Many IP experts in the IP community at I3PM, the HTB-EPO initiative, and other global IP offices and institutions in national and regional innovation systems have asked Prof. Alexander Wurzer: “where can you be sure not to miss any important IP management content”. In fact, you have to follow a number of interesting feeds to really keep up with the global developments around IP management. To make this easier he decided to offer his own personal newsletter for IP management. Here you can find the last issues in the archive and also subscribe. A fresh read with all the important IP Management content will be sent to the subscribers every second Thursday at 7.00 (CET), so you can start your day informed.

The next Newsletter will cover the following topics:

How is AI changing innovation?

What is the 𝐟𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐀𝐈 𝐢𝐧 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 🤔? Quite simply: it will revolutionize industries – and 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐚𝐥𝐫𝐞𝐚𝐝𝐲 𝐬𝐞𝐞 𝐭𝐡𝐚𝐭 𝐢𝐧 𝐈𝐏 𝐭𝐨𝐝𝐚𝐲 😮!

Experts now agree on the 𝐟𝐮𝐧𝐝𝐚𝐦𝐞𝐧𝐭𝐚𝐥 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐯𝐞 𝐩𝐨𝐰𝐞𝐫 𝐨𝐟 𝐀𝐈. The only question is the 𝐝𝐢𝐦𝐞𝐧𝐬𝐢𝐨𝐧 and the 𝐭𝐢𝐦𝐞 𝐩𝐞𝐫𝐢𝐨𝐝: the former is getting bigger and the latter is getting shorter and shorter.

📢 𝐖𝐞 𝐰𝐢𝐥𝐥 𝐝𝐢𝐬𝐜𝐮𝐬𝐬 𝐡𝐨𝐰 𝐝𝐢𝐠𝐢𝐭𝐚𝐥𝐢𝐳𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐀𝐈 𝐚𝐫𝐞 𝐚𝐥𝐫𝐞𝐚𝐝𝐲 𝐜𝐡𝐚𝐧𝐠𝐢𝐧𝐠 𝐭𝐡𝐞 𝐞𝐧𝐭𝐢𝐫𝐞 𝐈𝐏 𝐯𝐚𝐥𝐮𝐞 𝐜𝐡𝐚𝐢𝐧 𝐨𝐧 𝐉𝐮𝐧𝐞 𝟏𝟑 & 𝟏𝟒 𝐚𝐭 𝐂𝐄𝐈𝐏𝐈 𝐢𝐧 𝐒𝐭𝐫𝐚𝐬𝐛𝐨𝐮𝐫𝐠. 𝐈 𝐥𝐨𝐨𝐤 𝐟𝐨𝐫𝐰𝐚𝐫𝐝 𝐭𝐨 𝐦𝐞𝐞𝐭𝐢𝐧𝐠 𝐲𝐨𝐮 𝐚𝐭 𝐭𝐡𝐞 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐈𝐏 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐃𝐚𝐲𝐬.

Patents: moats or bridges

𝐏𝐚𝐭𝐞𝐧𝐭𝐬 𝐚𝐫𝐞 𝐛𝐫𝐢𝐝𝐠𝐞𝐬🤗

Tesla has built a bridge to standardize the 𝐍𝐨𝐫𝐭𝐡 𝐀𝐦𝐞𝐫𝐢𝐜𝐚𝐧 𝐂𝐡𝐚𝐫𝐠𝐢𝐧𝐠 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝 (𝐍𝐀𝐂𝐒) by releasing its patents, promoting the adoption of electric vehicles (EVs) and giving other automakers access to its superior supercharger network. This strategy has helped Tesla take a leadership role in EV infrastructure and accelerate EV adoption.

Trademark enforcement and fan bases

As a successful brand, 𝐲𝐨𝐮 𝐝𝐨𝐧’𝐭 𝐰𝐚𝐧𝐭 𝐭𝐨 𝐬𝐮𝐞 𝐲𝐨𝐮𝐫 𝐟𝐚𝐧𝐬 🤔! So now the LEGO Group and HA bricks – but this case is tricky 🧐!

