The 2025 update of the Open Foresight Board Trend Radar, enriched with insights from MIPLM participants, provides a wide-ranging and multi-layered perspective on the evolution of intellectual property management. The findings show that many traditional trends continue to exert influence, but the environment has become more intense, interconnected, and challenging. Artificial intelligence, geopolitics, workforce transformation, and sustainability are no longer peripheral but central to IP practice. This overview expands on each of the seven identified key areas, outlining the themes behind them, their broader significance, and the concrete results from the study. The intention is to deliver a structured framework that organizations can use to align IP strategies with emerging realities and prepare for the demands of tomorrow.

Here is an executive summary video with the preliminary results of the 2025 Open Foresight Study:

  1. Workforce Automation & AI in IP Workflows

Theme: Automation and artificial intelligence are now recognized as fundamental forces reshaping IP management. They not only optimize repetitive activities such as patent searches, competitor monitoring, portfolio analysis, and drafting tasks, but also redefine how entire workflows are designed and executed. AI-driven systems allow for predictive analytics, scenario simulations, and smart portfolio decisions that were previously beyond human capability. At the same time, they raise complex questions about accountability, fairness, ethical use, and data security, demanding new governance models and professional standards that can cope with the pace of technological change.

Significance: The impact of AI goes far beyond efficiency gains. It transforms the competencies required of IP professionals, forcing organizations to rethink job profiles, create hybrid roles that combine legal knowledge with technological literacy, and design entirely new workflows. Recruiting policies must adapt, retraining programs need to be introduced, and leadership has to develop strategies for responsible AI adoption. This is not only about internal organization but also about external positioning: companies that successfully master AI in IP can increase their competitiveness, improve their ability to protect innovation globally, and create new service models for clients. Moreover, the adoption of AI is tied to reputation, regulatory compliance, and client trust, requiring a careful balance between innovation and responsibility. The scale of these changes highlights AI as a transformative force, reshaping the profession itself and requiring long-term cultural adaptation inside IP organizations.

Result: A clear majority of respondents anticipate that automation will have moderate to significant effects on their operations. Nevertheless, most organizations rate themselves as only somewhat prepared. The study highlights three principal barriers: skill gaps, internal resistance to change, and the high costs of acquiring and implementing advanced tools. MIPLM participants reinforced this finding by identifying AI in IP workflows as the most urgent and influential new driver of change, moving it firmly into the radar’s core.

  1. Know-how & Trade Secrets

Theme: Know-how, unlike patents, remains undisclosed, which makes it a fragile yet valuable resource. It is frequently embedded in daily processes, tacit expertise, and organizational routines, often living inside the experience of individuals or informal practices. This hidden nature makes know-how incredibly difficult to document and protect, but at the same time it provides a decisive competitive advantage. As global collaboration intensifies and employee mobility increases, the vulnerability of know-how becomes ever more evident, requiring organizations to strengthen legal, cultural, and technical defenses simultaneously.

Significance: Effective know-how management is a defining characteristic of long-term competitiveness. With increasingly global collaboration, remote work, and high employee turnover, the risks of leakage or misappropriation are rising. Companies must build comprehensive protection systems that include robust contractual agreements, technological barriers, staff training, and secure documentation practices. Beyond protection, organizations need to actively leverage know-how in innovation processes, creating an environment where tacit knowledge flows effectively while being safeguarded. Strategic alignment between R&D, HR, and legal departments is necessary to ensure know-how is not lost but converted into lasting assets. Furthermore, effective know-how strategies strengthen partnerships, reduce dependency on external players, and provide resilience in times of geopolitical or technological disruption. In short, know-how becomes both shield and sword: it protects against external threats while enabling differentiation in competitive markets.

Result: Approximately 70% of respondents rated know-how as moderately to very central to their IP strategies. The main risks identified include staff departures, weak or inconsistent documentation, and unclear or fragmented legal frameworks across jurisdictions. The strong emphasis on this area confirms that know-how will continue to be a cornerstone of future IP strategy, demanding strategic investments in safeguarding and effective utilization.

