The alchemy of promoting partnerships between higher education and industry

Academic institutions seeking to strengthen their industry ties often encounter complex – and sometimes daunting – challenges in bridging the gap between academia and business. Yet these partnerships have never been more important.

Significant shifts are under way in research and development (R&D) investment. In the US, the business sector now funds 76 per cent of total R&D, compared with just 18 per cent from the federal government. Industry is not merely a potential partner – it is a dominant force in driving innovation. Universities must see this trend not as a constraint but as an opportunity to align strengths, solve shared challenges and serve a broader public purpose.

At Virginia Tech we have spent nearly a decade developing a collaborative framework grounded in this mindset. Through a Presidential Priority initiative, we established the Office of Innovation and Partnerships, which unifies efforts across talent development, corporate engagement, technology commercialisation and start-up support. This approach positions us to contribute meaningfully to our Innovation Network – a modern expression of our land-grant mission, focused on meeting partners where they are and adapting to external shifts with agility.

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Here are a few lessons we’ve learned along the way.

Adopt an ‘outside-in’ perspective

When approaching industry collaborations, universities often default to showcasing their existing strengths. But an outside-in perspective flips this thinking. Start by asking: “What problems are our partners trying to solve?”

This shift requires a mindset of humility and curiosity. Before drafting proposals, invest time in discovery conversations. Create structured listening tours with industry stakeholders, attend their sector conferences and take the time to understand their strategic priorities. Translate what you learn into co-designed concepts that blend institutional expertise with external needs – whether in talent pipelines, research collaborations or innovation programmes.

We often work with partners to map out their strategic challenges, then bring in interdisciplinary faculty teams to brainstorm research solutions or curricular innovations. This approach has helped us build relationships that are both responsive and focused on topics that will have sustained interest and downstream investment.

Collaborate as one institution, not in silos

The fragmented nature of higher education, matched with dynamic corporate environments, can complicate and stall progress in forging collaborations. When universities operate as disjointed units, potential partners face unnecessary complexity and are sometimes dissuaded from connecting across the institution. A unified front – one that is easy to navigate and clearly aligned around shared goals – can be far more effective.

We’ve built a “one team” model at Virginia Tech that integrates functions across industry engagement, alumni relations, marketing, technology commercialisation, start-up support and research collaboration. We also use a matrix staffing model, working across multiple colleges and research centres to develop a holistic value proposition tailored to each partner.

To support this approach, institutional leaders must actively promote cross-unit coordination, align incentives around partnership outcomes, and commit to matrixed structures to ensure alignment, integration and teamwork.

Believe in the power of teams

Successful partnerships are not built by chance – they are cultivated by intentional, well-equipped teams. Universities should invest in staff with cross-functional expertise: professionals who can bridge academic and corporate cultures, communicate complex ideas clearly, and manage long-term stakeholder relationships.

Our team includes specialists in technical research, innovation facilitation, visual storytelling, negotiation and executive engagement. We also make space for our partners to be part of the team, co-developing solutions and sharing ownership of outcomes.

To build this kind of capacity, institutions should create professional development pathways for staff working at the intersection of academia and industry, and embed partnership-building as a core part of the university’s culture – not an ancillary function.

Embrace big ideas – and small ones

Transformative innovation doesn’t emerge from a vacuum. It is driven by purposeful, long-term relationships that allow space for both incremental progress and bold experimentation.

Industry partnerships should not be limited to short-term recruiting needs or one-off contracts. At their best, they help solve grand challenges – from sustainability and national security to health and manufacturing. This means creating purpose in the partnership that transcends a particular outcome, identifying aligned capabilities and then co-investing in programmes that serve not just institutional interests but societal ones.

We work with partners to co-design everything from student fellowships to multi-year research programmes. Some initiatives begin with a single faculty connection and grow into national platforms; others launch as pilot projects and scale over time. Being open to different entry points has enabled us to stay agile while building for impact.

Leverage storytelling and strategic communication

Universities are in the business of shaping futures – but to do so collaboratively, we must communicate our ideas in ways that resonate with external audiences. Our innovation and partnerships team works to elevate the contributions of our faculty, students and partners by investing in compelling storytelling. This means:

• developing narratives that focus on societal impact, not just academic process
• framing research in industry-relevant language and metrics
• creating digital and visual content that showcases collaborative achievements
• profiling the people behind the work to spark human connection and engagement. 

For example, when communicating work on emission-free mobility or critical minerals recovery, we craft messages that highlight both the technical achievement and its implications for industry, the economy and communities. Strong storytelling isn’t fluff – it’s a strategic tool for building alignment, enthusiasm and shared vision.

Partner with purpose

Universities should take a close look at how they approach partnerships. Realising the promise of the digital age, shaping the next generation of leaders ready to deliver and promoting real-world impact in our communities and beyond requires collaboration between higher education and industry.

Purposeful partnerships aren’t just transactions; they are long-term investments in innovation, talent and regional growth. Whether it’s supporting a student through an industry-sponsored fellowship or helping supercharge an innovation district, the ripple effects of collaboration can be profound.

Our future is bright. There is much to do. By investing in meaningful, strategic partnerships with the public and private sectors, higher education can serve as a catalyst for economic and societal advancement – not only locally but nationally and globally.

Brandy Salmon is vice-president for innovation and partnerships at Virginia Tech.

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