Rethinking IP as innovation incentivisation

New Zealand’s science and university systems are undergoing unprecedented reform, with a focus on how the country supports research, innovation, and the translation of ideas into real-world impact. One area that has come under increased scrutiny is intellectual property (IP) - who owns it, how it’s managed, and how it can best serve both public and private good.

In the government’s recent science system review, the approach to IP by Waipapa Taumata Rau, University of Auckland was singled out as an example of best practice. Its commercialisation company, UniServices, was highlighted for having developed a model that fits Aotearoa’s innovation landscape and could serve as a useful template for other institutions.

While the attention is appreciated, those closest to the work say the real story is more complex, and more important, than a standout policy.

Intellectual property in a university setting is rarely straightforward. Under New Zealand law, IP created in the course of employment generally belongs to the employer. Universities typically outline how any commercial returns from IP are shared, but those processes, and the incentives they create, vary between institutions.

At the University of Auckland, the most recent changes to its IP policy came into effect in March 2025, following more than a year of consultation across faculties and functions. The revised policy addressed some important gaps, including better treatment of IP generated by visitors and clearer protections for mātauranga Māori and taonga. But more than any single clause, the intention was to enable a culture that encourages and supports innovation.

Nicola Johnstone, Head of Intellectual Property at the University’s not-for-profit company UniServices, explains that the University’s focus is less about rigid ownership and more about building a system where good ideas can thrive and be translated into impact.

“If you’re in industry and develop something as part of your job, that IP usually belongs entirely to your employer. Here, we have systems that allow researchers to share in the success of commercialisation, while also ensuring those ideas don’t sit unused. It’s about getting IP off the shelf and into the world.”

That balance of support, incentive, and flexibility is a theme that runs through the University’s wider approach. Not every researcher wants to lead a start-up, and not every idea is a candidate for commercial success. But having the infrastructure to assess opportunities case-by-case, and to manage the risk alongside the reward, is key.

“IP ownership isn’t always clean-cut,” says Johnstone. “If multiple people are involved, who owns what? What happens if the team breaks down? That’s why we need clear processes and support structures. It’s not about having all the answers; it’s about having the ability to work things through.”

One of the less visible but arguably most impactful enablers is the University’s $40 million evergreen Inventors’ Fund, a self-sustaining investment vehicle run by UniServices. This fund provides crucial early-stage capital to help researchers and student founders progress their ideas, often before external investors are willing to step in.

“I genuinely don't think we would have seen as many start-ups emerge from the University without that fund, or without the commercialisation support wrapped around it,” Johnstone says.

Will Charles, Executive Director of Investments at UniServices, sees that support as part of a larger innovation ecosystem. He notes the importance of capability-building programmes like those offered by the Centre for Innovation and Entrepreneurship (CIE), which work alongside policy and funding to help people move from idea to impact.

“What matters isn’t just the policy, it’s the whole environment we’ve created to support researchers and students to do work that makes a difference,” he says.

That environment includes UniServices’ “Easy Start-Up” model, designed specifically for University of Auckland staff and student inventors who want to take the lead in building a start-up. The model simplifies the path from idea to impact by offering a transparent, streamlined process and wraparound support. Founders receive access to templated legal documents, protection for their ideas, commercialisation expertise, and capability-building through on-campus programmes including those offered by CIE.

The University typically licenses its IP interest in exchange for a small equity stake, usually no more than 10 percent, allowing founders to retain significant ownership and control. UniServices also supports founders to apply for funding from the University’s inventor fund and helps secure follow-on investment from external venture capital.

Greg Murison, CEO of UniServices and Pro Vice-Chancellor Innovation and Enterprise, says that for him the real measure of success is the kind of problems being solved.

“If you look at the ventures that have come out of the University, they’re working on issues that matter — in health, education, sustainability and beyond. IP is a tool, not an outcome. Our goal is to help people apply their research in ways that improve lives.”

As the sector continues to evolve, there’s growing recognition that what matters with IP is flexibility, fairness, and an infrastructure that enables good ideas to move forward — for the benefit of both researchers and society.

• See the University of Auckland’s Intellectual Property Created by Students and Staff Policy
• Read the Science System Advisory Group Report