Management of Technology Assets and Intellectual Property

Get Started. It's Free
or sign up with your email address
Rocket clouds
Management of Technology Assets and Intellectual Property by Mind Map: Management of Technology Assets and Intellectual Property

1. C. Intellectual Property Management in the Judicial Arena

1.1. 1. Capability to act on the judicial arena/arenas

1.1.1. 1.1 Having the judicial arena as a working field

1.1.2. 1.2 Learning and performance processes in relation to the judicial arena

1.1.3. 1.3 Capabilities and organization to manage the activities in the judicial arena

1.2. 2. Managing patents

1.2.1. 2.1 Considerations

1.2.2. 2.1 Managing title claims etc. of patents

1.2.3. 2.2 Managing others patent infringement

1.2.4. 2.3 Managing defense against accusations of patent infringement

1.2.5. 2.4 Managing the invalidation and dilution of other actors patents

1.2.6. 2.5 Managing the defense against invalidation and dilution of our patents

1.3. 3. Managing design rights

1.3.1. 3.2 Infringement in design rights

1.3.2. 3.3 Invalidation of design rights

1.4. 4. Managing plant breeders rights

1.5. 5. Managing trademark rights

1.5.1. 5.2 Trademark right infringements

1.5.2. 5.3 Invalidation of trademark rights

1.6. 6. Managing copyrights

1.6.1. 6.2 Copyright infringement

1.7. 7. Managing trade secrets

1.7.1. 7.2 Unauthorized use of trade secrets

1.8. 8. Managing antitrust issues related to intellectual property

1.8.1. Abuse of dominant position

1.9. 9. Managing conflicts on contractual relations and transactions related to intellectual property

1.10. 10. Managing IPR's in alternative disputes - mediation

1.10.1. When to mediate

2. B. Intellectual Property Management in the Administrative Arena

2.1. 1. Capability to act on the administrative arena/arenas

2.1.1. 1.1 Having the administrative arena as working field

2.1.2. 1.2 Learning and performance processes in relation to the administrative arena

2.1.3. 1.3 Processes to organize the activities in the administrative arena

2.2. 2. Managing patents

2.2.1. 2.1 Capabilities to manage patent related issues in the administrative arena

2.2.2. 2.2 Managing patent application processes

2.2.3. 2.3 Managing oppositions of granted patents

2.2.4. 2.4 Managing portfolios of granted patents

2.3. 3. Managing gebrauchs munster, utility models etc.

2.3.1. Provisional application in U.S.

2.4. 4. Managing design rights

2.4.1. 3.2 Managing applications of design rights registrations

2.4.2. 3.3 Managing oppositions of registered design rights

2.5. 5. Managing plant breeders right

2.5.1. 4.2 Managing applications of plant breeders right registrations

2.6. 6. Managing trademark rights

2.6.1. 5.2 Managing the applications of trademark right registrations

2.6.2. 5.3 Managing the oppositions of trademark right registrations

3. A. Intellectual Asset Management in the Business Arena

3.1. 1. Capability to build business based on the control over technology

3.1.1. 1.1 Understanding the business arena and the role of IAM

3.1.1.1. 1.1.1 General reasons for why IAM

3.1.1.1.1. The challenge to invest in knowledge intensive innovation

3.1.1.1.2. The challenge to manage research and innovation processes

3.1.1.1.3. The challenge to incentivize and govern open innovation processes

3.1.1.1.4. The challenge to incentivize, support and govern researchers and innovators

3.1.1.1.5. The challenge to clarify and make value propositions explicit in knowledge based business development

3.1.1.1.6. The challenge to compete on technology markets

3.1.1.1.7. The challenge to control knowledge and exclude other actors usage

3.1.1.1.8. The challenge to report technology based business activities

3.1.1.1.9. The challenge to develop and govern the knowledge based venture and organization

3.1.1.1.10. The challenge to develop and govern public/private knowledge platforms

3.1.1.2. 1.1.2 Theoretical challenges

3.1.1.2.1. Utmaningen att analysera, tydliggöra och kommunicera värde i kunskapsprocesser

3.1.1.2.2. Utmaningen att objektifiera och ”privatisera” kunskap

3.1.1.2.3. Utmaningen att dekonstruera, rekonstruera och konstruera och institutionellt värdeskapande baserat på kunskapsprocesser

