1.
Presenta)on
at
the
8th
Workshop
of
the
“IIPCC
HK
Chapter
IP
Workshop
Series:
IP’s
Role
in
Entrepreneurship
&
Innova)on”
(in
HKSTP
on
April
17,
2015)
Prepared
by:
Al
Kwok
(郭灿辉)
Governor
&
Co-­‐founder,
IIPCC
Hong
Kong
Chapter
Governor
&
Co-­‐founder,
HKIURCA
(⾹香港產學研合作促進會)
Member,
HKSAR
“IP
Trading”
Working
Group
Governor
&
Co-­‐founder,
Savantas
Policy
Ins)tute
President,
CASPA
(华美半导体协会)
PRD
Chapter
Former
VP
&
CIPO,
NetLogic
Microsystems
(“NETL”)
Product Development Methodology - KBP 1
Product Development Methodology
– Making Knowledge-based
Processors the Game-Changer!
Apr. 17, 2015

2. Acknowledgement
n Innovations in IC industry have always been
collaborative efforts. No single-effort superstars!
n I am indebted to my colleagues and co-workers at
NetLogic Microsystems (NM) for their assistances
and supports to develop NM’s IP strategies and
portfolio as well as the system of continuing
innovations to make NM one of the best IC start-
ups in history, making its Knowledge-based
Processors the critical components addressing
QoS in Information Age.
n Special thanks to Dr. Norm Godinho and Dr.
Varad Srinivasan.
Apr. 17, 2015 Product Development Methodology - KBP 2

3. Essence of Continuous Innovations
n Innovations – the Ideas, Inventions
n Ideas can just be academic curiosities unless they are
productized for the Benefits of Mankind - Values
n Innovations have to be Collaborative for Ecosystem-building
n Entrepreneurship – the end-to-end Process
n From a Concept to make it into a “Product” – Vehicle of Values
n What it takes to Execute the Teamwork to realize the dream
n IP – the Direction, Strategy & Business Model
n What Goals and Sustainable Values we want to achieve with our
Innovations and Entrepreneurship?
n Sustainable Development ó Continuous Innovations
n The continuous Learning cycles of Basic System of “Innovation
ó IP ó Entrepreneurship” driving the Progress of a Society
n Old things (practices and methods) have to be obsoleted to
make rooms for emerging new things! Learning Cycles!
Apr. 17, 2015 Product Development Methodology - KBP 3

4. AK comment: Considering the facts that NM is much less than 1/10 of the size (in revenue) of the other
9 top-ranking companies and much younger (<10 years old), it is a crowning achievement! Likewise,
“ipIQ” rated NM’s portfolio the best for a medium size (~$100M) high-tech company worldwide in its
“Patent Scorecard 2006” report with the 2nd highest CII (current impact index).
Mkt. Cap.: US$250M @ 2004 IPO => US$3.7B @ 2011 M&A (14.8X in 7 years = >46% CAGR)
(All multi-billion$ companies)
AK comment: Based on a portfolio of ONLY ~100 (high-quality) patents
Product Development Methodology - KBP 4Apr. 17, 2015
Lifetime Achievement as its “Founding CIPO”:
(Killer Patents!!!)
(Game Changers!!!)

5. IDT Founders’ Spin-off (Serial Entrepreneurs)
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
Al
Kwok
AMD
AMD
AMD
A/I
IDT
IDT
IDT
IDT
VTI
QSI
QSI
QSI
QSI
QSI
QSI
Self
PMC
PMC
NMI
NMI
NMI
NMI
#256
#
7
#
7
#
10
George
IDT
IDT
IDT
IDT
IDT
IDT
Clon
Laws
Huang
Frank
Lee
IDT
IDT
IDT
IDT
IDT
IDT
IDT
PSI
PSI
PSI
PSI
PSI
PSI
PSI
GVT
GVT
GVT
GVT
GVT
GVT
G/C
Norm
IDT
IDT
IDT
IDT
IDT
IDT
IDT
PSI
PSI
PSI
PSI
PSI
PSI
PSI
PSI
Nova
Nova
NMI
NMI
NMI
NMI
NMI
Godinho
Chun
Chiu
IDT
IDT
IDT
IDT
IDT
IDT
IDT
IDT
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
Q/I
Mano
HP
HP
H/I
IDT
IDT
IDT
IDT
IDT
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
Malwah
Varad
?
?
?
?/I
IDT
IDT
IDT
IDT
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
Nova
NMI
NMI
NMI
NMI
NMI
Srinivasan
Jen
Hong
?
?
?
?/I
IDT
IDT
IDT
IDT
QSI
QSI
QSI
QSI
QSI
QSI
QSI
QSI
?
NY
NY
NY
NY
NY
Apr. 17, 2015 5Product Development Methodology - KBP
n Collaborative Innovations leads to Co-founders
n Entrepreneurs create their own jobs
n Serial Entrepreneurs are the major job creators and new
engines of GDP – treasure of a Knowledge-based Society
n IDT (CMOS) & NMI (KBP) enabling IT, impacting >>$10T GDP globally

