The presentation illustrates a novel model for collaborative crowdsourcing and other collaborative environments where IPR tracking and protection constitutes a key issue. After a comparison between different approaches for innovation and R&D, the new architecture is introduced, with a focus on problem solving activities. Particular attention is given to the relationships (scientific, social, economical, legal) between firms and participants to the sessions and among participants themselves. The study also investigates the complex IPR framework necessary to involve firms and to promote users’ participation exploiting simultaneously collaboration and meritocracy. The paper also presents an original software application tool for tracing and tracking the IPR generated in collaborative and Open Innovation environments. The software’s use and results are demonstrated through a case study.

1. IPR MANAGEMENT IN
COLLABORATIVE CROVDSOURCING
R. Apreda, G. Fantoni, M. Manenti, P.
Valleri
A. Bonaccorsi
INNO-Grips project
Manchester, January 26th and 27th 2009

3. The scenario
3
• Globalization
• Innovation
• Complexity
• Trasversality
• Integrated design
• ICT Tools
University
Company
Plant1
Plant2
Individual
Technology museum
Touch and experience!
Integrated methodologies
Creativity HABITAT
Virtual Team
Creativity ROOM
Knowledge ROOM
MIND BUILDING
Immersive environment
Voice note approach
Paradox environment
Creative food
Intriguing games
Train your brain!
Creative community is
an organism
Living LAB
Differences and diversity
“Brain transfer”
Creativity SANDPIT
Rapid Prototyping
Selective Laser Sintering
Shape Deposition
Manufacturing
Living Labs

4. Company B
employees
Consulting
Public Company
Institutions
Free
Lance 1
Free
Lance 2
OBSTACLES:
• Legal
• Economical
• Temporal
• Students
• Ph.D.s
• Researchers
• Professos
Plant 1
Virtual Team
Plant 2 = Human Resource

5. Wait for the UNEXPECTED
15
10
5
Need
spotting
Solution
spotting
! SERENDIPITY !
Mental
invention
Random
events
Market
research
Trend
following
Goldenberg, J., Lehmann, D. and Mazursky, D., (2001), The Idea Itself and the Circumstances of Its
Emergence as Predictors of New Product Success, Management Science 47, n.1: 69-84.

6. Diversity & Breakthrough
High Low
Adapted from “Lee Fleming, Perfecting Cross-pollination. Harvard Business review September 2004”.
High
Value of innovation
Low
BREAKTHROUGH
AVERAGE
INSIGNIFICANT
Alignment of team members’ disciplines

7. Advantages and drawbacks of different
approaches to R&D AND innovation
Type Advantages Drawbacks
Standard approach Internal know how High cost, efficiency
Outsourcing Reduction of costs Know how outsourced,
dissatisfaction of external workers
Crowdsourcing Tremendous cost reduction, pay per
solution
One win, all the others lose
Open Source Collaborative environment
Open Innovation Collaborative environment Voluntary contribution not
business oriented
Collaborative
Crowdsourcing
Pay per solution, collaborative
environment, high effectiveness and
efficiency (time and cost reduction)
Management of collaboration and
contracts, IPR and revenues
sharing

8. Legal aspects
Type Economical aspects of the IPR
Company’s employee
(his activity is in design or R&D)
Inventive activity is part of the worker’s contractual duties, the
company obtain all economical rights on the invention produced
(invention of service)
Company’s employee
(his activity is NOT in design or R&D)
The worker is entitled to a fair compensation (according to
invention relevance, connection with ordinary duties, firm’s role) if
its invention is patented by the company (enterprise invention).
Full time researcher 1) The researcher is authorizated to offer his professional services
outside the institution. He keeps all moral and economical rights.
2) The problem solving falls within institutional research activities.
Institution is entitled to a quota (usually around 30%) of
revenues.
3) The study is commissioned and financed by a private enterprise.
Economical rights are subject to the contract stipulated.
Researcher with temporary job He cannot work as external professional man (at least in Italy)
Professional man The professional is entitled to a retribution pro quota from the
commissioning subject

9. The Hidden Opportunities
Why is Pisa famous all over the world?....
For a mistake!
A mistake that has become the town's
greatest resource.
Anything else unique?
A concentration of talented people,
a creative potential that the economy
of the region is not able to value and
it is often wasted in unsatisfactory jobs.
Just another mistake or a goldmine to be harnessed?

10. Core Services
• PROBLEM SOLVING
• PRODUCTS
DEVELOPMENT
• NEW IDEAS
gym equipment, camper,
textile, robotics,
biomedical, constructions,
automotive
wiimote tracking, 3d
images, non-newtonian
fluids, smart materials,
piezoelectric actuators
OneIdeaxDay
IPR tracking, FA
techniques to support
brainstorming sessions
• METHODS & TOOLS PatCruncher.lnk

11. Why IPR is crucial?
• Protect people
• Increase collaboration and exchange
• Protect enterprises
• Knowledge management
• Patent analysis
• Team selection
• Development of new creativity methods
• ....

12. Collaborative
Problem
Solving
• Individual Talent
(often unused)
• Great
Expertize
• Large Numbers
• Wide Range of
Expertize
Leaning Lab
• Framework, methods, tools
• Tracking of
Intellectual Property Rights
(trust & fair remuneration)
• Reward, motivation,
self-entrepreneurship
• Multidisciplinarity is winning
• Collaboration & Meritocracy
strenghten each other

13. How to solve the
IPR problem
PatCruncher.lnk

14. Post n Author Surrogated
Parser
Knowledge
Base
Web engine
Text
Text
Indexer
Search
Post m Author
Surrogated
Text
RSS from
the forum
Ranking
results

15. A test case
““CClleeaann ddiirrttnneessss”” ??

18. The session
From the
forum to a
RSS
Disambiguation
of terms with
multiple
meanings
Parsing+Tagging+Measuring
software applications

19. IPR tracking
Users
Time
Statement of
the problem
Consolle
Solution
Time scale

20. IPR tracking
Relationships among
contributions

21. IPR tracking
Users’
statistics
Relationships
with previous
contributions
Intensity of the
relationship
Following
contributions
belonging to
#14

22. IPR tracking

23. IPR tracking

24. Key Issues
• IPR protected (+collaboration & meritocracy)
• Collaborative Problem Solving is versatile
• Group management
• Stakeholders are people, anyone, anywhere.
• Users / partners: SMEs, Large Enterprises,
Istitutions, other Living Labs

25. Contacts
R. Apreda
G. Fantoni
P. Valleri
M. Manenti
A. Bonaccorsi
University of Pisa
Via Bonanno Pisano 25b
56125 Pisa
email:
apreda@df.unipi.it
g.fantoni@ing.unipi.it
micolmanenti@libero.it
paolo.valleri@gmail.com
a.bonaccorsi@gmail.com http://www.leaninglab.org
R. Apreda
G. Fantoni
P. Valleri
M. Manenti
A. Bonaccorsi
University of Pisa
Via Bonanno Pisano 25b
56125 Pisa
email:
apreda@df.unipi.it
g.fantoni@ing.unipi.it
micolmanenti@libero.it
paolo.valleri@gmail.com
a.bonaccorsi@gmail.com
http://www.unipi.it