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Innovation precinct anchor tenant strategy

How did this university client land a major anchor tenant in their innovation precinct?

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Innovation Precinct Anchor Tenant Strategy

The Challenge

The client, a leading Australian university with a strong legacy in research and innovation, aimed to develop a state-of-the-art research precinct. The precinct was envisioned as a collaborative ecosystem, bringing together academia, industry, and research to foster innovation and drive economic growth. However, the university’s efforts to tenant the precinct had been met with limited success.

Prior consultancy engagements had delivered high-level advice, focusing on broad sectors such as the biomedical field. While there was a series of dialogues and interest from several smaller entities, the university struggled to make a significant breakthrough in terms of an anchor tenant. The need was to convert these preliminary discussions and the presence of some legacy tenants into solid, substantial partnerships, particularly with large anchor tenants who could serve as catalysts for the precinct’s growth and reputation.

The primary challenge lay in the transition from potential to actualisation. Despite the university’s reputation and the precinct’s touted facilities and opportunity, the pathway to securing large, influential anchor tenants remained unclear. The conversations, while numerous and promising, lacked the momentum to materialise into concrete agreements. The existing approach, though identifying high-potential sectors like the biomedical industry, fell short in addressing the specific, actionable steps needed to attract and secure key players.

The challenge was not just to attract any tenant but to strategically identify and secure anchor tenants whose presence would be instrumental in shaping the precinct’s identity and future. These tenants needed to be not just occupants of the space but pivotal partners in creating a dynamic, collaborative ecosystem that aligned with the university’s vision of innovation and excellence.

What We Did

Our approach was multifaceted. We went deep into the university’s strengths and potential, conducting a comprehensive analysis that unearthed unique opportunities in niche sectors. Recognising the intricacies of these fields, we reoriented the university’s strategy towards a problem-based approach, dissecting the ecosystem to understand and address potential barriers and enablers. Our strategy was about curating an environment where every participant, from tenants to partners, played a pivotal role in creating a thriving, interconnected community.

We aimed to transform the precinct into a magnet for innovation, attracting not just tenants but pioneers and industry leaders. Our approach was not merely a solution but a transformation, turning the university’s vision into a dynamic and prosperous reality.

  1. In-depth Research Analysis using proprietary methods: We conducted a comprehensive analysis using our priprietary bibliometric approaches to pinpoint the university’s unique value propositions within the research sector. Our findings highlighted niche areas with significant potential for example regenerative medicine drug delivery platforms.

  2. Problem-based Strategic Reorientation: Adopting a problem-based approach, we shifted the focus from mere industry engagement to actualising tenancy agreements. This involved a critical assessment of what would be necessary to turn potential opportunities into reality, particularly in the biotech sector.

  3. Identifying Key Challenges and Solutions: We recognised the specific challenges in this sector, such as the limited patient population in Australia for regenerative therapies, necessitating an export-driven strategy, for example. This, in turn, called for a comprehensive partnership network encompassing transportation, cold supply chain companies, and IoT device firms to ensure product integrity throughout the supply chain.

  4. Anchor Tenant Strategy Development: Our strategy was to establish a precinct not just as a physical space but as a virtual value chain ecosystem for the discovery, production, and export of regenerative medicines. This involved orchestrating introductions and facilitating negotiations between the university, potential tenants, and real estate teams, providing advice on various aspects, including debt structuring and board member engagement.

Outcomes

Working with us the university’s precinct strategy has yielded remarkable outcomes across multiple dimensions, significantly enhancing its profile and prospects:

  • Securing Key Tenants: Our efforts culminated in the university securing a major international biotech as an anchor tenant, alongisde ongoing discussions with manufacturing, transport and IoT partners. Additional bio-manufacturing entities are poised to join the precinct, further bolstering its stature.

  • Financial and Investment Milestones: The project has not only attracted internal funding but has also garnered external investments exceeding $10 million. We anticipate returns from tenancy alone are projected to surpass $100 million revenue, marking a significant financial milestone for the precinct.