  1. IP Awareness & Strategic Excellence

Theme: Intellectual property has reached the boardroom, but awareness does not always lead to structured, strategic integration. Executive teams are becoming more vocal about IP, yet the translation from recognition to actionable measures is inconsistent. IP awareness at the top requires not only an understanding of legal rights but also of IP’s role as a growth enabler, a risk mitigator, and an innovation accelerator. It must be embedded in strategic planning cycles, financial reporting, and leadership training to move from symbolic recognition to true strategic alignment.

Significance: Securing executive engagement is critical for turning IP into a driver of competitive advantage. Without board-level commitment, IP functions remain reactive, underfunded, and detached from broader corporate objectives. Establishing awareness ensures better resource allocation, more proactive innovation strategies, and stronger resilience against disruption. To achieve this, organizations must implement IP key performance indicators in corporate dashboards, integrate IP discussions into annual reports, and highlight IP contributions in investor relations. Education for executives is also crucial, not just at the point of crisis but as an ongoing process of awareness building. When leadership genuinely understands IP, companies achieve stronger innovation cultures, align cross-functional teams, and secure greater trust from stakeholders. Awareness, therefore, is not a static achievement but a dynamic process that must evolve with business priorities, regulatory landscapes, and technological change.

Result: Around 50% of respondents rated leadership awareness as moderate, with only 11% describing it as very high. While this marks progress compared to previous surveys, the gap between recognition and execution remains substantial. The results underline the need for improved communication frameworks and metrics that can translate IP assets into financial value and strategic outcomes understood by non-specialist executives.

  1. Geopolitics & Global Fragmentation

Theme: Political instability, shifting trade regimes, and the fragmentation of global internet governance increasingly define the strategic environment in which IP operates. The so-called “splinternet” illustrates how a once unified digital space is splitting into distinct regional ecosystems. Companies must now navigate regulatory divergence, new geopolitical alliances, and shifting economic power structures. IP enforcement and licensing are becoming entangled with political agendas, and the need for adaptive strategies that consider geopolitical volatility is greater than ever.

Significance: IP strategies can no longer be designed as if one global system exists. Differences in licensing practices, enforcement rules, and even legal definitions across jurisdictions now shape commercial opportunities and risks. This requires organizations to diversify strategies, adapt portfolios, and develop local expertise to remain effective. Additionally, companies must strengthen scenario planning, adopt geopolitical risk assessments, and engage with policymakers to shape favorable conditions. The fragmentation of global frameworks also creates opportunities: firms agile enough to anticipate local requirements can position themselves as leaders in new markets. To succeed, IP managers must combine legal expertise with political awareness, build networks of local partners, and ensure resilience against sudden disruptions. Thus, geopolitics is not only a threat but a driver of strategic agility and adaptive growth.

Result: Respondents identified geopolitics as one of the most influential new factors on the radar. Frictions are most visible in enforcement inconsistencies, data privacy regulations, and barriers to local registration. As a result, geopolitics has moved closer to the radar’s center, underlining its growing influence on business models, cross-border collaborations, and innovation pipelines.

  1. People, Skills & Future of Work

Theme: Workforce composition and skill requirements are undergoing profound change. New generations, particularly Gen Z, bring with them different expectations about communication, learning, and leadership. Meanwhile, digitalization expands the scope of tasks that require technical proficiency in addition to legal knowledge. The very identity of the IP professional is shifting: from specialist lawyer to strategic advisor, technology translator, and innovation partner. The future of work in IP will be defined by agility, collaboration, and the ability to continuously reinvent oneself.

Significance: Continuous education and reskilling are becoming as important as technological investment. The IP manager of the future must demonstrate cross-disciplinary competence, comfort with digital systems, and the ability to engage with fast-moving global markets. Companies that fail to cultivate these capacities risk losing their competitive edge. To thrive, organizations must design learning cultures that emphasize ongoing skill development, blending online platforms with hands-on practice. Investments in people yield direct returns: better client service, more efficient operations, and stronger innovation pipelines. Moreover, the ability to manage intergenerational collaboration, adapt to new communication tools, and foster inclusive environments will define leadership success. People strategies are, therefore, not a side issue but a key dimension of competitiveness, as vital as capital investment or technological adoption.

