People often don’t respond to rewards the way managers think they will. This was highlighted in Dan Pink’s 2009 TED talk. According to Pink, monetary incentives work best for repetitive, rules-based jobs. Yet those same contingent motivators (“If you do this, then you get that monetary reward”) often reduces productivity in cognitive and [...]
Patrick Watson has advocated that “When you have a major problem, you consult an expert—at least, that’s the idea. But we’ve learned the hard way that so-called “experts” don’t always know what they’re talking about.” To illustrate the issue, Robin Helweg-Larsen tells the story of three men walking to a restaurant. This is [...]
A more detailed analysis is shown in the “Generational Differences Chart” figure, provided by WMFC. Generational Differences Charts Generational Differences Chart All technical and new business development teams, be they focused on project commercialization’s or strategic planning, have to take into account which generation will be the recipient of the work product or [...]
Being an effective manager is about understanding who you're managing, and much of that knowledge comes down to understanding the generation that identifies your workers. A 2013 study published by EY, formerly Ernst & Young, includes insights from more than 1,200 professionals across generations and industries about the strengths and weaknesses of workers [...]
8-K Item Codes In his article on “Mining SEC forms for material events”, Michael Levy points out that competitive intelligence professionals are benefiting from the fraud committed at the end of the late 1990s. In attempt to prevent future fraud and improve corporate transparency, the SEC mandated a broader set of 8K material [...]
Understanding what a company is really up against in the pharmaceutical and biotechnology areas is certainly a challenge. In her paper on “pharmaceutical and biotechnology assessment on a slim budget”, Candace Hughes points out that on the one hand there are large number of for-pay resources that have extracted information and specific market [...]
To summarize all the above information for the management team, the assessment this competitive intelligence team produced would be put into four bullet points: Strengths: Established industry, Competitive yet healthy rivalry, Competitors have different strategies and approaches, and the portfolios are suited to protect each companies own business interest. Weaknesses: No strong IP [...]
Value Map for Assessing Internal & External Value to a Corporation When the number of patents from all parties of interest is less than 100, they can be further checked for the internal and external value of the respective patent portfolios. To do so they are mapped (own company “client” along with competitor [...]
Use Map for Assessing Internal Value to a Corporation To further assess the internal value of the “Client” patent portfolio, it is mapped on the “Use Map” as shown in the figure. In this graphic patents are placed on grid rows based on which business they are protecting. For the vertical “Business Cycle” [...]
To understand the areas of investment in more detail the landscape map is made from the text found in the patent specification. Since passive since patent specifications cover both business and technology elements the landscape map of the “Specific Business/Technology Areas of Investment Focus” figure can be used to understand who is really [...]
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