries (LMICs), where 88% of cases occur, representing 17% of all cancers in women –  compared to just 2% in high-income countries (HICs).

Despite these stark statistics, cervical cancer is largely preventable. Vaccination of adolescent girls is the most effective long-term strategy for reducing the incidence of the disease. The vaccine has been shown to significantly reduce the risk of developing cervical cancer. For every 1,000 individuals immunized with the HPV vaccine, an estimated 17.4 deaths are averted, highlighting its profound impact. The development and commercialization of vaccines like Gardasil® underscore the importance of effective technology transfer. 

The Discovery of Gardasil

In the early 1980s, German virologist Harald zur Hausen made a groundbreaking discovery by identifying HPV16 and HPV18 as the primary causes of over 70% of cervical cancers. This key finding spurred University of Queensland (UQ) clinician-scientist Ian Frazer to establish in 1985 the world’s first research group dedicated to developing a cervical cancer vaccine. By 1990, molecular virologist Dr. Jian Zhou joined Professor Frazer at UQ. Together, they pioneered an innovative approach using virus-like particles (VLPs) that mimicked the structure of HPV. These VLPs triggered the body’s immune response without causing disease, laying the foundation for the future Gardasil® vaccine.

From Concept to Commercialization

The journey from idea to commercial product involved several phases of research and strategic partnerships. In 1991, Uniquest, the primary commercialization firm for UQ, filed an initial patent application for the VLP technology. By 1994, UniQuest had licensed the IP to Australian biotech company CSL Limited, which funded further R&D with continued involvement from Frazer.

In 1996, CSL sub-licensed the HPV technology to Merck & Co., Inc., an American pharmaceutical company, while retaining marketing rights in Australia and New Zealand. This strategic partnership allowed the vaccine to benefit from Merck’s extensive resources and expertise in conducting large-scale clinical trials.

Phase III clinical trials began in 2005, involving over 12,000 women from 13 countries. Results from the trials were published in 2007. They showed that young women not previously infected with HPV strains 16 and 18 in the vaccine group had a significantly lower occurrence of high-risk cervical abnormalities than those in the placebo group in the three years following vaccination.

In 2006, Gardasil® received approval from the U.S. Food and Drug Administration (FDA) and Australia’s Therapeutic Goods Administration (TGA), marking its global market launch. Australia became the first country to roll out Gardasil® in its national HPV vaccination program. By 2009, Gardasil® achieved WHO prequalification, with an improved version, Gardasil®9, receiving prequalification in 2018.

Global Impact and Economic Success

As of 2023, around 125 countries have introduced HPV vaccines, providing access to one in three girls aged 9-14 worldwide. By mid-2020, 56 LMICs had initiated national HPV vaccination programs. Gardasil, one of the vaccines, has played a key role in this global health effort while also experiencing significant growth, reaching $8.9 billion in sales in 2023 ,  a 29% increase from the previous year.

Summarizing this part

In the first part of this two-part series, we detail the development and commercialization of innovative technologies like the HPV vaccine are crucial for addressing global health challenges. However, translating research into real-world solutions often faces hurdles. Technology transfer, a process involving disseminating scientific findings and intellectual property to industry and partners, is key to overcoming these obstacles. Researchers, collaborating with TTOs, play a pivotal role in this process. They secure IP protection, attract investors, form partnerships, and even become entrepreneurs or mentors.

To encourage greater researcher involvement in technology transfer, institutions can implement various incentives, including non-financial support, career advancement opportunities, and financial rewards. By aligning these incentives with institutional goals and addressing researchers' needs, institutions can foster a culture of innovation, driving the development of life-saving technologies and improving global health outcomes.