Book contents
- Frontmatter
- Contents
- Foreword
- Preface
- Acknowledgments
- Abbreviations
- Introduction: The Invisible Infrastructure of Innovation
- PART I INTELLECTUAL PROPERTY DYNAMICS IN SOCIETY
- PART II BASICS OF MANAGING INTELLECTUAL PROPERTY IN ORGANIZATIONS
- 4 The Innovation Tree: Intellectual Property Rights and How They Grow
- 5 The ABCDs of Intellectual Property: Flow and Infringement of Rights
- 6 The Role of Communities in Innovation
- 7 The Innovation Chief
- PART III STEPS TO STRATEGIC MANAGEMENT OF INTELLECTUAL PROPERTY
- PART IV STRATEGIES ON A GLOBAL STAGE
- APPENDIX A Excerpts from TRIPS Agreement
- APPENDIX B Intellectual Property Non-Policy
- APPENDIX C Intellectual Property Assessment Questionnaire
- APPENDIX D Research Tools for Obtaining Intellectual Property Information
- Bibliography
- Index
7 - The Innovation Chief
Published online by Cambridge University Press: 05 June 2012
- Frontmatter
- Contents
- Foreword
- Preface
- Acknowledgments
- Abbreviations
- Introduction: The Invisible Infrastructure of Innovation
- PART I INTELLECTUAL PROPERTY DYNAMICS IN SOCIETY
- PART II BASICS OF MANAGING INTELLECTUAL PROPERTY IN ORGANIZATIONS
- 4 The Innovation Tree: Intellectual Property Rights and How They Grow
- 5 The ABCDs of Intellectual Property: Flow and Infringement of Rights
- 6 The Role of Communities in Innovation
- 7 The Innovation Chief
- PART III STEPS TO STRATEGIC MANAGEMENT OF INTELLECTUAL PROPERTY
- PART IV STRATEGIES ON A GLOBAL STAGE
- APPENDIX A Excerpts from TRIPS Agreement
- APPENDIX B Intellectual Property Non-Policy
- APPENDIX C Intellectual Property Assessment Questionnaire
- APPENDIX D Research Tools for Obtaining Intellectual Property Information
- Bibliography
- Index
Summary
This chapter introduces the innovation chiefs found in different organizations. IP management requires leadership by someone who manages IP to further the organization's goals, and teamwork between creative, entrepreneurial, and legal talent. Successful innovation chiefs bring much benefit to their organizations. Drucker and others have given useful advice about managing innovation but not about managing intellectual property. Studies of intellectual asset management are also limited, focusing on corporations. IP management is also important outside of corporations. These insights lay the groundwork for Part Three.
TYPES OF INNOVATION CHIEFS
Ideas, like money, do not actually grow on trees. Rather, ideas are innately human, and it is people who plant the seeds of innovation and cultivate them into an innovation forest. I remember the oldest partner in my first law firm describing the patent lawyer's job as planting acorns (filing patent applications for the client's inventions) and growing them into mighty oaks (litigating to enforce the resulting patent). His analysis was accurate from the narrow perspective of a law firm, but a quarter century later, I see a much broader human role in using intellectual property to grow the mighty oaks of innovation.
Intellectual property helps organize innovation communities of people whose new ideas can grow and flow to meet their needs. For most innovation communities, there is at least one person who makes decisions about intellectual property – an innovation chief, IP chief, or IP manager.
- Type
- Chapter
- Information
- Driving InnovationIntellectual Property Strategies for a Dynamic World, pp. 115 - 128Publisher: Cambridge University PressPrint publication year: 2008