6. The Big Picture for Product Development
Lead Customers’ Requirements => 2nd G => 3rd G =>…
Differentiating Value Creations => 2nd G => 3rd G =>…
Business Model => 2nd G => 3rd G =>…
Service/Product Roadmap => 2nd G => 3rd G =>…
Application/Technology Roadmap => 2nd G => 3rd G =>…
IP Portfolio Development => 2nd G => 3rd G =>…
The next innovation ideas come from customers (CRE) & “Stress Tests” identifying
(1) The weak-links in product design & performance and scalability
(2) System (architecture) integrity and scalability (elasticity) issues
(3) The bottlenecks for scalability (technology and manufacturability roadmap)
NetLogic Microsystems is a good benchmark for SMEs as innovators
Close collaboration between the customer (CRE) and the vendor
Mission-&-Time Critical Requirements along Demand-chain
Product Development Methodology - KBP 6Apr. 17, 2015

7. Apr. 17, 2015 Product Development Methodology - KBP 7
AK Comment: Need GM @ ~65% to sustain R&D efforts @ ~30% for continuous world-
class Independent Innovation

8. Lead Customers’ Requirements
(The Apps/Product/Tech Roadmaps
to Meet Them)
Apr. 17, 2015 Product Development Methodology - KBP 8

9. Apr. 17, 2015 Product Development Methodology - KBP 9

10. Apr. 17, 2015 Product Development Methodology - KBP 10

11. Apr. 17, 2015 Product Development Methodology - KBP 11

12. Apr. 17, 2015 Product Development Methodology - KBP 12

13. Apr. 17, 2015 Product Development Methodology - KBP 13

14. Apr. 17, 2015 Product Development Methodology - KBP 14

15. Apr. 17, 2015 Product Development Methodology - KBP 15
AK Comment: This shows NetLogic Microsystems’ product/technology/patent roadmaps meet market needs

16. Apr. 17, 2015 Product Development Methodology - KBP 16

17. Differentiating Value Creation ó Innovation
n Values (to Customers) to get paid - Maximizing
n Performance/Power
n Max. performance at a low (specific) power
n Performance => speed + functionalities (features)
n Battery power for portability, anywhere and anytime
n Personalization
n Quality/Reliability => High Yield too!!
n Food safety assurance is an universal pressing issue
n Delivery => throughput time + logistics + zero waiting
n Just-In-Time + Mini. Process time + Mini. Handling time
n Price => Priced according to values instead of costs
n Price = “Brand (Trust) + Emb. IP + Services” + Cost > 4X Cost
n IP = “Brand (Trademark) + Embedded IP (Patents & Copyrights)
+ Pre-sale Design Win & Post-sale Services (Trade Secrets)”
Apr. 17, 2015 Product Development Methodology - KBP 17

18. Apr. 17, 2015 Product Development Methodology - KBP 18
NetLogic Microsystems IP Strategy -
A “King-making” Methodology

19. Apr. 17, 2015 Product Development Methodology - KBP 19
IP as the Core Strategy from the Start
n I joined NM in 1998 after its re-organization as VP of Business Development
& CIPO, and later also VP of Operations
n Read NM’s first 2 (CAM) patent application files before deciding to join
n Assessed NM’s potential to be the KING of parallel search engine
n Full commitment from the CEO/Chairman/Major Investor on IP
n Former colleagues from IDT and QSI (incl. CTO) - 6 out of 9
n Hired experienced patent attorneys to expedite drafting patent applications
n The proper way to ensure high-quality patent generation
n Hired a patent attorney as Director of IP in 6 months
n He became the Corporate Counsel (& CIPO) of NetLogic Microsystems
n Complementary team building to hire top engineers in product, test &
technology, and strategic vendor partnership
n Set up Patent Award Incentive Program (3000 shares per patent)
n Formed Executive Patent Committee (Dir. of IP, CTO, CIPO)
n Set up claim guideline to include all enabling elements and methods creating
values to customers (cost, performance, quality, delivery…)
n Reviewed and improved patentable ideas from inventors
n Decided what patents to file and foreign patent filings
n Prioritized killer patent filings that could block competitors
n Set IP strategic development direction based on customer feedback