  • Unlocking Additional Opportunities: The initiative has paved the way for significant professional training and commercial prospects, which are currently in the final stages of development. These opportunities promise to enhance the precinct’s offering and reputation further.

  • Creating sustainable competitive advantage: The precinct strategy has now also trickled down to bring sharp focus to other strategic entities throughout the university, including faculties and research centres. The opportunities are now mutually-reinforcing one another and driving a competitive differentiation for the client.

 

Biotechnology institute strategy refresh

What makes this biotech research institute different from all the others?

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Biotechnology Institute Strategy Refresh

The Challenge

The client was a biotechnology research institute inside an Australian university with over a decade of history. It had faced a period of stagnation and identity crisis. Despite having a multitude of researchers and many projects, the institute’s efforts were scattered and lacked a cohesive, strategic direction. The existing strategy was merely descriptive, grouping projects into broad categories like ‘Cancer Research’ without any intentional strategic focus or deliberate investment decisions. This resulted in an entity that functioned more as a collection of individual parts rather than a unified, purpose-driven institute.

The primary challenge was its fragmented structure and the absence of a clear, actionable strategy that aligned with its aspirations. The researchers, while many and very talented, were embedded within various university departments, burdened by teaching responsibilities and responding to local priorities. This structure significantly hindered their ability to contribute meaningfully to the institute’s strategic objectives. The lack of a dedicated research workforce and a sustainable, strategic funding model further compounded these issues, leaving the institute at a crossroads, struggling to both define and achieve its goals.

What We Did

Our intervention was systemic, addressing fundamental issues at the core of the institute’s identity and operations. We employed a rigorous problem-based approach, systematically scrutinising each facet of the institute’s structure and operations to unearth the root causes of its stagnation. Our strategy was not confined to identifying ‘research themes’; it was a comprehensive reinvention, encompassing workforce realignment, financial model innovation, and the creation of a new commercial entity. The approach was designed to dismantle the barriers to the institute’s growth and reposition it as a differentiated leader in biotechnological research and innovation.

  1. Problem-Based Strategic Workshop: We initiated our engagement with a problem-based workshop, probing the fundamental question of the institute’s desired identity and the barriers hindering its realisation. This revealed the critical need for a dedicated research workforce, fully aligned and committed to the institute’s strategic vision.

  2. Strategic Workforce Planning: Recognising the need for a dedicated team, we embarked on a planning process to establish a workforce of 70 full-time researchers, financed and governed by the institute. This in turn required  a sustainable, non-grant-based revenue model to ensure continuity and stability.

  3. Innovative Revenue Generation Models: Through in-depth interviews with existing industry partners, we explored and evaluated various business models, including membership-based models and revenue-sharing arrangements. The goal was to establish a financial model that was both scalable and sustainable, capable of supporting the new strategic workforce without reliance on inconsistent grant funding which would jeopardise the mission.

  4. Establishment of a Commercial Entity: To facilitate rapid and flexible agreements and to ensure effective governance, we assisted in the creation of a new, commercially governed entity. This move provided the institute with the autonomy and agility necessary to pursue joint venture opportunities and to operationalise its renewed strategic direction.

  5. Balancing multiple governance requirements: Finally, the transformation also required a complete rethink of how the institute was governed – there was obviously the question of the commercial governance of the new entity, but there were fundamental questions about how the institute engaged and was integrated into the broader university. This required establishing new governance mechnisms.

Outcomes

The strategic overhaul within months led to a series of groundbreaking developments, signaling a new era of growth and innovation. They not just indicators of progress but are also foundational elements that will propel the institute into its next phase of development:

  • Successful Industry Ventures: The institute’s transformation has already borne fruit, with the successful launch of its first funded industry venture. This milestone marks a significant departure from the institute’s previous operational model and sets a precedent for future collaborations.
  • Strategic Employment and Educational Initiatives: Key staff have been strategically employed, focusing on the development of commercial educational offerings co-designed with industry partners. This initiative not only enhances the institute’s educational portfolio but also strengthens its industry ties and relevance and will very quickly generate revenue to invest in the scaling
  • Innovative Spin-offs and Endorsement: The institute witnessed its first spin-off under the new startegy, a testament to the efficacy of the new strategy focus on commercial opportunities and revenues.
  • Moreover, the strategy has received unanimous endorsement from the board, the university, and the institute’s members, accompanied by the authorisation to utilise substantial existing capital investments to execute the startegy.