3.1.2. 1.2 IAM based value and control models

3.1.2.1. 1.2.1 The value and control model

3.1.2.2. 1.2.2 IAM in the material value chain

3.1.2.2.1. 1) Focus on the capabilities of creating technology based firms – technology and individual capabilities, firms and organizational capabilities

3.1.2.2.2. 2) Man focus - building firms on the control of technology

3.1.2.2.3. 3) Different levels of control and exclusivity – monopoly, something to discuss

3.1.2.2.4. 4) Different forms of control

3.1.2.2.5. 5) The two sides of control - Control enables governing openess internally and exclude others on other

3.1.2.2.6. 6) The two sides of control enables a number of things

3.1.2.3. 1.2.3 IAM in the intellectual value chain

3.1.2.3.1. Value chains

3.1.2.3.2. Drug delivery value chain

3.1.2.3.3. i) Shaping the venture

3.1.2.3.4. ii) Shaping the innovation a) physical products, b) virtual producs, c) intellectual producs - Shaping the markets - Positions

3.1.2.3.5. iv) Financial value extraction – pricing etc.

3.1.2.3.6. v) Virtuals products

3.1.2.4. 1.2.4 Buildingblocks

3.1.2.4.1. Claim

3.1.2.4.2. Object

3.1.2.4.3. Actor

3.1.2.4.4. Transaction

3.1.2.4.5. Relation

3.1.3. 1.3 Learning and performance processes in relation to the business arena

3.1.3.1. 1.3.1 General

3.1.3.2. 1.3.2 The process to foresee what will happen in the business arena and describe which consideration that needs to made

3.1.3.2.1. 1.2.2.1 Den ständigt närvarande dekonstruktionstanken

3.1.3.2.2. The processes to perform the considerations that need to be made and to show what is possible to do etc.

3.1.3.3. 1.2.3 The process to plan and strategically decide how to act etc.

3.1.3.3.1. 1.2.3.1 Den ständigt närvarande designtanken

3.1.3.3.2. The process to draft, argue and communicate on the business arena in relation to the different stakeholders

3.1.3.4. 1.3.4 The process to operationally manage and drive the specific cases

3.1.4. 1.4 Capabilities and organization of IAM

3.1.4.1. 1.3.1 Units, functions and roles within the firm

3.1.4.1.1. Intellectual property department/division

3.1.4.1.2. Patent department

3.1.4.1.3. Technology Audit Department

3.1.4.1.4. Patent information center

3.1.4.1.5. Patent litigation department

3.1.4.1.6. Licensing department

3.1.4.1.7. Clearence function

3.1.4.2. 1.3.2 Level of decentralization and integration

3.1.4.2.1. Integration between patent activities and R&D, standardization, production, marketing, sales etc.

3.1.4.2.2. Activities that take place in a centralized department in relation to activities that are decentralized to business areas, business units and subsidiaries

3.1.4.3. 1.3.3 External support

3.1.4.4. 1.3.1 IAM functions

3.1.4.4.1. funktionen att urskilja vad som är värdeskapande

3.1.4.4.2. funktionen att kommunicera beslutsunderlag

3.1.4.4.3. funktionen att tydliggöra överföringen av kunskap till en ”privat transaktionssfär”

3.1.4.4.4. funktionen att kontrollera och rättsligt objektifiera kunskap (kontrollpostioner)

3.1.4.4.5. funktionen att reglera och möjliggöra öppenhet (public/private domain)

3.1.4.4.6. funktionen att dekonstruera institutionella processer

3.2. 2. Capture and management of technology assets and IPRs

3.2.1. 2.1 The learning and performance processes of capturing technology assets and IPRs

3.2.1.1. 2.1.1 Capture resources on the business arena

3.2.1.1.1. Fundamental process of control and value

3.2.1.2. 2.1.2 Uncover the value of technology and knowledge

3.2.1.3. 2.1.3 Strategic identification and classification of technology assets and IPR's

