Real change is hard. It requires people to about-face and embrace disruption. When IVT began its engagement with the Technology Transfer Office at NASA’s Glenn Research Center, the team was tired, juggling multiple efforts, and adjusting to new leadership. Team morale was not high.
With a recent change in leadership, there were many new processes and requirements being tossed at the team. IVT provided extensive support and tools to ease this transition and help the team to work smarter. Mentoring the team members to excellence was our goal, and it worked! In order to sustain this culture change, IVT recommended and implemented an awards and recognition effort to bring kudos to the team. IVT researched and prepared both internal (NASA-specific) and external (Federal Laboratory Consortium) award applications for Technology Transfer Office leadership, technology managers, and licensing teams.
In most cases, IVT prepared award nomination packages (on behalf of NASA Glenn) for the team members that had been giving it their all and buying into the cultural changes that were being asked of them. This award-winning team, proud of their accomplishments and their recognition, drove even better improvements over the years. This culminated in NASA Glenn Research Center being recognized as having the highest producing technology transfer office across all 10 NASA Centers within 2 years of IVT’s engagement with NASA Glenn. Beyond the public recognition, the awards spurred internal comradery amongst the team, creating a fun and effective workplace for all. This same “recognition to drive change” approach was utilized with innovators as well. It was very successful in driving enhanced innovator involvement with the Technology Transfer Office.