© Chawton Innovation Services/Title.ppt/Version/date/initials 1 IP Management - A Corporate Perspective Donal O’Connell Chawton Innovation Services

© Chawton Innovation Services/Title.ppt/Version/date/initials Table of contents Introduction Current state analysis techniques Roles & responsibilities Key interfaces to manage Key IP metrics How IP adds value The key IP processes IP strategy

© Chawton Innovation Services/Title.ppt/Version/date/initials Introduction

© Chawton Innovation Services/Title.ppt/Version/date/initials The complexity of IP The different IP regimes. Specific IP terminology. The subtle and non so subtle differences in IP laws and interpretation of IP laws between jurisdictions. The relatively long time- scales involved. The costs & fee structures involved. The challenge with IP valuation techniques. How IP adds value.

© Chawton Innovation Services/Title.ppt/Version/date/initials A structured approach is needed Current state analysis. Roles and responsibilities. Key interfaces to manage. Top level IP processes. IP Metrics. How IP adds value. IP strategy and action plans.

© Chawton Innovation Services/Title.ppt/Version/date/initials Current state analysis techniques

© Chawton Innovation Services/Title.ppt/Version/date/initials Current state analysis techniques CSA techniques help you define where are you today? Examples are … – IP strength versus sales at risk. – The IP maturity ladder.

© Chawton Innovation Services/Title.ppt/Version/date/initials IP strength versus sales at risk 8 Sales at risk HighLow High IP strength The minnow Little sales or IP, can be swallowed up, but typically are ignored (e.g., most small companies) The target Significant sales, but insufficient IP to defend itself The glass house Strong IP assets, but unable to leverage due to sales at risk The shark Strong IP and no sales at risk means they can aggressively leverage their IP assets Sales at risk

© Chawton Innovation Services/Title.ppt/Version/date/initials IP maturity ladder Visionary. Integrated. Profit centre. Cost control. Defensive.

© Chawton Innovation Services/Title.ppt/Version/date/initials Roles & responsibilities

© Chawton Innovation Services/Title.ppt/Version/date/initials No 'one size fits all' IP organisational models vary greatly from one company to the next. There is no 'one size fits all'.

© Chawton Innovation Services/Title.ppt/Version/date/initials Who does what? Who is responsible for IP in your company? Is this person(s) responsible for all of the different IP regimes and for all of the different IP processes / tasks? What are his/her IP skills and competencies? How much of the IP work is conducted internally versus outsourced?

© Chawton Innovation Services/Title.ppt/Version/date/initials Key interfaces to manage

© Chawton Innovation Services/Title.ppt/Version/date/initials The key interfaces / relationships Management. The inventive/creative community (both internal & external). External IP entities (IP Firms, IP Service Providers, IP Offices, etc.).

© Chawton Innovation Services/Title.ppt/Version/date/initials Key IP metrics

© Chawton Innovation Services/Title.ppt/Version/date/initials Key IP metrics The following metrics / measures / key performance indicators should at least be taken into use … – Costs. – Quality. – Efficiency.

© Chawton Innovation Services/Title.ppt/Version/date/initials Metrics / performance indicators Dashboard reports allow you to step back from the details, and see the key trends and relationships that drive your IP activities. Such a report provides top level visibility of the efficiency and effectiveness of the process. It should contain the key metrics of interest

© Chawton Innovation Services/Title.ppt/Version/date/initials How IP adds value

© Chawton Innovation Services/Title.ppt/Version/date/initials How IP adds value Freedom of action Product differentiation Revenue Business influence Enabling a technology Cost competitiveness Bundled with technology and know-how PR / Image / Perception / Measure of innovation

© Chawton Innovation Services/Title.ppt/Version/date/initials Valuation techniques / methods There are three key techniques / methods in use … – Income approach. – Market approach. – Cost approach. Valuation techniques are still relative immature and more work is needed here.

© Chawton Innovation Services/Title.ppt/Version/date/initials The key IP processes

© Chawton Innovation Services/Title.ppt/Version/date/initials Agreement to do things in a certain way A process can be seen as an agreement to do certain things in a certain way. The larger the organisation, the greater the need for agreements on ways of working. Processes are the memory of an organisation, and without them a lot of effort can be wasted.

© Chawton Innovation Services/Title.ppt/Version/date/initials The key IP processes / activities IP Creation IP Acquisition (buying in) IP Portfolio Management / Optimisation / Asset Management IP Utilisation (Protecting/Keeping, Licensing, Selling, Giving Away) IP Maintenance (Annuities / Renewals) 3 rd party IP Risk Management IP Litigation

© Chawton Innovation Services/Title.ppt/Version/date/initials IP strategy

© Chawton Innovation Services/Title.ppt/Version/date/initials The elements of a strategy Battle cry Rules of engagement Top level objectives Top level action plans Time-line Foundations / cornerstones Metrics Review process Team & individual goals

© Chawton Innovation Services/Title.ppt/Version/date/initials From A to B A three phase approach is typically used … – Current state analysis – Ideal state – Strategic action to get from A to B

© Chawton Innovation Services/Title.ppt/Version/date/initials Suggested contents of an IP strategy The IP strategy should at least address the topics mentioned previously... – CSA and future desired state – Roles & responsibilities – Key interfaces to be managed – Goals for each of the key IP processes – Metrics to be achieved – How IP will bring value

© Chawton Innovation Services/Title.ppt/Version/date/initials The phases of IP strategy development Information gathering Developing the strategy Validating and stress testing the strategy Articulating the strategy Monitoring and reviewing the strategy

© Chawton Innovation Services/Title.ppt/Version/date/initials “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” Sun Tzu

© Chawton Innovation Services/Title.ppt/Version/date/initials Thank you Please check out Chawton Innovation Services at...