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IP and KM Conversation - Denise Lee and Phil Barnett

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Slides for November 20, 2018 SIKM Leaders Community call

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IP and KM Conversation - Denise Lee and Phil Barnett

  1. 1. www.pwc.com Intellectual Property Management and Knowledge Management November 20, 2018
  2. 2. PwC The KM and IP Transect Whether your business model is Products Offered, Services Offered or both you must always manage your knowledge and IP well to preserve and grow your business value Services Offered Products Offered KM External Markets & Internal Know-How CRM & Competitive Intelligence Patents, Trademarks & Copyrights Biz Methods Content & Contracts IP MGMT © 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. 2
  3. 3. PwC Typical business problems . “Is our IP inventory aligned to our business strategy?” “We just lost one of our top research guys, should we be concerned about the know-how we lost?” “Everyone knows we’ve got great IP, but how are we training about what to share and what not to share?” “I know we have patents but what else can we do to protect our knowledge?” “New acquisition brings more technology & know- how. Does this change our IP strategy?” “Where is our IP inventory? And how is it structured? Is it Searchable? Who has access?” © 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. 3
  4. 4. PwC Overview of IP Information and Knowledge Management • Discovery and Identification - understanding what you have • Security - secure and control your intellectual property • Transfer – transfer know-how so not held in key personnel only Maximize value · IP Licensing & Sales · Joint Ventures and new ventures · IP Portfolio Analysis Understanding what you have · Comprehensive IP Inventory Transfer know-how Secure and control your IP · IP Security · IP Process Controls · IP Audit / Internal Audit © 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. 4
  5. 5. Continue the discussion with a story… © 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. A Mid-Atlantic manufacturing firm undertaking a global divestiture and was seeking to understand it’s information and knowledge management posture related to IP. Issue Description Possible next step IP Strategy The major elements of the IP strategy appear to be in place, however a formalized strategy has not been documented. Management may not be able to know that employees throughout the organization understand, are committed to, and approach and protect IP consistently. Develop a robust IP Strategy aligned to business strategy with a KM foundation Know-how A significant number of key experts have been with the company more than 20 years. There has been no mentoring programs, knowledge retention or knowledge transfer activities to date. Knowledge transfer and knowledge retention activities Policy There is an opportunity to voice IP management policy beyond Patents to include important development of other IP including Trademarks, Copyrights, Customer Lists, and other types of important company information that requires similar secure handling. At the moment it is only held tacitly at the leadership level. Develop and update IP policy and communications to workforce and marketing Training There are several IP training opportunities that management should consider as an effort to increase IP awareness and execution such as IP Legal Concept Training, Knowledge Transfer Training and In-Plant IP Training for Contractors. Develop knowledge transfer and IP training program Information Management Access to commercially developed lessons learned and customer feedback data is potentially valuable IP content and is severely restricted or does not exist for the key members of the research and development team. This leads to reinventing the wheel and limits the ability to leap forward on a prior customer development learning. Develop a governance structure that enables need to know access, knowledge sharing and summaries of solution content. 5
  6. 6. PwC Increased interest in intellectual property management issues Across sectors that rely on IP as a source of competitive advantage, we are seeing: • An increased focus on the security and control of intellectual property • A continuing effort to maximize the productivity and value of a company’s intellectual property Focusing on the following key areas: 6 1. Understand what you have 2. Control your assets 3. Maximize value • IP Inventory • IP Security • IP Process Controls • IP Governance • Know-how • IP Licensing & Sales • Joint Ventures and new ventures • IP Portfolio Analysis © 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.
  7. 7. Presenters © 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details. Background and Experience Denise Lee Ms. Lee is a Director in the Forensics Information Governance practice with a focus on knowledge management, records management, strategic communication, business process re-engineering and innovation. She leads projects that assist public and private sector organizations in encouraging a knowledge-centric culture based on leveraging social tools, intellectual capital and human capital resources to achieve the mission of the organization. Ms. Lee led the development of comprehensive knowledge sharing strategies that have enabled effective collaboration and learning across the enterprise. A specialist in leveraging innovative practices such as designing knowledge management programs that focus on integrating into unique practices into business process, culture and learning programs. Background and Experience Phillip Barnett Phil Barnett is director of practice operations and knowledge management for Heidrick & Struggles. He has led cross-practice collaboration and sharing development for Heidrick’s Industry and Executive Function Practices since 2012, and currently focuses on KM development for the global Financial Officers practice and the newly consolidated Heidrick Consulting business. Phil was a consulting Managing Director for PwC, serving clients from its Assurance, Tax and Advisory Practices as an IP and KM specialist. At PwC, he also worked internally for the partnership as Strategy & Operations Leader for its US Knowledge Services Organization (KSO) and guided the implementation of its design, change management, learning & development, budget, project management, value reporting and culture change. Earlier in his career, Phil worked for The Dow Chemical Company performing roles in process research, product research and in Dow’s global Intellectual Asset Management (IAM) program, where he lead the creation of new enterprise-wide knowledge management processes for intellectual property including standardized asset taxonomies, trade secrets management, internal benchmarking, value accounting, and enhancement of the new product development pipeline management platform. 7

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