By looking at the complete ”IP Process Flowchart” figure, the integration with other business functions is easily seen. The concept or patent analysis must be coordinated with the information services group. The assertion analysis phase is done in conjunction with the marketing and legal groups. In-licensing is done with the open innovation and [...]
IP and Business Alignment To make the decisions between which art to keep internally in which to license out there needs to be a clear understanding and articulation of the business vision and strategy with respect to IP. This “IP and Business Alignment”, as shown in the figure, is critical if just the [...]
Agile / Lean IP Integration As shown in the "Agile/Lean Integration" figure, the goal of the IP supporting personnel should be to integrate their activities into the agile development methodology. This means the project development team should be IP-educated before entering into the planning phase where initial IP priorities are identified. In the [...]
R&D Funnel Map If the R&D organization is using stage gate process the best points of integration are at the gate reviews as explained earlier. If it is using an Agile or Lean Process the best integration point is during the review process at the end of a scrum. By way of example, [...]
Methods of Accelerating Innovation and Product Development For efficient IP and business integration to occur it’s best to start the integration during the R&D process. The “Methods of Accelerating Innovation and Product Development” figure shows five means of acceleration and how four aspects of the development phases can be accelerated. The last column [...]
Truly integrated processes however also involve excellent communication skills. Communication of IP processes comprises three elements. These are: (1) educating all levels of the organization on the lognormal distribution of value, its implications, and deployment of company resources accordingly, (2) selecting what forms of intellectual capital to track, and (3) using a mixture [...]
IP Management Hierarchy Pyramid To embed integrated work processes in an organization is not however an easy task. The overall objective is to evaluate and provide upgrades to the company’s IP culture, work processes, and toolsets. The goal is to create, maintain, and extract value from intellectual property in a way to the [...]
Companies typically have a system in place for new ideas. These include systems for identification, evaluation, and handling new products and service opportunities. They also typically have a somewhat aligned their R&D and IP portfolio integration with business strategy. And finally they often have a core business that has evolved its business strategy [...]
The Dyadic Fourth Generation R&D Organization On the operations side of 4G innovation the Tenth Principle of 4G directs the creation and operation of two new types of innovation labs that supplement traditional R&D labs and market research activities such as focus groups and surveys that are jointly staffed by partner organizations. The [...]
Eleven Component Parts of a Business Model in Fourth Generation R&D When it comes to developing a 4G business model, the template is shown in the “Eleven Component Parts of a Business Model in Fourth Generation R&D” figure. The 4G business model is an extension to the model described by Alexander Osterwalder. The [...]
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