Transfer and proximity: an interview with Luca Maria Gambardella, Pro-Rector for Innovation and Corporate Relations

Prof. Luca Maria Gambardella is the Pro-Rector for Innovation and Corporate Relations, Full Professor of Artificial Intelligence at USI Faculty of Informatics and member of IDSIA, the Dalle Molle Institute for Artificial Intelligence USI-SUPSI, which he directed from 1995 to 2020.

Professor Gambardella, in the field of innovation, two terms are often used: "transfer" and "proximity". Could you give us your definition of both?
"Transfer can be defined as the sharing of knowledge, which can occur in various ways. However, I believe that proximity is essential for effective transfer. It is unrealistic to think that you can successfully transfer knowledge without being close to your partners and understanding their needs. Proximity involves effort, commitment, and mutual respect, and having a good reputation is essential. My understanding of proximity is easier to grasp if you consider that, until a few years ago in Switzerland, this concept was synonymous with community. I believe that if you do not start from this assumption, you risk making a transfer that is merely theoretical or, in any case, ineffective. Therefore, the key premise must be the genuine desire to be close, rather than simply acting out of convenience. Effective transfer cannot occur at a distance, especially when it involves offices, people, companies, municipalities, and the region. This is the type of transfer activity we are focused on.

In your opinion, why is it important for universities and the local area to create synergies? And secondly, how does USI promote this closeness?
"I believe that synergies should develop naturally rather than being imposed from above. It is essential to establish a symmetrical relationship between the University and the local community, ensuring that the work conducted within the University is relevant to the real world. At USI, we are committed to creating opportunities for closer collaboration with companies. One example is the Innovation Roundtable organised by USI Transfer, where professors and entrepreneurs come together to discuss issues, bridging the gap from theory to practice. The initiative has been praised for its unique approach; it was not developed, as is often the case, to create a specific project but rather to share knowledge. As professors, we have the privilege of attending conferences where we discuss innovations that may become reality in the workforce years later. This positions us as an observatory for the future, and during our interactions with companies, we have the opportunity to anticipate new trends. On the other hand, thanks to entrepreneurs, we can understand the concrete needs of the world of work."

As Pro-Rector for Innovation and Corporate Relations, what are your main responsibilities, and what are your next goals?

My main goal is to make our service as effective as possible by creating the right conditions for innovation and transfer to work. To achieve this, it is essential to create opportunities for dialogue and to "set a good example" by demonstrating that knowledge transfer is possible. This process should be straightforward, facilitated by a collaborative relationship. My primary role is to act as a facilitator, bridging communication between the academic community and the business world. The most challenging aspect of this job is finding a common language that enables effective dialogue between the two spheres. Recently, the approval of the establishment of an industrial chair— a professorship funded by a company— has opened up interesting opportunities involving long-term projects requiring significant investment. Establishing several chairs of this type will be one of our challenges.

One aspect that is very important to me is start-ups. I see them as small seeds that need nurturing to grow into plants. Here at USI, we have established greenhouses to support these seeds during their early stages. However, they must spend only a short time in these greenhouses, as the ultimate goal is for them to thrive in the outside world, where they will face competition. This metaphorical "windy world" represents the market, where numerous competitors already exist.

We are currently focusing on understanding, primarily at the Swiss level, our areas of uniqueness, so that we can target our investments. Our current mission is to build a community; therefore, we do not wish to overlook the margins, as innovation can also emerge from there.

In a university landscape with increasingly tight financial constraints, what role does this sector play, and can it play in attracting funds for the University?
"The corporate chair can certainly be one approach. I believe our responsibility is to enhance the reputation and visibility of the University. Attracting talent is challenging, especially given the high level of mobility today; skilled individuals can pursue opportunities anywhere. The type of transfers offered by a university and the number of patents it holds can significantly influence its ability to attract bright minds.

The goal is to establish Ticino, particularly USI, as a recognised centre of excellence in knowledge transfer. Focusing on innovation can also enhance the university's appeal to students, primarily through initiatives like the USI Startup Centre. In addition, we have recently created the Founders' Track, a pathway within various Master's programmes (Master's in Financial Technology and Computing; Master's in Management and Informatics; Master's in Artificial Intelligence) that allows students to obtain 30 ECTS electives through courses that train them to become entrepreneurs and startuppers. This will enable them to gain both technical and managerial skills at the same time, and I think it is precisely this kind of initiative that makes the University attractive."