20. Apr. 17, 2015 Product Development Methodology - KBP 20
Understand the Core Differentiation
n How fundamental is the idea? More the better!
n Independent of technology? “Must-have” for intelligent?
n What position is it in the value-chain? Higher the better!
n On top at the global system architecture level? Or H/W level?
n What values can it bring to the customer?
n Mission-and-time critical? Improve its profit margins?
n How disruptive can it be? Exponential growth potential!
n Whole new paradigm shift? Last forever?
n Can another technology/idea be its disruptor?
n How basic is the invention? On “NDA” level?
n Its usefulness over time - invariant? Its lifecycle?
n What is the required supporting ecosystem for its usefulness?
n What are the alternative/competing solutions?
n What is its market share? Differentiations?
n How large the TAM can it serve now and future?
n Demand driven by Moore’s Law and Metcalfe’s Law?

21. Apr. 17, 2015 Product Development Methodology - KBP 21
Anatomy of a Generic Problem-solving
(Intelligent) Process
Steps in an intelligent process
The cycle: Observe/monitor Analyse Decide Execute
Focus: References/result Ref./result Action Action
Constraint: Data (more the
better)
Data (more
the better)
Resources
(less the better)
Resources
(less the better)
Preferred
mode of
operation
Concurrent &
real-time
Concurrent
& real-time if
possible
Interactive &
iterative
(what if?)
Concurrent if
possible
Time factor Parallel Parallel if
possible
Algorithmic by
nature
Parallel if
possible
Preferred
method:
Pattern
recognition
Pattern
recognition
Pattern recognition parallel-search engine is
fundamentally superior to algorithmic one
Presented by Al Kwok as
a vision in 1999
The NetLogic Microsystems’ core patent portfolio was fundamentally
based on this core concept: how to perform pattern recognition better
through parallel-search engines (including Layer 7 since then).

22. Apr. 17, 2015 Product Development Methodology - KBP 22
n The basic DNA of intelligence is the ternary (“1” or “0” or “X”) CAM cell
with the implementation of “don’t care” state in circuit by means of the
Mask bit
n 2 memory cells, a comparator circuit to determine “Match” (i.e., basic intelligence)
& a Mask bit to give a dimension of freedom (i.e., option)
n Degree of intelligence <=> degree of possible options
n The ternary CAM (content addressable memory) becomes the basic building
block for parallel-processing engines/filters.
n KBP (knowledge-based processor) is essentially a massy array of ternary
CAM with some classification and prioritization circuits.
n SRAM that was avoided by IC manufacturers like plague has reborn into its
second life as high-value ternary CAM -- What an innovation! Discovering
treasure in a junk yard!
A Fundamental & Useful Innovation! (2008)
11
Input bit
= Ref. bit
10
Input bit
= Ref. bit
Mask bit = 1Mask bit = 0
Match bit

23. IP Value Assessment Criteria
n Factors driving valuation (based on share % of TAM)
n The Strength of the patent (legal aspect)
n Scope, territories, claims, enforceability…
n The Significance of the patent (technical aspect)
n How fundamental? Timelessness of its values
n Differentiating functionalities: Values to customers
n Competing solutions: need comprehensive benchmarking
n The Usefulness of the patent (market aspect)
n Applications with respect to industry standards and ecosystems
n Sunrise (emerging trends) vs. Sunset (displaced practices)
n Present state of market readiness (units shipped and growth rate)
n Differentiations against competition (market share)
n Customer/market acceptance: TAM and market share
n Average Selling Price of the product and IP value in the product
n The Lifecycle of the patent (longevity aspect)
n The expiration date of the patent
n Emerging disruptive technologies against the patent
Product Development Methodology - KBP 23Apr. 17, 2015