Result: Respondents confirmed that training programs are taking place, but obstacles such as limited budgets, time scarcity, and resource shortages restrict their effectiveness. The consensus is that future IP professionals must be versatile, able to absorb and process information quickly, and adept at working across cultural and technological boundaries. This makes people and skills a core dimension of IP practice, no longer a secondary concern.

  1. Sustainability & Green IP

Theme: Sustainability has shifted from background consideration to strategic imperative. It now encompasses not only compliance with regulations but also proactive positioning as a leader in eco-innovation. Intellectual property plays a dual role: enabling businesses to protect their investments in green technology while also creating frameworks for collaboration, licensing, and open innovation that accelerate sustainable solutions. As climate change pressures intensify, the ability of IP systems to support clean energy, circular models, and green chemistry will become a defining element of industrial policy and business strategy alike.

Significance: Organizations that align IP strategies with sustainability benefit from regulatory incentives, reputational gains, and stronger market positioning. By protecting eco-innovations while facilitating responsible access, IP becomes a lever for positive environmental impact and long-term business growth. Beyond these direct benefits, companies also contribute to global climate goals, building stronger relationships with stakeholders, investors, and regulators. Sustainability-driven IP portfolios can attract funding, foster collaboration across industries, and open access to new markets. In addition, sustainability strengthens employer branding and talent attraction, as younger generations increasingly seek to work for purpose-driven organizations. This makes sustainability not only an ethical requirement but a practical business driver that multiplies value creation.

Result: Respondents emphasized that sustainability, previously underrepresented in radar assessments, must now be at the core of strategic planning. Tools highlighted include green patent fast tracks, collaborative networks, and open licensing models for climate-relevant technologies. Sustainability has moved firmly into the strategic layer of IP management, influencing portfolio composition, R&D choices, and long-term innovation direction.

  1. Emerging Frontiers: Quantum, Metaverse, Digital Platforms

Theme: Quantum computing, immersive environments, and digital platforms represent emerging frontiers that push the boundaries of existing IP frameworks. Quantum promises to break traditional encryption and transform problem-solving; the metaverse brings questions about ownership of digital goods, avatars, and identities; and platform economies rewrite how value chains operate. Each of these domains challenges assumptions of inventorship, authorship, and enforcement, forcing IP professionals to anticipate legal reforms, experiment with novel contractual models, and develop new tools for digital rights management in decentralized ecosystems.

Significance: Preparing for these domains requires foresight and scenario planning. While some technologies may take years to mature, awareness today enables better adaptation and opportunity capture tomorrow. Organizations ignoring these frontiers risk significant vulnerabilities when disruption becomes reality. By actively monitoring and experimenting with pilot projects, companies can gain early mover advantages. Moreover, cross-industry collaboration will be essential, as no single firm can navigate these disruptive technologies alone. Regulators, standard-setting bodies, and industry associations must be engaged proactively to shape workable frameworks. These frontiers also challenge educational systems and demand new forms of interdisciplinary knowledge. Addressing them strategically will determine which organizations lead in the next wave of global innovation.

Result: Quantum computing and IP across digital platforms were rated as high-potential emerging trends. Conversely, the metaverse remains largely unintegrated into IP strategies, with more than 70% of respondents stating they have no current engagement. This suggests a layered horizon: some areas are approaching active relevance, while others remain distant but must be monitored closely to avoid future strategic blind spots.

Executive Summary

The integrated Trend Radar 2025 illustrates a significant shift in the priorities of IP management. Workforce automation and AI are now at the centre of transformation, while geopolitics and sustainability emerge as defining strategic factors. People and skills have become as critical as technology, reflecting the human dimension of innovation management. Know-how continues to represent a fragile yet indispensable competitive advantage, requiring systematic protection. Traditional elements such as executive awareness and budgeting remain relevant but are now embedded within a broader, more complex framework. Taken together, the study underscores that IP management must become holistic, forward-looking, and adaptive—integrating technology, human capital, sustainability, and resilience into its very foundation. This expanded radar provides a map for organizations not only to address current challenges but to prepare effectively for the profound shifts shaping the future of innovation and business.

Here you will find a description of the Open Foresight Board of the CEIPI IP Business Academy and its work.