Why academics should do more consulting - and how to make it work

"Universities have three core missions: research, teaching and societal impact. The third is increasingly defined in commercial terms. The number of intellectual property licences has increased and more spin-out companies are being formed. This shift is supported by an independent review of spin-out practices, standardized investment guidance and the professionalization of university technology-transfer offices. The future of universities By contrast, academic consulting work, one of the most direct and scalable means by which academics can shape industry, government and civil society, remains underdeveloped (see 'Consulting gap')."

"Consulting work and other routes for exchanging knowledge are often treated as administrative functions. Such activities are defined and measured inconsistently and receive limited recognition in evaluations of research-related innovation. At a time when universities are struggling financially and academic research is often seen as distant from people's everyday concerns, that must change. Here, we call for universities to make it easier for academics to carry out consulting work."

Universities have three core missions: research, teaching and societal impact, with the third increasingly defined in commercial terms. Intellectual-property licences and spin-out companies have increased, aided by independent reviews, standardized investment guidance and professionalized technology-transfer offices. Academic consulting remains underdeveloped despite being a direct, scalable route for academics to influence industry, government and civil society. Consulting and other knowledge-exchange activities are often treated as administrative, inconsistently measured and under-recognized in innovation evaluations. Properly supported consulting can diversify university income, foster partnerships and ensure research delivers tangible impact, as illustrated by a Southampton team earning over £600,000.

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