This case study identifies the approach taken by Partners HealthCare to better manage the commercialization of its intellectual property (IP). Existing processes did not leverage the shared resources, such as business development efforts and the research centers created as a consequence of the formation of Partners HealthCare (Partners) in 1995. Partners was "the largest hospital organization and second largest non-university recipient of research funding from the National Institute of Health (NIH)." As such, Partners generated a vast and varied body of IP constituting an asset of considerable value to Partners and those it served. The leadership of Partners viewed it as their mission to the organization and to the greater healthcare community to vigorously pursue commercializing innovation generated through research efforts. The case considers the organizational structure and how this structure enabled a cohesive commercialization effort. The case includes three vignettes that involve research projects that precede the creation of the Research, Ventures and Licensing (RVL) unit in 2005. RVL served as the centralized office for overseeing the processes of IP protection, licensing, translational research project funding, new venture creation and industry partnerships to bring forward the "inventions" that emerged from the research of Partners affiliates and their primary investigators. The case demonstrates how a large health care organization can bring innovative products and services to market through appropriate organizational transformation.
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