👉 𝐓𝐡𝐞 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧 𝐨𝐟 𝐡𝐨𝐰 𝐨𝐧𝐞 𝐠𝐨𝐞𝐬 𝐚𝐛𝐨𝐮𝐭 𝐞𝐧𝐟𝐨𝐫𝐜𝐢𝐧𝐠 𝐨𝐧𝐞’𝐬 𝐨𝐰𝐧 (𝐛𝐫𝐚𝐧𝐝) 𝐫𝐢𝐠𝐡𝐭𝐬 𝐢𝐧 𝐭𝐡𝐞 𝐦𝐚𝐫𝐤𝐞𝐭 𝐢𝐬 𝐚𝐥𝐰𝐚𝐲𝐬 𝐚 𝐝𝐞𝐥𝐢𝐜𝐚𝐭𝐞 𝐨𝐧𝐞 – 𝐞𝐬𝐩𝐞𝐜𝐢𝐚𝐥𝐥𝐲 𝐰𝐡𝐞𝐧 𝐭𝐡𝐞𝐫𝐞 𝐢𝐬 𝐚 𝐥𝐨𝐭 𝐨𝐟 𝐞𝐦𝐨𝐭𝐢𝐨𝐧 𝐭𝐨𝐰𝐚𝐫𝐝𝐬 𝐚 𝐛𝐫𝐚𝐧𝐝. 𝐈𝐏 𝐞𝐱𝐩𝐞𝐫𝐭𝐬 𝐧𝐞𝐞𝐝 𝐚 𝐥𝐨𝐭 𝐨𝐟 𝐬𝐞𝐧𝐬𝐢𝐭𝐢𝐯𝐢𝐭𝐲 𝐚𝐧𝐝 𝐠𝐨𝐨𝐝 𝐏𝐑 𝐚𝐝𝐯𝐢𝐜𝐞.

The dimensions of IP management

What does the physicist legend 𝐑𝐢𝐜𝐡𝐚𝐫𝐝 𝐏. 𝐅𝐞𝐲𝐧𝐦𝐚𝐧 𝐡𝐚𝐯𝐞 𝐭𝐨 𝐝𝐨 𝐰𝐢𝐭𝐡 𝐈𝐏 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 🤔? This can only be explained by 𝐄𝐢𝐧𝐬𝐭𝐞𝐢𝐧 𝐚𝐧𝐝 𝐚 𝐛𝐮𝐠 😲!

📢 (I hope) 𝐓𝐡𝐞 𝐩𝐨𝐢𝐧𝐭 𝐢𝐬 𝐜𝐥𝐞𝐚𝐫: 𝐈𝐏 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐦𝐮𝐥𝐭𝐢𝐝𝐢𝐬𝐜𝐢𝐩𝐥𝐢𝐧𝐚𝐫𝐲 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞 𝐬𝐩𝐚𝐧𝐧𝐢𝐧𝐠 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭, 𝐑&𝐃, 𝐈𝐏, 𝐦𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐚𝐧𝐝 𝐨𝐭𝐡𝐞𝐫 𝐝𝐢𝐬𝐜𝐢𝐩𝐥𝐢𝐧𝐞𝐬 𝐚𝐧𝐝 𝐨𝐭𝐡𝐞𝐫 𝐫𝐨𝐥𝐞𝐬. 𝐓𝐡𝐞𝐬𝐞 𝐚𝐫𝐞 𝐚𝐥𝐥 𝐛𝐮𝐠𝐬 𝐨𝐧 𝐩𝐚𝐩𝐞𝐫𝐬. 𝐈𝐏 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐢𝐬 𝐭𝐡𝐞𝐫𝐞𝐟𝐨𝐫𝐞 𝐭𝐡𝐞 𝐭𝐡𝐢𝐫𝐝 𝐝𝐢𝐦𝐞𝐧𝐬𝐢𝐨𝐧 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐛𝐮𝐠𝐬, 𝐭𝐡𝐞 𝐬𝐩𝐚𝐭𝐢𝐚𝐥 𝐝𝐢𝐦𝐞𝐧𝐬𝐢𝐨𝐧 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐰𝐡𝐢𝐜𝐡 𝐜𝐨𝐦𝐩𝐥𝐞𝐭𝐞𝐥𝐲 𝐧𝐞𝐰 𝐝𝐞𝐠𝐫𝐞𝐞𝐬 𝐨𝐟 𝐟𝐫𝐞𝐞𝐝𝐨𝐦 𝐚𝐫𝐞 𝐚𝐜𝐜𝐞𝐬𝐬𝐢𝐛𝐥𝐞. 𝐇𝐚𝐯𝐞 𝐟𝐮𝐧 𝐝𝐢𝐬𝐜𝐨𝐯𝐞𝐫𝐢𝐧𝐠!

