Group 1 - The core viewpoint is that Shaanxi is focusing on breaking the bottlenecks in the interaction between education, technology, and talent, promoting integrated reforms and development in these areas [1] - Shaanxi is establishing a dynamic adjustment mechanism for university discipline and major settings to meet the needs of technological innovation and social development [1] - The province is implementing a "school recruitment shared" model to attract urgently needed talents, successfully recruiting 362 talents and training 1,500 master's and doctoral graduates through the "dual mentor system" [1] Group 2 - Shaanxi is promoting the orderly flow of technology talents through the "dual thousand plan," with 1,161 "technology vice presidents" and "technology consultants" appointed from universities and research institutes [2] - The province is focusing on cultivating a professional team of technology managers, establishing a training system, and supporting the creation of the first technology manager college at Xi'an Jiaotong University [2] - Shaanxi is enhancing the construction of the technology manager team and exploring flexible employment methods to stimulate the motivation and vitality of technology transfer talents [2]

Group 1 - The core viewpoint emphasizes the importance of building a professional team of technology managers to facilitate the transfer and commercialization of scientific achievements, thereby enhancing new productivity in various regions such as Ningxia, Shandong, and Guizhou [1] - The number of dedicated personnel in technology transfer from universities and research institutions has exceeded 17,000 by the end of 2023, with a target of surpassing 30,000 by 2025 as outlined in the "14th Five-Year Plan" [1] - The publication of the first series of textbooks for technology managers in March 2023 marks a significant step towards standardizing the training and development of this profession [1] Group 2 - Current challenges in the development of technology managers include insufficient numbers, lack of incentives, and inadequate professional training, leading to high personnel turnover and varying levels of professional competence [2] - Proposed solutions include establishing a market-oriented incentive mechanism, such as defining the rights to benefits from technology transfer and creating a career advancement pathway for technology managers in academic and research institutions [2] - A comprehensive training system is suggested to cultivate versatile talent, with specialized courses in technology transfer and practical training through real project engagement [2] Group 3 - The establishment of a collaborative development environment is crucial, which includes creating a unified database for technology managers to facilitate the flow of technology, talent, and capital [3] - Promoting a partnership plan for technology managers encourages deeper involvement in projects through service equity or profit-sharing arrangements, fostering long-term collaborations [3]