Organisation research strategy design

This research institute’s strategy required a complete organisational rethink

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Organisation Research Strategy Design

The Challenge

The client, a prominent medical research institute, had experienced substantial growth over the past 5-10 years, nearly doubling its research income in that period. However, this rapid expansion was not always planned for, leading to significant redundancies and budgetary issues. The institute’s growth was primarily fueled by grant revenue, a source of funding that, while significant, did not cover the full costs of research activities. Unlike universities, the institute could not cross-subsidise these costs with teaching revenue or international student fees, nor were they eligible for research block grants. This led to a substantial funding gap and budgetary deficits. Dissatisfied with the level of expertise and innovative thinking in the market, the institute sought our assistance directly in developing a new, more sustainable strategy.

The institute’s main challenge was its over-reliance on grant revenue, which, despite bolstering growth, led to unsustainable financial practices and strategic misalignment. The grant-focused approach not only created budgetary deficits but also diverted the institute’s focus from serving its external stakeholders and beneficiaries effectively. The institute needed a comprehensive overhaul of its strategic and financial mechanisms to ensure sustainability, relevance, and impact in its research activities.

What We Did

In navigating the complex challenges faced by the institute, we brought our structured strategy design approach to the table. Our process involves 5 key stages, working from identifying the ambition, right through to implementing the change. Our approach was aimed at not just resolving the immediate financial issues but also at properly articulating the institute’s strategic orientation. Our approach – based in design thinking, ethnographic work, and grounded theory – served as the cornerstone for a comprehensive overhaul of the institute’s operating paradigm.

  1. Structured Strategy Development Process: We initiated our engagement with the institute by facilitating creative exercises aimed at defining their organisational vision and purpose. This process involved a deep dive into the value creation mechanisms for various stakeholders and identifying the gaps between these values and the institute’s current operations.

  2. Insight-Driven Rebuilding: Our conversations and anlysis revealed that the institute’s challenges stemmed in large part from its heavy reliance on grant funding. We embarked on a systematic reconstruction of the institute’s operations, covering aspects from funding and project execution to stakeholder engagement and organisational structure. Our approach employs a blend of design thinking, ethnographic research, and grounded theory to identify underlying issues, formulate and test hypotheses, and co-design sustainable solutions.

  3. Focus on Sustainability and Impact: Together, we prioritised the financial sustainability of the institute and the impact of its research. Our strategy involved a strategic pivot away from short-term grant dependencies towards larger-scale projects that not only reduce administrative burdens but also amplify the institute’s research impact by addressing real-world issues.

  4. Shift in Operational Paradigm: We facilitated a transformative shift from an ‘inside-out’ approach, where research priorities were internally driven, often by individual researchers’ agendas, to an ‘outside-in’ approach, ensuring that the institute’s research agenda is deeply responsive to community needs and geared towards delivering tangible benefits.

Outcomes

The new startegy is too new to show the full results it will have over time. However, it has already marked a pivotal shift in the institute’s trajectory, aligning its financial, strategic, and operational frameworks towards a more sustainable and impactful future:

  • Strategic Alignment and Board Approval: The new strategy has garnered enthusiastic support from the institute’s Board and has been embraced by key teams and staff members, signaling a cohesive internal buy-in for the new operational paradigm.

  • Programmatic Reorientation: The institute is actively transitioning to the implementation phase of its new strategy, focusing on delivering its inaugural programs under this approach. The aim is to rapidly and sustainably reverse the budgetary deficits, steering the institute towards a stable financial future.

