The study by Walasik & Poteralska (2025) revealed an intriguing paradox:
among all competences required for effective commercialization, entrepreneurial competence was rated as one of the most important — but also one of the least possessed.
Researchers recognised that identifying market needs, thinking strategically about users, and translating discoveries into value are critical for innovation. Yet, when asked to rate their own ability, the gap was striking.
This finding echoes earlier observations by Treanor et al. (2021) and Rasmussen et al. (2011): scientists acknowledge the entrepreneurial mindset as vital, but often externalise it — assuming someone else (a business developer or TTO staff) will handle it.
Why this gap matters
Commercialisation today requires researchers to go beyond publishing and prototyping.
Understanding how to frame a research outcome as a potential product, service, or solution is part of modern scientific literacy.
When entrepreneurial competence is underdeveloped, promising ideas often stall in the “pre-transfer” phase — clear in theory but disconnected from practical application.
Bridging the gap
Interestingly, the same study found that competence gaps were not caused by lack of awareness, but lack of practice.
Researchers knew what mattered — they just had few opportunities to apply it.
Mentoring, shadowing, and small-scale experiments (e.g., mock pitches, user interviews) can make a measurable difference.
As universities move closer to integrating the “Third Mission” into academic life, the entrepreneurial skillset should not be optional. It is part of being a 21st-century researcher — the bridge between ideas and impact.
Reflect on your own readiness
Many researchers recognise the importance of entrepreneurial skills — but how well are those competences represented in your own work?
The Founder Readiness Assessment helps you explore your strengths and development areas as a potential founder or team member in a research-based venture. It’s a short, research-grounded self-assessment that turns reflection into direction.
Why forcing one story quietly kills good ideas Academic entrepreneurship is often presented as a single narrative: Great research → ...
When research commercialisation fails, the blame usually falls on one of two ends: “The research wasn’t market-ready.” “Investors weren’t willing ...
For over a decade, academic innovation policy has promoted a simple narrative: Great research → startup → founder-researcher → growth. ...





