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8 - Becoming Strategic

Published online by Cambridge University Press:  05 June 2012

Michael A. Gollin
Affiliation:
Venable LLP, Washington DC
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Summary

This third part of the book is organized around the steps of strategic management of intellectual property, and the first section deals with the first step – planning. Chapter 8 describes a hierarchy of IP management beginning with the lowest level, nonmanagement, to defensive, cost control, profit center, integrated, and visionary levels. To move up this scale, an IP manager should form a strategy, define goals, assess internal human resources and intellectual property resources, study the environment, develop a management plan, and implement it. These are the basics for becoming strategic.

To succeed, innovators, business and public managers, academics, and politicians shaping intellectual property policy must all know the basics of IP management and be aware of how IP law affects them in their day to day decisions and practices. These basics can be readily understood without any specialized training in law, business, economics, or science.

LEVELS OF IP MANAGEMENT

Intellectual property can be managed well or poorly. People who lack basic literacy about the differences between the four types of intellectual property – how they grow and how they flow – cannot make wise decisions about using intellectual property to channel innovation. Also, people who are literate in one area (such as patent litigation) but know nothing about another area (such as trademark prosecution) are unable to see the forest for the trees and will have difficulty linking decisions in one area to overall organizational goals.

Type
Chapter
Information
Driving Innovation
Intellectual Property Strategies for a Dynamic World
, pp. 131 - 146
Publisher: Cambridge University Press
Print publication year: 2008

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