24. Apr. 17, 2015 Product Development Methodology - KBP 24
Hierarchy of IP Management
Source: VSI Alliance (IPPWP2 1.0)
Level 1
Long-term Growth
(Market dominance)
Short-term Growth
(Market share)
Profitability
(Within the domain)
Cost-effectiveness
(Within the domain)
Increasing capabilities
to affect the future
Each level of IP Management builds on the foundation of the lower levels

25. Apr. 17, 2015 Product Development Methodology - KBP 25
Focus for Innovation
n Proper SIP focus for design-house start-ups:
n System architecture and interface
n New system architecture/function(s)
n New interface scheme for higher I/O data rates
n Performance (chip level): =/>100X improvement
n New functions
n New architecture: chip and block level
n Power/Voltage reduction
n New power management scheme
n New architecture: chip or block level
n Density (feature size reduction)
n New array architecture
n New storage element

26. Apr. 17, 2015 Product Development Methodology - KBP 26
Valuable Patent Portfolio
Patent # Title matter Type Elapsed # Claims Yearly
Filing Issued Days Total
1 6,199,140 Multiport CAM and timing signal S, A 30-Oct-97 16-Mar-01 1,233 21
2 6,148,364 Method for cascading CAMs S, A 30-Dec-97 14-Nov-00 1,050 31 2
3 6,240,485 Learn operation in depth-cascaded CAMs F, BA 11-May-98 29-May-01 1,114 30
4 6,219,748 Implementing Learn instruction BA, C 11-May-98 17-Apr-01 1,072 39
5 6,381,673 Next HPM in CAM F, BA 6-Jul-98 30-Apr-02 1,394 37
6 6,418,042 Tenary (3-state with "don't care") CAM A 9-Sep-98 9-Jul-02 1,399 75 4
7 6,237,061 Method for LPM F, BA 5-Jan-99 22-May-01 868 7
8 6,125,049 ML control circuit for CAM BA, C 5-Jan-99 26-Sep-00 630 8
9 6,137,707 Compare operation for CAM F, BA 26-Mar-99 24-Oct-00 578 40
10 6,460,112 Determining LPM F, BA 22-Jun-99 1-Oct-02 1,197 51
11 6,393,514 Full flag and almost full flag F, BA 12-Jul-99 21-May-02 1,044 38
12 6,175,513 Detecting multiple matches in a CAM F, BA 12-Jul-99 16-Jan-01 554 35
13 6,243,280 Selective match-line pre-charge in IRC BA, C 9-Sep-99 5-Jun-01 635 40
14 6,275,426 Row redundancy BA, C 18-Oct-99 14-Aug-01 666 53
15 6,154,384 TCAM cell A 12-Nov-99 28-Nov-00 382 19
16 6,147,891 ML control circuit for CAM BA, C 21-Dec-99 14-Nov-00 329 15 10
17 6,191,970 Select ML discharge in a part. CAM array BA, C 13-May-00 20-Feb-01 283 11
18 6,324,087 Partitioning a CAM A 8-Jun-00 27-Nov-01 537 33
19 6,249,467 Row redundancy BA, C 8-Jun-00 19-Jun-01 376 20
20 6,229,742 Spare address decoder BA, C 8-Jun-00 8-May-01 334 5
21 6,252,789 Inter-row configurability (IRC) A 14-Jun-00 26-Jun-01 377 49
22 6,246,601 Inter-row configurability A 14-Jun-00 12-Jun-01 363 10
23 6,243,281 Segment access in IRC BA, C 14-Jun-00 5-Jun-01 356 29
24 6,317,350 Hierarchical depth cascading S, A 16-Jun-00 13-Nov-01 515 53 8+
25 6,445,628 Row redundancy BA, C 18-Jun-01 3-Sep-02 442 20
Ave. / S.D. 709 / 367
Total 769
Date

27. Apr. 17, 2015 Product Development Methodology - KBP 27
Build a Valuable Patent Portfolio
n Application & market potential
n Assess commercial values – in term of cost/
performance/power/form-factor improvements
n Differentiation – for competitive advantages
n Types of innovation in order of value hierarchy
n System application level (S): e.g., the Sandisk “338”
patent for flash-memory card
n Including new functionality (F) & system architecture
n Chip architecture level (A) – building blocks
n Chip array architecture level (A) – for memory array
n Block architecture level (BA) – enhanced
functionality/performance
n Circuit level (C) – circuitry (more difficult to monitor)