  • Sustainable Funding Model: The new strategy has led the institute to shift its operations from securing and supporting short-term project grants to a model that supports large-scale, impactful research programs. This approach not only ensures financial viability but also optimises resource allocation towards initiatives with significant real-world impact.

  • Community-Driven Research Focus: The institute’s operational shift towards an ‘outside-in’ approach ensures that its research priorities are intricately aligned with community needs, enhancing the relevance, application, and impact of its research endeavors.

The strategic transformation represents a significant leap forward, not just in terms of financial restructuring but also in aligning its research focus with broader community needs. By adopting a sustainable, impact-oriented operational model, the institute is poised to not only rectify its budgetary challenges but also redefine its role as a beacon of rapid and impactful medical research.

Don't just take our word for it

“Focussing on outcomes rather than outputs – Research Strategies Australia. A great team to work with!“

– Professor Susan Dodds, Senior Deputy Vice-Chancellor/Vice President (Research and Industry Engagement), La Trobe University

“It is always important to take advice from people who have actual, lived experience in areas where you need to make decisions. Tim Cahill has walked the walk – so his advice is extremely valuable.”

– Wilma James, Director, Business Development, Data61, CSIRO

“Very insightful and actionable processes and ways of thinking and working.”

– Research Leader, The University of Canberra

“I unreservedly admire what you and your excellent colleagues are doing at Research Strategies Australia.”

– Professor Richard Jefferson, Founder and CEO, Cambia/ Executive Director, Lens.org

We understand what organisations that do research need

Strategy design

We design research strategies using grounded theory, ethnography, and co-design. Our approach  has been developed specifically for the  sector.

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Strategy Design

What We Offer

Unlock your real potential and achieve unprecedented success with Grounded Ethno-Design (GED) – GED is our pioneering strategy design approach. At the intersection of grounded theory, ethnography, and design thinking, GED is not merely a methodology; it’s a revolution in strategic thinking for research organisations. Tailored for leaders who dare to transcend the conventional, our approach is a testament to innovation, human-centric design, and empirical precision.

Empirical Insights, Human-Centered Understanding, and Creative Problem Solving at Your Fingertips: With GED, immerse yourself in a world where strategies are not just planned but also lived and breathed. Our design thinking core infuses creativity, ideation, and iterative prototyping into your strategy, ensuring solutions that are as innovative as they are impactful. Engage in collaborative workshops and brainstorming sessions, leveraging the collective intelligence of your stakeholders to turn every ‘how might we’ question into a stepping stone towards success.

Strategies That Resonate with Real-World Insights: Dive deep into the nuances of human behavior, organisational dynamics, and socio-cultural contexts. Our ethnographic approach ensures that your strategies are not just well-thought-out but are also deeply rooted in qualitative insights, mirroring the real voices and perspectives of your people and partners.

From Data to Action – A Grounded Approach: GED redefines strategy formulation. We don’t just rely on pre-existing theories; we let the strategy emerge organically from the process. This grounded theory approach ensures that your strategies are not just evidence-based but are also resilient, adaptable, and ready to meet the challenges of a dynamic operating landscape.

A Systematic Journey from Aspiration to Achievement: We anchor our approach on our suite of key workshops, each designed to unlock a specific dimension of your strategic potential:

  1. Workshop 1 – Identifying the Ambition: Set the stage for transformation by defining your aspirations, understanding where value is created, and determining how it can be best captured. This half-day workshop is the genesis of your strategic narrative, aligning your vision with actionable insights.

  2. Workshop 2 – Diagnostic Workshop: Dive into a comprehensive assessment of your current outcomes versus your goals, pinpointing the gaps and framing the challenges. This session is crucial in defining the problem set and understanding the interplay between your strategies, operations, and the external forces.

  3. Workshop 3 – Solution Design: Infuse innovation into your strategy with a creative problem-solving workshop. Using ‘how might we’ questions, this session fosters a fertile ground for innovative solutions, uniquely tailored to your organisation’s context and challenges.

  4. Workshop 4 – Prioritisation: Focus on what matters the most. This workshop is dedicated to prioritising solutions, considering their feasibility, impact, and alignment with your strategic ambitions. It’s about making informed choices that will drive your organisation forward.