3.2.1.3.1. 2.1.3.1 Invention disclosure and reactive identification

3.2.1.3.2. 2.1.3.2 Classifcation of technology assets

3.2.1.3.3. 2.1.3.3 Classification of IPR-assets

3.2.1.4. 2.1.4 Operational proceses to identify technology assets and IPR-assets

3.2.2. 2.2 Capture of technology as technical resources

3.2.2.1. 2.2.1 The process of capturing technology as technical resources

3.2.2.2. 2.2.2 Deconstruction of technology as technical resourses

3.2.2.3. 2.2.3 Strategic capture of technology resources

3.2.2.3.1. Function and utility specification

3.2.2.3.2. Categorization of technology assets

3.2.2.4. 2.2.4 Operational process

3.2.3. 2.3 Capture of technology as positions on technology markets

3.2.3.1. 2.3.1 The process of capturing technology as positions on technology markets

3.2.3.2. 2.3.2 The process of deconstructing technology as positions

3.2.3.3. 2.3.3 The process of strategic positioning

3.2.3.4. 2.3.4 Continuous operational positioning

3.2.4. 2.4 Capture of technology as legal resources

3.2.4.1. 2.4.1 The processes of capturing technology as legal resources

3.2.4.2. 2.4.2 Claiming and assessing patentability

3.2.4.2.1. 2.4.2.1 The deconstruction of technology as patentable invention

3.2.4.2.2. Fundamental considerations

3.2.4.2.3. claiming

3.2.4.2.4. 2.4.2.1 Strategic

3.2.4.3. 2.4.3 Claiming and assessing protectable and protected designs

3.2.4.4. 2.4.4 Claiming and assessing trade sectrets

3.2.4.4.1. Secrecy NDA's

3.2.4.4.2. i. Considerations on the strategic importance of claiming secrecy

3.2.4.4.3. ii. Assessing the need of secrecy

3.2.4.4.4. iii. Considerations on construction of secrecy

3.2.4.4.5. iv. Consideration on capabilities and processes to claim secrecy

3.2.4.4.6. v. Consideration on how secrecy impacts value creation and financial value extraction

3.2.5. 2.5 Capture of technology as human resources

3.2.5.1. 2.5.1 The process of capturing technology as human resources

3.2.5.2. 2.5.2 Understanding and managing technology as HR

3.2.5.3. 2.5.3 Assessment of technology and the linkage to different persons

3.2.5.3.1. 2.5.2.1 Assessment of creators and creator claims

3.2.5.3.2. 2.5.2.2 Assessment of claims of legal title and right to use IPR assets.

3.2.5.3.3. 2.5.2.3 Assessment of contractual governance of knowledge assets and HR

3.2.5.3.4. 2.5.2.3 Assessment of carriers

3.2.5.4. 2.5.4 Managing technology as HR

3.2.6. 2.6 Capture of technology as brand resources

3.2.6.1. 2.6.1 The process of capturing technology as brand resources

3.2.6.2. Descriptions of technology and products

3.2.6.3. Distinctive marks

3.2.7. 2.7 Capture of technology as financial resources

3.2.7.1. 2.7.1 The process of capturing technology as financial resources

3.2.7.2. Capabilities and tools

3.2.7.2.1. Patent valuation

3.2.7.3. Construction considerations

3.2.7.3.1. Patent valuation for use

3.2.7.3.2. Cost projection

3.2.8. 2.8 Capture of technology as portfolios of assets

3.2.8.1. 2.8.1 The process of capturing technology as portfolios of assets

3.2.8.2. Management considerations

3.2.8.2.1. Asset administration

3.2.8.2.2. Asset deals

3.3. 3. Shaping the venture

3.3.1. 3.1 The learning and performance processes of shaping the venture

3.3.1.1. 3.1.1 IAM and the process of shaping the venture

3.3.1.2. Material (phyischal property) value chain considerations

3.3.1.3. Intellectual (technology leverage) value chain considerations

3.3.2. 3.2 Investor relations

3.3.2.1. 3.2.1 IAM and the process of developing and managing investor relations

3.3.3. 3.3 The firm as start-up projects

3.3.3.1. 3.3.1 IAM and the process of setting up a new firm

3.3.3.2. Funding

3.3.3.2.1. Firm vision and strategy

3.3.3.3. Capabilities and tools

3.3.3.4. Management considerations

3.3.4. 3.4 The firm as merger & acquisition project

3.3.4.1. 3.4.1 IAM and the process of governing a merger and acquisition project

3.3.4.2. Acquisition management

3.3.4.3. Joint venture management

3.3.4.4. Divesture management

3.3.5. 3.5 Ownership and shareholder relations

3.3.5.1. 3.5.1 IAM and the process of governing ownership and shareholder relations