28. Apr. 17, 2015 Product Development Methodology - KBP 28
NetLogic Microsystems’ M&A as IP Strategy
n 1997: Founded (competitions from IDT, Lara, Sibercore, Music,
Kawasaki Semi…)
n 2000: Intended to acquire BroadWeb (Taiwan)
n Gained system-level software engineering supports
n 2001: Strategic partnership with TSMC
n Accessed TSMC cutting-edge design IP library
n 2004: IPO at NASDAQ (mkt. cap. @~US$250M)
n 2006: Acquired Network Div. from Cypress Semi
n Took over Lara’s intellectual assets and business from Cypress
n 2007: Acquired Aeluros Inc. (10G Layer 2)
n Got cutting-edge analog and mixed-signal IP, know-how & business
n Filled the missing link on physical layer performance gap
n 2009: Acquired Network IC Div. from IDT
n Eliminated the last Network Search Engine competition
n 2009: Acquired RMI Corp. (multi-core processors)
n Got cutting-edge multi-core IP and how-how
n Filled the critical gaps in multi-core processing design/test

29. Customer Demand-side Driven Innovations
Key Design Considerations
Noise
(Low)
Performance
(High Speed
& Features)
(Low)
Power
(High)
Density
(/area)
Yield/
Reliability
(High)
Form Factor/
Thermal Stress
(Small & Robust)
Reducing
Overall
Cost to End
Customers
SystemInterfaceFactors
FabTechnologyFactors
Package Technology
Apr. 17, 2015 Product Development Methodology - KBP 29
"Design-in Methodology” for "Doing the Right Things Right at the First Time" mindset
(to proactively solve problems at their sources of creation) to enable "First-Silicon”
Success: Marketability, Scalability, Robustness, Manufacturability, Reusability, Quality/
Reliability, Testability, etc. – All for “Integrated Design Capability”
Costs to Society
is the Wildcard

30. Design-in Methodology for Product Dev.
n 1st-level customer demands
n Marketability – Proper performance & power spec.
n Robustness – Proper operation-margin stabilities
n Testability – Proper observability and verifiability
n Reusability – Proper system dev. cost amortization
n 2nd-level customer demands – yield, quality and
reliability, thus overall cost minimization
n (Mass) manufacturability – Proper yield-ability
n Scalability – Proper application/roadmap adaptabilities
n Quality – Proper operational invariance
n Reliability – Proper invariance over long time
Apr. 17, 2015 Product Development Methodology - KBP 30

31. Apr. 17, 2015 Product Development Methodology - KBP 31
Basic Requirements for Competitiveness
n The foundation for Global Competitiveness are:
n Value Proposition (demand-side/external critical success factors),
Domain Capability/knowledge (supply-side/internal critical success
factors) and Organization (the means to meet the demand with the
supply)
Value Proposition:
Values to customers,
shareholders &
partners; customer
services; product
differentiation…
Organization:
Core team, TQM,
human resource
managm’t., CRM,
structure, system,
procedures, etc.
Domain Capability:
Core competency,
intellectual capital,
supply-chain mgmt.,
technology,
innovations, etc.
The Foundation for Global Competitiveness

32. Apr. 17, 2015 Product Development Methodology - KBP 32
The Key to Success of “NETL”
n Value proposition (with 2nd highest Pipeline Impact index):
n Enable IT service providers to provide high-value mission-and-time-
critical differentiating services
n Enable cost-effective IT network security end-to-end up to Layer-7
content filtering level at maximum (backbone wire) speed
n Domain capabilities/knowledge (being the sole leader in its domain):
n Fully capable of providing cost-effective turn-key best-of-class system-
level “QoS” solutions from H/W level to service level
n Capable of addressing all relevant mission-and-timer-critical applications
within its domain of expertise
n Comprehensive IP portfolio to further enhance innovation leadership
n Organization/execution:
n A corporate culture striding for continuous innovations
n Product development for 1st silicon success
n All-out efforts for securing design wins
n Product introduction for best possible time-to-market
n Product engineering for best possible time-to-mass production
n Corporate dedication to total customer satisfaction

33. Apr. 17, 2015 Product Development Methodology - KBP 33
Path to Success!
n Great companies take advantage of the 2
engines driving Information Age!
n NetLogic Microsystems are benefiting greatly from
both Moore’s Law and Metcalfe’s Law
n For all high-tech companies, the questions are:
n Does the Moore’s law work for you or against you?
n Does the migration to a new technology node give you better
performance, lower cost, more functionality, lower power and
more profit opportunities?
n Does the Metcalfe's Law work for you or against you?
n Are your solutions (architecturally) scalable with the
increasing bandwidth requirements?
n Are your solutions independent of the carrier characteristics?
n Do your solutions provide differentiating (mission-&-time-
critical) values (like “QoS” and security)?

