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IP analytics and data visualizations:
the art of effective communication
Chris Harrison, Head of IP Analytics and Data Sci...
Informatics
IPO business
intelligence
Management
information
Modelling and
forecasting
Official
statistics
IP analytics
Te...
Why evidence-based policymaking
is important?
Policymaking environment
Data
Opinion-
based
Evidence-
influenced
Evidence-
...
Why evidence-based decision making
is important?
Decision making environment
Data
Opinion-
based
Evidence-
influenced
Evid...
Why the problem exists?
Alpha Stock Images – CC BY-SA 3.0
Analysis of IP data is full of caveats, assumptions and ambiguit...
The science behind it
The science behind it
The science behind it
The science behind it
➢The importance of IP education
➢The question behind the question
➢The power of advanced analytics software
➢The role that...
Emotion
Time
Methodical Humanistic
Competitive Spontaneous
HighLow
DeliberateFast
Effective decision making
0 100 200 300 400 500 600
Samsung (Korea)
Ocean's King Lighting (China)
KoreaAdvanced Institute of Science and Technology ...
0 100 200 300 400 500 600
Samsung (Korea)
Ocean's King Lighting (China)
KoreaAdvanced Institute of Science and Technology ...
Data storytelling
Data storytelling
People hear statistics, but feel stories
In summary…
February 2015 March 2019
In summary…
The problem remains unsolved
➢What more can we do?
➢What more should we do?
➢Are we trying to achieve the unachievable?
My...
Chris Harrison
christopher.harrison@ipo.gov.uk
IC-SDV 2019: IP Analytics and Data Visualizations: The Art of effective Communication - Chris Harrison (Intellectual Prope...
IC-SDV 2019: IP Analytics and Data Visualizations: The Art of effective Communication - Chris Harrison (Intellectual Prope...
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IC-SDV 2019: IP Analytics and Data Visualizations: The Art of effective Communication - Chris Harrison (Intellectual Property Office of the United Kingdom, UK)

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Human beings have too much information to process and we use heuristics to filter information and make decisions quickly; policymakers process evidence and the environment in which they operate in exactly the same way. The world of intellectual property is complex; analysis of IP databases is inherently full of caveats, assumptions and ambiguities. There is a natural disconnect between the two meaning effective communication to support evidence-based decision making is key. In recent years the digital age has given us increasingly beautiful and dynamic visualisations; when these are thrown in to the mix, do these help or hinder the art of effective communication?

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IC-SDV 2019: IP Analytics and Data Visualizations: The Art of effective Communication - Chris Harrison (Intellectual Property Office of the United Kingdom, UK)

  1. 1. IP analytics and data visualizations: the art of effective communication Chris Harrison, Head of IP Analytics and Data Science
  2. 2. Informatics IPO business intelligence Management information Modelling and forecasting Official statistics IP analytics Technology landscaping Industrial strategy Government funding Research Inventor gender profiling Emerging technologies Improved examiner tools IPO Informatics - what do we do?
  3. 3. Why evidence-based policymaking is important? Policymaking environment Data Opinion- based Evidence- influenced Evidence- influenced Evidence- based
  4. 4. Why evidence-based decision making is important? Decision making environment Data Opinion- based Evidence- influenced Evidence- influenced Evidence- based
  5. 5. Why the problem exists? Alpha Stock Images – CC BY-SA 3.0 Analysis of IP data is full of caveats, assumptions and ambiguities
  6. 6. The science behind it
  7. 7. The science behind it
  8. 8. The science behind it
  9. 9. The science behind it
  10. 10. ➢The importance of IP education ➢The question behind the question ➢The power of advanced analytics software ➢The role that visualisations play ➢The feedback loop How do we try to communicate effectively? Policymakers want to engage with the decision … not necessarily the data
  11. 11. Emotion Time Methodical Humanistic Competitive Spontaneous HighLow DeliberateFast Effective decision making
  12. 12. 0 100 200 300 400 500 600 Samsung (Korea) Ocean's King Lighting (China) KoreaAdvanced Institute of Science and Technology (Korea) IBM (USA) Shanghai Jiao Tong University (China) Sungkyunkwan University (Korea) Zhejiang University (China) Yonsei University (China) Qinghua University (China) Harbin Institute of Technology (China) Haiyangwang Lighting Technology (China) University of Electronic Science and Technology of China (China) Southeast University (China) Xidian University (China) Nanjing University of Science and Technology (China) Jiangsu University (China) Seoul National University (Korea) Fudan University (China) Peking University (China) Hon Hai Precision Industry (Taiwan) Patentfamilies Singapore China Korea USA Finland Taiwan Belgium Japan UK Canada France Netherlands Germany Switzerland -0.8 -0.6 -0.4 -0.2 0 0.2 0.4 0.6 0.8 Some with more success than others…
  13. 13. 0 100 200 300 400 500 600 Samsung (Korea) Ocean's King Lighting (China) KoreaAdvanced Institute of Science and Technology (Korea) IBM (USA) Shanghai Jiao Tong University (China) Sungkyunkwan University (Korea) Zhejiang University (China) Yonsei University (China) Qinghua University (China) Harbin Institute of Technology (China) Haiyangwang Lighting Technology (China) University of Electronic Science and Technology of China (China) Southeast University (China) Xidian University (China) Nanjing University of Science and Technology (China) Jiangsu University (China) Seoul National University (Korea) Fudan University (China) Peking University (China) Hon Hai Precision Industry (Taiwan) Patentfamilies Singapore China Korea USA Finland Taiwan Belgium Japan UK Canada France Netherlands Germany Switzerland -0.8 -0.6 -0.4 -0.2 0 0.2 0.4 0.6 0.8
  14. 14. Data storytelling
  15. 15. Data storytelling People hear statistics, but feel stories
  16. 16. In summary…
  17. 17. February 2015 March 2019
  18. 18. In summary…
  19. 19. The problem remains unsolved ➢What more can we do? ➢What more should we do? ➢Are we trying to achieve the unachievable? My final thoughts
  20. 20. Chris Harrison christopher.harrison@ipo.gov.uk

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