Molly O. Dix
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    Molly O. Dix Molly O. Dix Presentation Transcript

    • Strategic Management of Intellectual Assets Beyond Mere Management to Measurable Impact PANEL MEMBERS Nermien Al-Ali, Ibrachy & Dermarkar Sharon Oriel, Talisker & Associates Allen Downs, Purdue Pharma MODERATOR Molly O’Donovan Dix, RTI International
    • Overview
      • Introduction – Dix
      • A Comprehensive Model : Managing Knowledge, Innovation, and Protection – Al-Ali
      • Strategic Licensing: Lessons Learned – Oriel
      • Purdue Pharma: Transformation of Licensing and Intellectual Asset Strategy – Downs
    • What do the Red Sox and many IAM efforts have in common?
    • Introduction: IAM Implementation Stages
      • Realization
      • Motivation
      • Process-Based Progress
      • Preliminary Success
      • Comprehensive Management
      • Focus
      • Real Impact
    • Speakers Nermien Al-Ali, Ibrachy & Dermarkar Sharon Oriel, Talisker & Associates Allen Downs, Purdue Pharma
    • Comprehensive Intellectual Capital Management Nermien Al-Ali Presentation to LES Annual Meeting in Boston October 18, 2004
    • APC of Intellectual Wealth
        • Assets
        • Property
        • Capital
      • OR
        • Innovation
        • Intellectual Property
        • Knowledge
    • Intellectual Capital Management – Oldest Art
    • To make profit from cave method…
      • Need to release human skill and know-how – cannot be drawn or codified
        • KNOLWEDGE
      • Need to standardize and test the method or process
        • INNOVATION
      • Need to prove its yours and you have exclusive use
      • INTELLECTUAL PROPERTY - IP
    • Intellectual Capital Life Cycle Examination Information Processes Innovation Raw Materials Knowledge Knowledge – tacit & explicit Final Product
    • To impact the bottom-line with ICM, you need…
        • A model/system to convert intellectual value into commercial value
        • Focus on the APC or the three types of IC:
            • Knowledge
            • Innovation
            • Intellectual Property
        • A comprehensive model
    • ICM Models
      • Piecemeal solutions – not effective
        • Boeing in 1997
      • Integrative solutions – limited success
        • Rohm & Haas
      • Best results – comprehensive models
        • Dow, and IBM
    • A Comprehensive Model
      • Manages all forms of IC (no waste of IC resources)
      • Has a unifying strategy (defines tradeoffs & resource allocation)
      • Focuses on one stage of ICM that better fits business needs & goals
    • CICM Model IP Management - maximize value Innovation Management - extract value Knowledge Management - create value Human Capital Customer Capital Structural Capital CICM™ Model - Nermien Al Ali
    • Elements of a Comprehensive Model Strategy Audit/ Portfolio Tools Create Value: Knowledge Management Extract Value: Innovation Management Maximize Value: IP Management
    • Application Audit Portfolios or Maps STRATEGY Gap Analysis Tools Determines ICM focus
    • How Strategy Affects ICM Model IPM-focused ICM KM-focused ICM IM-focused ICM Audit Portfolios or Maps STRATEGY Gap Analysis Tools
    • ICM Focus IM KM IPM Shorter technology cycle – new platforms Longer technology cycle – same platforms
    • KM-focused ICM Large with extensive experience and long history/tradition, government and nonprofit organizations with a certain mission Organizational Character British Petroleum, Skandia, Consulting Companies, Siemens, Ford, Daimler/Chrysler Create the learning organization, enable effective decision-making, be efficient in using existing knowledge and creating new knowledge, provide packaged knowledge How are we going to secure the knowledge resources necessary to attain the desired competitive position? Tacit and explicit knowledge of employees and organization KM Examples Strategic Objectives Strategic Focus or Question Main Source of Competitive Advantage ICM Stage
    • Focused ICM
      • KM-based ICM
        • BP ICM Model
      KM IM IPM Peer Assist Employee Transfer After Action Review Standard/basic IM and IPM processes & tools CoPs 1995 BP is a Big Brain
    • IM-Focused ICM Examples Organizational Character Strategic Objectives Strategic Focus or Question Main Source of Competitive Advantage ICM Stage KNOWLEDGE Daring, young or old but continuously reinventing itself in response to changing technology waves 3M, Hewlett Packard, Xerox, Llucent, Nokia Create the innovative organization, reducing time to market, responding & introducing change, achieving market leadership & setting market standards How do we choose the level of innovation, incremental versus radical, to attain the desired competitive position or establish our product as the market standard? Innovation: new ideas for product concepts and ways of doing business IM
    • Focused ICM
      • IM-based ICM
        • HP ICM Model
      KM IM IPM Gatekeepers Councils Idea banks Standard/basic KM and IPM processes & tools Innovation portfolio Cut Time to Market in Half
    • IPM-Focused ICM Examples Organizational Character Strategic Objectives Strategic Focus or Question Main Source of Competitive Advantage ICM Stage Highly competitive, formidable, aggressive, skill-oriented IBM, Dow, Disney, Microsoft, General Electric, Coca-Cola, DuPont Increase competitive prowess by creating stronger entry barriers, leveraging technology, reputation or creative content underlying one product in more than one market, application, or medium How do we use IP to enable competitive positioning and leverage our successful or popular IP (technology, brand, or copyright) in target and analogous markets? Patents (trade secrets), brands and/or copyrights IPM
    • Focused ICM
      • IPM-based ICM
        • IBM ICM Model
      Competitive intelligence IP portfolios Licensing teams IM IPM KM Standard/basic KM and IM processes & tools Create anything, we’ll license Design around
    • Strategic Licensing Lessons Learned Sharon Oriel
    • Strategic Licensing
      • Four Points to Remember:
        • Portfolio Analysis & Alignment
        • Benchmarking
        • Strategy
        • Tactics
    • Intangibles Management Model Intangibles Portfolio R&D Intellectual Capital Generation Alternative Value Generation Technology Purchase Business Value Assessment Intellectual Capital Strategy/ Tactics Technology Investment Plans Business Intelligence and Technology Assessment Business Strategy Key Components Portfolio Strategy Business Intelligence & Technology Assessment Valuation Investment
    • Portfolio Analysis & Alignment
      • What is in your portfolio?