  5. Workshop 5 – Implementation Process Design: Transition from planning to action. This workshop is about equipping your team with the tools, know-how, and processes to maintain and update your strategy, ensuring a dynamic, responsive, and impactful execution.

Adaptable, Scalable, and Impact-Driven: Whether you’re looking to design end-to-end strategies, refresh existing ones, or jumpstart your implementation, we can help. Our flexible engagement model ensures that we are there for you, at every step, adapting to your needs, scaling with your growth, and driving the impact that you envision. Step into a world where strategy is not just formulated but also felt and lived.

Price

Stand alone workshops cost $35,000 (excl. GST).

End-to-end strategy development from $180,000 depending on the size of your organisation (excl. GST). This includes all 5 key workshops, additional workshops and consultations as required, analysis, stakeholder engagement, reporting, and support.

We offer discounts to organisations with annual research expenditure <$10m.

Training and coaching

Through our RSA Campus we offer face-to-face and online training options targeted at research leaders, and mid-
career researchers. 

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Training and Coaching

What We Offer

We recognise that the development of a robust research strategy is only the first step towards achieving your organisational objectives. Implementing and continuously evaluating this strategy is crucial for ensuring its effectiveness and alignment with your evolving goals. Through our RSA Campus Training and Support Services, we offer customised and customisable masterclasses and workshops to support your team through these critical phases. We also provide a range of post-engagement solutions to maintain communication with our clients and extend support throughout the lifecycle of strategy implementation. Following the design of your strategy, RSA Campus Training and Support Services provide assistance and guidance to transition this strategy from idea to action. This ensures that strategies are translated into operational realities within your organisation.

Training

  • Customised and customisable masterclasses and workshops: Training sessions are
    tailored to reflect the specifics of your strategy, ensuring a coherent understanding
    among team members.
  • Knowledge Transfer: Training transfers the requisite knowledge and skills to your team,
    enabling them to manage and adapt the research strategy independently over time.
  • Interactive Learning Environment: The training environment promotes interactive discussions and real life problem-solving, ensuring a deep understanding and confident execution of the research strategy by your team.

Coaching and Support

  • Continuous Support: We offer ongoing support to address any emerging challenges and ensure the research strategy remains aligned with your organisation’s goals.
  • Practical Implementation Guidance: Our consultants provide hands-on guidance to your team during implementation, addressing any blockers and challenges to ensure that the strategy is effective.
  • Evaluation and Feedback: Periodic evaluations are conducted to assess the effectiveness of the strategy, with feedback provided to ensure continuous improvement.

With the support of RSA Campus Training and Support Services, your organisation is equipped to transition the new strategy into actionable operations. Through this service, we aim to empower your team to navigate, manage, and optimise the research strategy autonomously, fostering a culture of self-sufficiency and continuous improvement.

Overview of Our Training Services

For research leaders (Research Centre Directors, Research Managers, P/DVCR, ADRs,
etc.).

Masterclass I. Implementing and managing your research strategy: A program-based approach.

  • This masterclass aims to provide participants with a theory of strategy specifically developed for publicly and non-profit funded research organisations, as well as practical methods for implementing and managing strategic programs of work.

Masterclass II. Managing research strategy in the mid- to long- term: Key Performance Indicators (KPIs) and goal setting.

  • This masterclass takes a deep dive into how to set effective KPIs and goals that go beyond simplistic output measures like publication counts and citations. Participants will learn how to develop internal and external KPIs, how to set input goals, process goals and system goals, and how to shift the dial on organisational performance.

Masterclass III. Performance management for research managers: from research quality to research impact.

  • This course is specifically designed to help research managers navigate the world of research engagement and impact. We will show you how to develop new performance management systems and processes that go beyond traditional quantitative exercises.

Our Masterclasses each run for half a day (3 hours), but Masterclasses can be combined as a full-day workshop or 2 day workshop. They can be delivered in person or online. They are designed for groups of between 20-30 participants. We can tailor our existing suite of masterclasses and workshops to meet the specific needs of your organisation or develop entirely new training modules to help you maximise the impacts of your research strategy.

