Today, creativity, innovation and technology transfer management processes are part of the "ethos" of the best universities in the world. For some time now, the news of collaborations between large companies such as Google, Apple, Samsung and others with universities are part of the logic of synergistic work between companies that require solutions based on evidence and sustained in science, with universities and specialized research centers. Even more visible was this fact during the pandemic, where large pharmaceutical companies and biologicals production laboratories associated with universities to distribute objectives with critical times to face the pandemic.

The transfer contracts, the agreements and the negotiations together with the concomitant intellectual property strategy for each case took us to a point in history never reached before, in which, facing a common enemy, agreements were reached and processes were optimized that would otherwise take years to materialize and that allowed vaccines, medicines, and care and treatment algorithms for patients with COVID-19 to streamline and enter a process of continuous improvement, verification, and validation.

Universities cannot be oblivious to this reality and, therefore, processes that encourage creativity must be increased and motivate innovation so that the intellectual capital generated in the academy has the expected impact and can collaborate so that the socio-productive sector find answers to their requirements and needs, so that these processes benefit us all as part of society.

It must be understood that innovation seeks to break into a worn out and obsolete system, directing actions to circuits already tested by institutions that are now world leaders. With the insertion of policies that encourage and promote creativity, multidisciplinary cooperation and innovation, the basic variables are established for the generation of processes or products that result in packable intangibles to enter strategic processes of technology transfer.

Technology transfer in strict terms is used to describe a formal transfer of the rights to use and commercialize new discoveries and innovations resulting from scientific research. On the other hand, in simple terms, universities naturally transfer technologies to industry for development. commercial, through "disclosure of innovations", patenting products or processes resulting from research results, in parallel with the publication of scientific articles and the licensing of the rights of generated innovations.

An interesting example is the Yissum Technology Transfer Company of the Hebrew University of Jerusalem, which is in charge of commercializing the supply of scientific results generated from research into useful products for the market. It has registered more than 10,000 patents, more than 3,000 inventions, licensing around 1,000 technologies and creating more than 150 spin-offs since 1964. One of the key points of the success of the Hebrew University is the distribution of benefits derived from research, in which at least 40% corresponds to the researchers.

Traditionally, the university has as its main objective and mission to transfer knowledge to students, another entrenched mission is the generation of scientific knowledge through research and, the third, is the so-called university extension, which is the link between the university and society.

For some time now, the technologic transfer has been considered as the fourth mission of the university. In this sense, technology transfer is discussed as a management model so that the results of research, innovation products and processes, and creations in general, can efficiently impact the socio-productive sector, also resulting in benefits for the institution.

In conclusion, innovation and technology transfer as the fourth mission of the university must be inserted into the academic management structure and established as part of the university culture, in order for the university to update itself to the worldview of this fourth industrial revolution.