34. Apr. 17, 2015 Product Development Methodology - KBP 34
NetLogic Microsystems
Innovation Methodology:
A Proven Path for
World-class Innovation Leaders

35. Apr. 17, 2015 Product Development Methodology - KBP 35
Innovation Methodology - Valuable Ideas
n Customer value driven corporate culture:
n Innovation is pursued solely to create DIFFERENTIATING
VALUES to the customers
n Contributing directly to their bottom-line in term of critical functionality,
cost, performance, low-power, quality and delivery
n Strategic partnership and close working relationship with the lead
customer is a must
n All valuable innovation ideas come from lead (strategic) customers
n Cisco for NetLogic Microsystems (recently ranked as the best supplier
by Cisco)
n Aligning all the company’s activities to be proactively responsive to
the customers’ current and future needs
n Including technology and product roadmaps as well as employee
evaluation/promotion
n Continuous innovations by solving the customers' next biggest
problems (the next product development cycle)

36. Apr. 17, 2015 Product Development Methodology - KBP 36
Innovation Methodology - Process
n Proper standardized process for innovation:
n Goal: to create differentiating values to the customer
n Scope: to be consistent with the corporate capability and core
competence expansion roadmap
n Alignment: to company interests and strategic development
n Method and procedure:
n Discovery, peer review, first draft of the invention, background check
including competitive benchmarking, patent committee review,
further refinement and due diligence checks, patent prosecution, etc.
n Division of labor between the patent attorney and the inventor:
n The in-house or hired patent attorney is responsible for drafting the
patent application including claims (which are legal statements and
must be handled by the patent attorney instead of engineer)
n The inventor (inventing engineer) is responsible for full (written and
oral) disclosure of the invention to the patent attorney

37. Apr. 17, 2015 Product Development Methodology - KBP 37
Innovation Methodology - Team
n Team building/teamwork:
n Train engineers to acquire critical-thinking and truth-discovery skills, to
collaborate with one another
n Constructive interaction instead of internal friction
n Challenge conventional wisdom and assumptions (with “What If” and “Why
Not”) thinking “beyond the box”
n Open to new ideas but mindful of the weak links
n Pro-action (progress driven) - speedy learning through practices and actions
n Build team with talents of complementary technical domain knowledge,
including specialists and generalists
n Understanding higher system-level optimization and trade-offs is essential
n It must be a COLLABORATION EFFORT (to be more valuable) instead
of individual one
n Useful solutions and creations are mostly from multi-disciplinary approaches
n Collaboration provides the necessary sanity check against "missing the big
picture" and ensuring the money and resources are well spent
n Innovation costs a lot of money and misled innovation can be an opportunity loss or
a major disaster to the company.
n Too many high-tech companies went into disaster because of premature
innovations (due to lack of supporting ecosystem/infrastructure):
n VMOS was a good example that sank AMI in the early 1980s.

38. Apr. 17, 2015 Product Development Methodology - KBP 38
Innovation Methodology - Sustainability
n Ecosystem for sustainable efforts:
n Top management participation & full-commitments:
n Executive patent committee consisting of CTO, VP of
Business Development or CMO, and Chief IP Officer or in-
house leading patent attorney
n Incentives to inventors (positive reinforcement):
n Stock or monetary incentives
n Career advancement considerations
n Relieving the inventor the burden of drafting the patent
application
n Corporate culture conducive to continuous innovation:
n Driven by value creations to the customer
n Reinforcing team building, teamwork and information sharing
n Cross learning among the project team members with
different functional/domain expertise (e.g., design, device/
process, product, test, packaging, applications)

39. Thank You!
(al@iipcc.org)
Apr. 17, 2015 Product Development Methodology - KBP 39