Price

One off masterclass (3 hours per Masterclass, ~20 participants)

  • Face to face (only) $20,000 (excl GST)
  • Face to Face and Online (follow up, ~20–40 participants combined across modes) $27,500 (excl, GST)

 

Combined masterclass (2 or more)

  • 2 x Face to face (only) $35,000 (excl. GST)
  • 2 x Face to Face and Online (follow up) $45,000 (excl. GST)
  • 3 x Face to face (only) $50,000 (excl. GST)
  • 3 x Face to Face and Online (follow up) $70,000 (excl. GST)

Program support

We can support any program or project, no matter how large, including business case support, large program design and administration, and more.

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Program Support

What We Offer

Elevate your strategic horizons with unparalleled program and project support tailored to your unique aspirations. At the heart of our offerings is a deep understanding of the research sector, matched with our extensive consulting know-who, to navigate complexities and unlock opportunities. we harness the power of design thinking and problem-solving to fuel your journey towards excellence.

Transformative Solutions Across the Spectrum: Our expertise can be tailored to meet diverse needs:

  • Business Case Development: Find the path forward with compelling, data-driven business cases. Our approach aligns your strategic objectives with actionable roadmaps, ensuring a robust foundation for new ventures.

  • Grant Bid Support: Navigate the grant process with a seasoned ally. From crafting persuasive proposals to facilitating idea generation, program design, and dynamic partner engagement, we’re your cornerstone in translating vision into value.

  • Recruitment Programs: Sculpt your future workforce with the right recruitment programs. Our strategic programs are designed to attract, engage, and retain the individuals who are not just skilled but are also in sync with your organisational mission.

  • Program Evaluation: Unravel the impact and efficacy of your initiatives. Our evaluation approach is not just about assessment; it’s about deriving actionable insights, fostering continuous improvement, and ensuring that your programs resonate with your strategic ambition.

Empowering Your Journey, Beyond the Conventional: Our support services are not just about addressing the present; it’s about envisioning and sculpting the future. Beyond these core services, we offer bespoke solutions, designed to cater to the unique contours of your strategic landscape. We offer a rapid introductory discovery engagement for custom projects.

  • Our discovery  diagnosis is fixed-priced approach to understand your problem before starting a more significant project, engagement, or long-term relationship. 
  • You get a precise and transparent project with a specific result of understanding the outlook and specifics of your problem. We provide you with a roadmap for improvement, that can form the basis for a larger engagement, or prepare you for an approach to market, or provide the in-house resource for DIY.

Price

We offer custom pricing for program support, however our  discovery service starts from $35,000 (excl. GST).

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About us

Since 2014 we have been delivering outcome-driven consulting and training across the Australian research sector. Our clients include universities, research organisations, medical research institutes, peak bodies, government, and industry.

Our team brings together the best of consulting know-how with a deep understanding of the research sector.

Dr Tim Cahill
Managing Director

Tim has been a leading voice in the Australian higher education and research sector for over 15 years. He previously worked at KPMG (Director R&D Advisory), The Conversation Media Group (Chief Data Scientist) the Australian Research Council (Director Research Evaluation).

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Dr Eugenia Demuro
Chief Operating Officer

Eugenia has worked in the higher education sector for almost 20 years, including at Deakin University (Director, Bachelor of International Studies and founder of the Spanish program), and the ANU (Director, Australian National Centre for Latin American Studies). She is an active researcher publishing across humanities and social science. Her research is available here.

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Danielle Warren
Manager

Danielle is currently completing her PhD at the Intelligent Polymer Research Institute (IPRI) at the University of Wollongong. Her research looks at engineering in vitro human neural tissue analogs by 3D bioprinting and electrostimulation. She holds a BSc (Honours) in Medical Neuroscience from the University of Sussex and a Masters in Translational Neuroscience from the Julius Maximilians University of Würzburg.

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