3.3.5.2. Capabilities and tools

3.3.5.3. Management considerations

3.3.6. 3.6 The firm as hierarchical organization

3.3.6.1. 3.6.1 IAM and the process of creating and governing the firm as a hierarchical organization

3.3.6.2. Organizational control of production

3.3.6.3. Organizational control of technology

3.3.6.4. Organizational control of financial value extraction

3.3.6.5. Management considerations

3.3.7. 3.7 Firm capabilities and HR relations

3.3.7.1. 3.7.1 IAM and the development and governance of firm capabilities

3.3.7.1.1. 3.7.1.1 Understanding and managing technology based as HR

3.3.7.2. 3.7.2 Assessment of the interaction of the development of individual and organizational capabilities

3.3.7.2.1. Obligation to disclose

3.3.7.2.2. Need for incentives and rewards

3.3.7.3. 3.7.3 Developing roles and capabilities as technlogy creators and carriers

3.3.7.3.1. 3.7.3.1 Defining roles and work descriptions

3.3.7.3.2. 3.7.3.2 Setting up incentive systems and rewards

3.3.7.3.3. 3.7.3.3 Clarifying obligations to report inventions etc.

3.3.7.3.4. 3.7.3.4 Employee-contracts

3.4. 4. Shaping the innovations

3.4.1. 4.1 The learning and performance processes of shaping the innovations

3.4.1.1. A. strategic considerations

3.4.1.2. B. Considerations on construction and contracting considerations

3.4.1.3. C. Consideration on capabilities and processes

3.4.1.4. D. Value creation and financial value extraction

3.4.1.4.1. IPR assets

3.4.1.4.2. technology assets

3.4.2. 4.2 Internal R&D projects

3.4.2.1. Governing open source knowledge

3.4.2.1.1. Open source licensing

3.4.2.1.2. Use of open source and compliance

3.4.2.1.3. Open source and compliance

3.4.2.2. Business case development

3.4.2.3. Innovation development

3.4.2.4. Obtaining sources of external knowledge

3.4.2.4.1. HR Acquisitions

3.4.2.5. Obtaining proprietary external technology assets

3.4.2.5.1. In licensing

3.4.2.5.2. IPR purchases

3.4.2.6. Obtaining IPRs as such

3.4.2.7. Government-funded project management

3.4.2.8. Out source

3.4.2.9. Knowledge based business models

3.4.2.10. IP contract drafting

3.4.2.11. General commercial agreements

3.4.2.11.1. Commercial purchase agreements

3.4.2.11.2. Commercial sale agreements

3.4.2.11.3. Consultancy agreements

3.4.3. 4.3 Technology purchase and in-license transactions/ relations

3.4.3.1. License offered and initiated by other actor's

3.4.3.1.1. Check own patent portfolio

3.4.3.1.2. Do I use the technology

3.4.3.2. License process initiated from us

3.4.4. 4.4 External research contracting and collaboration relations

3.4.4.1. Academic collaboration

3.4.4.2. Governing external R&D collaboration

3.4.4.2.1. Establishing collaborative developments

3.4.4.2.2. Claiming results from collaborative development

3.4.4.2.3. Pre-competitive collaboration

3.4.4.2.4. Competititve collaboration

3.4.5. 4.5 Open innovation relations

3.4.5.1. 4.5.1 Exclusiveness to govern open innovation development

3.4.5.2. Value to ensure open access

3.4.6. 4.6 Regulatory approvals of new products etc.

