4 Leaf Model The evaluation process first starts with assessing the companies work processes and business model understanding in 15 different areas. Gaps are found between the company and the best-practices of competitors. The financial value of these gaps is also determined by knowing from a competitive dataset, how much book value similar [...]
In the knowledge economy, more than 80 percent of all assets of companies are intangibles i.e. Intellectual Capital. Determining the real value of these assets is crucial to any investment decision. Thus it is critical for a company to obtain a fair valuation of these assets, be it either a corporation or venture. [...]
Resources Capabilities Importance Urgency In this figure it can be seen that there are a number of project’s requiring low levels of creativity, as represented by the green and blue circles. It makes the most sense for organization to tackle these projects quickly and achieve the business returns that result. The more difficult [...]
Capabilities, Importance, Urgency A way to help improve the situation is to take Covey’s original two-dimensional matrix and add a third dimension. The third dimension is the creativity required for the project (or the level of thought as explained in Chapter 4). The “Capabilities, Importance, Urgency” figure shows this. When laying an organization’s [...]
Important Versus Urgent There are often conflicting priorities that arise from the various business, technology, marketing, manufacturing, IP and HR viewpoints. A way to reconcile this confusion is by using Stephen Covey’s “The seven habits of highly effective people” method of time management. In his work, Stephen Covey, segmented all the tasks that [...]
Example of a Patent / Product / Revenue Table The final tool to integrate intellectual property and business decision-making is that of a “Patent / Product / Revenue Table” as shown in the figure. This figure is created by integrating the financial information from the company books, with its manufacturing tracking system, and [...]
Example of a Small Bicycle Seat Portfolio in “VALUE” View The “Example of a Small Bicycle Seat Portfolio in VALUE View” figure shows how the ten aforementioned bicycle seat patents lay out on this grid. Note that the two of the patents have European and Japanese counterparts. In this case the company should [...]
“Value” View of Patent Portfolios Once art that is covering commercial or strategic products or programs is understood the next tool to be used is the “VALUE view of Patent Portfolios”, as is shown in the Figure. This mapping of patents was created by a pairwise comparison of the products or technologies claimed [...]
Example of a Small Bicycle Seat Portfolio in “USE” View In the “Example of a Small Bicycle Seat Portfolio in “USE” View” figure, ten patents held by a bicycle seat company were plotted on the USE view. The company can quickly focuses efforts on building out art in its growth position as represented [...]
Typical Segmentation of portfolios in “USE” View Shown in the “Typical Segmentations of Portfolios in “USE” View” figure is the amount of art in a large company’s portfolio that falls into each area of the matrix. This was first done for Dow Chemical Corporation the later confirmed by many organizations represented in the [...]
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