IP management for medical devices

How do you reach the 𝐭𝐨𝐩 𝐨𝐟 𝐭𝐡𝐞 𝐰𝐨𝐫𝐥𝐝 𝐢𝐧 𝐦𝐞𝐝𝐢𝐜𝐚𝐥 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐭𝐡𝐫𝐨𝐮𝐠𝐡 𝐈𝐏 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 🤔? Here is the Laerdal Medical case study from IP Business Academy 🧐!

📢 𝐈 𝐚𝐦 𝐜𝐨𝐧𝐯𝐢𝐧𝐜𝐞𝐝 𝐭𝐡𝐚𝐭 𝐭𝐡𝐞 𝐠𝐥𝐨𝐛𝐚𝐥 𝐈𝐏 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐭𝐲 𝐚𝐬 𝐚 𝐰𝐡𝐨𝐥𝐞 𝐰𝐢𝐥𝐥 𝐢𝐦𝐩𝐫𝐨𝐯𝐞 𝐚𝐬 𝐢𝐭 𝐥𝐞𝐚𝐫𝐧𝐬 𝐟𝐫𝐨𝐦 𝐞𝐚𝐜𝐡 𝐨𝐭𝐡𝐞𝐫. 𝐖𝐞 𝐬𝐮𝐩𝐩𝐨𝐫𝐭 𝐞𝐯𝐞𝐫𝐲𝐨𝐧𝐞 𝐢𝐧 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐚𝐧𝐝 𝐛𝐞𝐜𝐨𝐦𝐢𝐧𝐠 𝐛𝐞𝐭𝐭𝐞𝐫 – 𝐭𝐡𝐚𝐧𝐤 𝐲𝐨𝐮 𝐟𝐨𝐫 𝐲𝐨𝐮𝐫 𝐜𝐨𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧.

Whom to follow

On his LinkedIn feed, Gil Perlberg provides an overview of the role of intellectual property from an applied business perspective, while focussing on the needs of start-ups and expanding companies. He supports this with real-life success stories from the agricultural sector. In addition, together with the co-chairs of the I3PM IP Portfolio Management Committee, he provides insights into the strategic development of valuable IP portfolios.

On his LinkedIn feed, Jean-Pierre Junior Nyemeg Bissek provides a comprehensive overview of the vibrant IP scene across the African continent. He does this by showcasing the successes of creative individuals and companies from many countries and promoting webinars and online learning resources, that bring innovators and IP experts together. Finally, he supports the IP business academy as an ambassador in awareness building activities.

IP Design as a Leadership Tool: Steering Innovation Towards Success

Leadership in the modern business environment transcends traditional notions of hierarchy and control. It involves inspiring and guiding teams towards achieving organizational goals while fostering a culture of innovation and adaptability. IP design, when integrated into leadership strategies, can significantly enhance a leader’s ability to drive innovation, protect valuable assets, and maintain a competitive edge.

Maximizing Value: The Power of Diversifying Your IP Portfolio

Diversifying your intellectual property (IP) portfolio is crucial for strategic success, offering significant returns, risk reduction, and enhancing your business’s competitive edge. Exploring this strategy further unveils its numerous advantages.

IP in the digital transformation

The digital transformation is leading many companies to drastically change their business models. In the past, the sale of physical products was the main source of revenue for technology companies. Over time, companies are shifting more and more towards becoming service providers that favour a permanent monthly income stream from subscription services over one-off product sales. This can also be seen at Apple, whose services are now the second largest source of revenue.

Also classical manufacturing firms are turning into service providers, which can be seen for MRIs. In the “as a service” business model the MRI device and additional service software are not bought by the hospital, but the hospital pays subscription fees for the use of the MRI and the subscribed services. The manufacturer still owns the physical system and can offer additional services, like maintenance or updates of the system. The target group in this business model are healthcare providers with smaller budgets, e.g. radiology practices, which cannot invest in buying a new device, but can afford the monthly fee. The aim of the IP strategy is to protect the service infrastructure, e.g. for monitoring and performance features, to create a lasting relationship with the customer by lock-in-effects.

Risk and uncertainty in IP valuation

It is primarily the task of the IP valuator to model a suitable valuation scenario in order to estimate the extent of insecurity about the future, to take it into account in the calculation and to prepare these insecurities for the valuation recipient. This requires a distinction to be made between uncertainty and risk. In common parlance, risk is understood as the uncertainty about a situation. Insecurity corresponds to the possibility of a deviation of the results from an expected value. In the case of a positive deviation, one speaks of chance, in the case of a negative deviation of danger. The more problematic, long-term and irreversible the decision (e.g. investment in IP), the greater the need to calculate the insecurity.