3.4.7. 4.7 Internal production projects

3.4.8. 4.8 Purchase of products etc. and supplier relations

3.4.8.1. Governance of suppliers

3.4.9. 4.9 Out-sourcing projects/relations of production

3.4.10. 4.10 Internal projects to leverage technology and business modelling

3.4.10.1. Levarage by licensing

3.4.10.2. Which is our valuable technology

3.4.10.3. Leverage by virtual products and services

3.4.10.4. Leverage by product development

3.4.11. 4.11 Technology sale and license transactions/relations

3.4.11.1. Stick licensing

3.4.11.1.1. Seeking out infringors

3.4.12. 4.12 Product sale transactions retailer relations

3.4.13. 4.13 Customer transactions and relations

3.4.14. 4.14 DRM and virtual products

3.4.14.1. Organisationen World Intellectual Property Organisation (WIPO) har bland annat arbetat för att stärka möjligheten till användning av DRM. I ett upphovsrättsfördrag från 1996 lades grunden för en internationell reglering för att skapa ett rättsligt skydd från 1996 lades grunden för en internationell reglering för att skapa ett rättsligt skydd mot kringgående av tekniska skyddsåtgärder som rättighetshavare försett sina verk och prestationer med. Dessa rättsliga grunder omsattes till lagstiftning i Förenta Staternas upphovsrättslagstiftning 1998 och europeisk upphovsrätt genom ett EUdirektiv 2001. Grunden för all denna DRM-lagstiftning återfinns artikel 11 av WIPO:s 2001. Grunden för all denna DRM-lagstiftning återfinns artikel 11 av WIPO:s

3.4.14.2. Contracting Parties shall provide adequate legal protection and effective legal remedies against the circumvention of effective technological measures that are used by authors in connection with the exercise of their rights under this Treaty or the Berne Convention and that restrict acts, in respect of their works, which are not authorized by the authors concernedrespect of their works, which are not authorized by the authors concernedor permitted by law.

3.5. 5. Shaping the market

3.5.1. 5.1 General considerations

3.5.1.1. Creating control positions and competitive advantage in the material value chain

3.5.1.2. Creating control positions and competive advantage in the intellectual value chain

3.5.2. 5.2 Process to operate freely on the product market

3.5.2.1. Defence of accusations of infringements

3.5.2.1.1. Threatened by infringement

3.5.2.2. Evaluate market and competitors

3.5.2.2.1. At what point does knowledge of patents give rise to duty to obtain advice

3.5.2.3. Freedom to operate search

3.5.3. 5.3 Process to establish exclusive product control and control over product market segment

3.5.3.1. Third parties IP considerations

3.5.3.1.1. Border detention practices

3.5.3.1.2. IP management infringement

3.5.3.1.3. 3rd party IP considerations

3.5.3.2. Exclusive position on the market

3.5.3.2.1. IP considerations in antitrust

3.5.3.2.2. Get rid of competitors

3.5.4. 5.4 Process to establish technology advantage and control

3.5.5. 5.6 Process to establish open technology platforms

3.5.5.1. 5.6.1 The process of developing and partaking in open platforms

3.5.5.2. 5.6.2 Deconstruction of open platforms

3.5.5.2.1. 5.6.2.1 Platform characteristics – general

3.5.5.2.2. 5.6.2.2 Platform governance

3.5.5.2.3. 5.6.2.3 Platform openess

3.5.5.3. 5.6.3 Strategic development of open platforms

3.5.5.3.1. Patent pools

3.5.5.3.2. Partnerships

3.5.5.4. 5.6.4 Operational process

3.5.6. 5.7 Process of technology standardization

3.5.6.1. Standardization and antitrust

3.5.6.2. Licensing and antitrust

3.5.6.3. Platform collaboration development

3.5.6.3.1. Public standard bodies

3.5.6.3.2. Private standardization consortia

3.5.6.3.3. Incubator development management

3.5.6.3.4. Standardization process

3.5.6.4. Do you have patents covering the technology

3.5.6.4.1. Are the patents essential

3.6. 6. Financial value extraction

3.6.1. Extra income

3.6.2. Reduce costs

3.6.3. Receive more equity

3.6.4. Receive more venture capital

3.6.5. Receive better conditions for loans

3.6.6. Management considerations