Center for Tec Copyright 2004 RTI International Strategic Management of Intellectual Assets Beyond Mere Management to Measurable Impact PANEL MEMBERS Nermien Al-Ali, Ibrachy & Dermarkar Sharon Oriel, Talisker & Associates Allen Downs, Purdue Pharma MODERATOR Molly O’Donovan Dix, RTI International
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Center for Technology ApplicationsCopyright 2004 RTI International
Strategic Management of Intellectual Assets Beyond Mere Management to Measurable Impact
Manages all forms of IC (no waste of IC resources)
Has a unifying strategy (defines tradeoffs & resource allocation)
Focuses on one stage of ICM that better fits business needs & goals
CICM ModelCICM ModelIP Management - maximize value
Innovation Management - extract value
Knowledge Management - create value
HumanCapital
CustomerCapital
StructuralCapital
CICM™ Model - Nermien Al Ali
Elements of a Comprehensive ModelElements of a Comprehensive Model
StrategyAudit/ Portfolio
Tools
Create Value: Knowledge Management
Extract Value: Innovation Management
Maximize Value: IP Management
ApplicationApplication
Audit
Portfolios or Maps
STRATEGY
Gap Analysis
Tools
Determines ICM
focus
IPM-focused ICM
KM-fo
cuse
d ICM
IM-focused IC
M
How Strategy Affects ICM ModelHow Strategy Affects ICM Model
Audit
Portfolios or Maps
STRATEGY
Gap Analysis
Tools
ICM FocusICM Focus
IM
KM
IPM
Sh
ort
er t
ech
no
log
y cy
cle
– n
ew p
latf
orm
s
Longer technology cycle – same platforms
KM-focused ICMKM-focused ICM
ICMStage
MainSource of
CompetitiveAdvantage
StrategicFocus orQuestion
StrategicObjectives
OrganizationalCharacter
Examples
KM Tacit and explicit knowledge of employees and organization
How are we going to secure the knowledge resources necessary to attain the desired competitive position?
Create the learning organization, enable effective decision-making, be efficient in using existing knowledge and creating new knowledge, provide packaged knowledge
Large with extensive experience and long history/tradition, government and nonprofit organizations with a certain mission
British Petroleum, Skandia, Consulting Companies, Siemens, Ford, Daimler/Chrysler
Focused ICMFocused ICM KM-based ICM
BP ICM Model
KM
IM
IPM
Peer Assist
Employee Transfer
After Action Review
Standard/basic IM and
IPM processes & tools
CoPs
1995 BP is a Big Brain
IM-Focused ICMIM-Focused ICM
KNOWLEDGE
ICMStage
MainSource of
CompetitiveAdvantage
StrategicFocus orQuestion
StrategicObjectives
OrganizationalCharacter
Examples
IM Innovation: new ideas for product concepts and ways of doing business
How do we choose the level of innovation, incremental versus radical, to attain the desired competitive position or establish our product as the market standard?
Create the innovative organization, reducing time to market, responding & introducing change, achieving market leadership & setting market standards
Daring, young or old but continuously reinventing itself in response to changing technology waves
How do we use IP to enable competitive positioning and leverage our successful or popular IP (technology, brand, or copyright) in target and analogous markets?
Increase competitive prowess by creating stronger entry barriers, leveraging technology, reputation or creative content underlying one product in more than one market, application, or medium
Hold File applications for most promising inventions Prioritize filing scope based on commercial value
Triage portfolio Core Related Non-strategic Low value
Out-license
Goals Maximize value Balance value creation Generate cash flow Reduce expenses
Balanced Value Development & ExtractionBalanced Value Development & Extraction
Use in
Bus
Spinout JV
Sell orLic
CrossLic
Giftor
DonateHold
Publish or Abandon
Core Related Non-strategic Low value
Value ExtractionHigh Low
Invest DivestStrategic Commitment
Update – 6 Months LaterUpdate – 6 Months Later
Out-licensed one compound Partnering discussions for co-development and co-promotion Engaged agents to sell patent portfolios Engaged investment bankers to sell operations
Balanced Value Development & ExtractionBalanced Value Development & Extraction