The overarching purpose of most medical research is to make a beneficial difference to humanity; save lives, improve the quality of life and prevent illness etc.
The stage and type of research being undertaken influences the intent of the research.
Research can be curiosity driven, exploring the unknown to learn fundamental knowledge about biological systems where the intent may include the identification of underlying causes of disease.
The intent could then change to searching for opportunities to measure or influence the underlying causes of disease or symptoms. Or, it could explore how the disease can be effectively diagnosed or monitored.
As research progresses forward, the intent can continue to evolve through early validation, optimisation, advancing both ‘will it work’ and ‘will it fail’ questions to become clinical trial ready and then into clinical trials. Research can and should also take place post intervention, investigating the real world impact of new products and services.
The translation of research requires many different areas of expertise, including different fields of research and non-research skills. Harnessing the expertise required along the pathway can be a ‘supply chain’ challenge.
Who can and is best to perform preclinical studies all the way through, commercialisation, manufacturing regulatory approval and solving the who pays for it questions (including the patient) etc requires a broader set of thinking and co-ordination.
A key component of translating research is securing next-step partners. Early research may require collaboration with or outsourcing research to other labs and institutions to answer critical questions.
These studies, in turn, can make the potential innovation attractive and competitive to venture capital or industry that have the resources, networks, capability and capacity to advance innovation through clinical trials and regulatory processes.
Early discovery research aligns well with traditional academic metrics as it is of particular value to traditional high profile scientific journals and therefore helps researchers become competitive with traditional funding schemes.
However, research that is required to advance innovations, become clinical trial ready and attract commercial next-step partners is often less aligned to traditional academic measures and of lower interest to many journals.
Managing non-research components is also critical from an early stage; understanding needs, opportunity, IP and managing the limited resources of time and money are required for success.
Whilst academic research in our institutions may not on their own pass through regulatory pathways to reach people in need, establishing robust, reproducible system changes that can better secure next-step partners can help to ensure purpose isn’t forgotten.
At some point in translating research, your intent needs to focus on doing the research that will make your innovation attractive and competitive to next-step partners (eg VC and Industry). The priority questions need to be identified and by whom and where these questions are answered needs to be considered.
There is a change of thinking required for applicants (and funders), moving from “what can I do,” to “what research does my innovation need and by whom”.
A key measure for NFMRI is supporting research across the valley of death and securing next-step partners. You can read our report card here.