      • How are you using your portfolio?
      • Who owns the IP?
      • Licensing potential: in & out licensing
      • Document your portfolio analysis & alignment and keep it up to date
    • Benchmarking the Best
      • Look for better licensing models & practices
      • Use team approach to develop questions and make visits/calls
      • Develop corporate consensus & support
      • Identify what Company does well: corporate pride
    • Intangibles Management Model Intangibles Portfolio R&D Intellectual Capital Generation Alternative Value Generation Technology Purchase Business Value Assessment Intellectual Capital Strategy/ Tactics Technology Investment Plans Business Intelligence& Technology Assessment Business Strategy Key Components Portfolio Strategy Business Intelligence & Technology Assessment Valuation Investment
    • Business Strategy
      • Proactive strategy: create a licensing business that impacts the bottom line
      • Access external technology to speed up market entry
      • Set realistic goals with realistic resources
      • Who claims credit for the $$$$ ?
    • And Now the Fun Begins
      • Licensing tactics will reflect portfolio content and business strategy
      • Sustain the effort throughout the business cycle
      • Remember that the real work begins after the license is signed
      • Build skills, reputation, and REVENUE!
    • Strategic Licensing
      • The model works: Dow increased licensing revenue from ~$25MM/year to >$250MM/year
      • Universities: Wisconsin, MIT, Stanford, Columbia
      • Corporations: TI, P&G, IBM
      • Ventures: Intellectual Ventures
    • Strategic Management of Intellectual Assets Case Study: Transformation of Licensing and Intellectual Assets Strategy Allen Downs Purdue Pharma October 18, 2004
    • Licensing Strategy Alignment Across the Value Chain IN-LICENSING OUT-LICENSING Discovery Development Manufacturing Sales & Marketing Tools Targets Compounds Formulations Process Products Products Targets Leads Products Capacity Co-Promotion
    • Shifting Licensing Strategies – Purdue Drug Discovery Development Alliance Analgesics Oncology Respiratory Antibiotics Late-Stage Products IN-LICENSING Abuse-Resistant Technologies OxyContin ® 1999 2000
    • Licensing Strategy Alignment Across the Value Chain IN-LICENSING OUT-LICENSING Tools Targets Compounds Formulations Process Products Products Discovery Development Manufacturing Sales & Marketing Targets Leads Products Capacity Co-Promotion
    • Shifting Licensing Strategies – Purdue IN-LICENSING Abuse-Resistant Technologies January 5, 2004 Patent Ruling PARTNERING
      • Discovery
      • Development Projects
      • Late-Stage Opportunities
      • Patents
      OxyContin ® Drug Discovery Development Alliance Analgesics Oncology Respiratory Antibiotics AnalgesicsFocus Late-Stage Products 1999 2000
    • Licensing Strategy Alignment Across The Value Chain IN-LICENSING OUT-LICENSING Tools Targets Compounds Formulations Process Products Products Targets Leads Products Capacity Co-Promotion Discovery Development Manufacturing Sales & Marketing
    • Intellectual Asset Strategies
      • Hold
        • File applications for most promising inventions
        • Prioritize filing scope based on commercial value
      • Triage portfolio
        • Core
        • Related
        • Non-strategic
        • Low value
      • Out-license
      • Goals
      • Maximize value
      • Balance value creation
      • Generate cash flow
      • Reduce expenses
    • Balanced Value Development & Extraction Use in Bus Spinout JV Sell or Lic CrossLic Gift or Donate Hold Publish or Abandon Core Related Non-strategic Low value Value Extraction High Low Invest Divest Strategic Commitment
    • Update – 6 Months Later
      • Out-licensed one compound
      • Partnering discussions for co-development and co-promotion
      • Engaged agents to sell patent portfolios
      • Engaged investment bankers to sell operations
    • Balanced Value Development & Extraction Use in Bus Spinout JV Sell or Lic CrossLic Gift or Donate Hold Publish or Abandon Value Extraction High Low Invest Divest Strategic Commitment Core Related Non-strategic Low value