Posts Tagged: "Ip Strategy"

Let’s Get on the Same Page: A Framework for Aligning Private and Government Goals on IP

Both the Biden and Trump Administrations have made it abundantly clear that economic and technology security is now national security. In the latest National Security Strategy, the Biden Administration stated, “Technology is central to today’s geopolitical competition and to the future of our national security, economy, and democracy. U.S. and allied leadership in technology and innovation has long underpinned our economic prosperity and military strength. In the next decade, critical and emerging technologies are poised to retool economies, transform militaries, and reshape the world.”

Tips From In-House IP Counsel on Developing a ‘Rational IP Strategy’ at IPWatchdog LIVE

Legal professionals making corporate IP portfolio management decisions must have the ability to cut costs from underperforming assets while also making significant investments to protect market share. On Day 3 of IPWatchdog LIVE 2023, top legal officers for several companies currently navigating global markets offered their insights during a panel titled “The Hallmarks of a Rational IP Strategy.” While the panel discussion revealed no one-size-fits-all template for legal professionals to follow when building valuable IP portfolios, it underscored the need for IP attorneys to firmly grasp their clients’ business needs when determining which IP rights to obtain and where they should be leveraged.

A Changing Economy Provides an Opportunity to Reassess Corporate IP Strategy

The current novel coronavirus pandemic and the resulting economic fallout may provide a good opportunity to step back and reevaluate the way companies approach intellectual property. Many are already broadly reorganizing workflows for collaborative development to deal with distanced or remote working. This may provide an opportunity to reassess where IP fits within these workflows and to find opportunities for greater collaboration. The slowed—or, for some, halted—economy has also lengthened or delayed development cycles, which may give the time needed to discover new ways of strategically managing patent filings. Even those companies seeing less drastic economic effects may observe market trends toward new products or even new categories that fall outside of previous forecasting and planning, inviting more focus and less-compressed schedules.

When Strategies Collide: Freedom to Operate Clashes with Freedom of Action in Converging Industries

What happens when technology convergence fundamentally changes your patent risk profile? What do you do when your customer demands broad intellectual property (IP) indemnification and your supplier provides almost none? Industries that clear patents as a standard practice are integrating technology from industries that specifically do not clear patents. If this sounds like a potential train wreck, well, it is. We recently completed a survey of 16 companies’ activities with respect to freedom to operate. In that study, we found substantially divergent patent risk mitigation strategies. For example, as you would expect in the chemical industry, companies did full patent clearance searches of their new molecules and processes—they wanted freedom to operate. That means they searched in all their major markets for any patents they might infringe prior to releasing new products. In contrast, high technology companies did no clearance search prior to product launch, but they adopted other techniques for reducing their overall risk—they wanted freedom of action. For professionals in each Industry, their respective risk mitigation strategy makes sense. But how can it be that in one industry people review and clear patents and in another they do not? The answer lies in the specific patent risks faced in each industry, and we will explore some of those risks.

Don’t Miss the Big Picture: What Companies Get Wrong When It Comes to IP Strategies

Yesterday’s IPWatchdog webinar, “How to Evolve Your IP Strategy Over Time,” focused on the trouble companies—both large and small—can run into when they don’t take the time to audit and implement concrete strategies to ensure they are focusing on developing valuable, rather than merely voluminous, IP portfolios. Michael Gulliford, Managing Principal at Soryn IP Group, said that there is often “a disconnect between the academic exercise of building a patent portfolio and the reality of running a business. It takes discipline and time to start implementing strategies to ensure it’s worthwhile.”