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Sunday, April 20, 2008

Innovation Process, Patent Strategy - Organizational Framework

{In December 2002 I wrote a report on Patent strategy and Innovation process}

The contents are below. If you need the whole report for free send me and email at navneetbhushan@gmail.com



INNOVATION PROCESS AND PATENT STRATEGY – AN ORGANIZATIONAL FRAMEWORK

EXECUTIVE SUMMARY

1. INTRODUCTION

2. INTELLECTUAL CAPITAL OF AN ORGANIZATION

3. PATENTS, COPYRIGHTS AND INTELLECTUAL CAPITAL

4. SOFTWARE AND PATENTS

5. HOW OTHERS DO IT

6. THE SPOT APPROACH FOR GENERATING IP

7. PATENT STRATEGY

8. GENERATING PATENTS AND INNOVATION PROCESS

9. ORGANIZATION FOR CREATING PATENTS

10. CAN TECHNOLOGY HELP IN CREATING PATENTS

11. ACTION PLAN

REFERENCES



EXECUTIVE SUMMARY

The shift to Knowledge based economy requires a comprehensive, well-planned and well-established structure and process within the enterprise to mange the Intellectual Capital (IC) of the enterprise. Patents are an important form of Intellectual Capital of the enterprise.

With the grant of Software Patents and Business Method Patents by US PTO, the issue of software patents has assumed greater importance. Although there are controversies regarding whether software per se should be allowed to be patented, however, this can not be ignored by companies existing in a competitive world. The competitive advantage that can be obtained and protected can become the major factor in long-term sustainability of business.

Carrying out a survey of various processes and structures existing in various companies, it is evident that a Central IP and Patent Generation Cell should be created in the enterprise. The responsibility of this cell includes

Articulating and aligning Patent Strategy with Business Strategy

Articulating and rolling out the innovation process

Creating a Search Wing for existing patents in major technology areas

Providing assistance and resources to flesh out initial ideas

Creating collaboration channels with academic institutes and universities

Conducting Idea Generation Workshops and Brain Storming Sessions for creating innovation

Evaluating and deploying technological solutions and systems to create org wide innovation generating infrastructure

Conducting Workshops for innovation hunters in the Practice Units

The results expected from this initiative are summarized as

Creation of IP in the form of Business Method Patents and Software Patents

Protection of these Patents

Branding The Enterprise as an IP Leader in the Consultancy & Services Industry

Leveraging The Enterprise Patents to generate revenues for the company.

The immediate Action Plan proposed is

Detailed Patent Strategy Document to be prepared

Organization steps towards creating a Patent Cell and creating Innovation Hunters

Articulation of process of innovation

Our Innovation Potential in Technology Areas where we operate

Search for existing Patents in those areas

Choice and fleshing out the initial innovation

IP generating Technology Adoption strategy and framework to be developed

*****


Revolution in Business Affairs - Down memory lane

{This is the abstract on an article I was writing in 2002} The article I could not write. I found this in my old computer! May be I should write the article now!


What CIO’s can learn from Revolution in Military Affairs (RMA)

Abstract

As many war strategists have pointed out that technology has created a Revolution in Military Affairs (RMA), which has the potential to change the very nature of warfare. The components of RMA do not include any radical changes in military hardware, but it is their integration with each other and information gathering and processing systems that have revolutionized warfare. The key features of this revolution are a fertile ground for CIOs of large enterprises to learn lessons to be replicated in the grand IT strategy to achieve marked improvements in their Return on Investments (ROI). In this paper we have analyzed the components and features of RMA from the perspective of CIOs. For example, the EAI trend that is developing now is nothing but an offshoot of RMA. The RMA’s heart lies in integration of key war making components. The EAI coupled with advances taking place in Business Intelligence and Networking technologies are the key components of Revolution in Business Affairs (RBA) that is bound to grow from the RMA.

Revolutions by definition refer to fundamental discontinuities – a radical change from the existing status quo. The RBA proposed from the lessons learnt from the RMA analysis will help create these fundamental changes. The results of this analysis points out important lessons for business organizations as their fundamental processes can be readily mapped to the military organizations – be that the policy, strategy, operations, market assessment, technological requirements or knowledge management. The lessons learnt from this analysis can help CIOs to create a major role for themselves at the strategic level at par with COO and CEO.

Social Inclusion - The way Toyota makes cars

Every now and then one or another article appears which I can not fail to mention - on Toyota.

The article here by a person with physical disability yet a successful businessman talking about National social initiatives and contrasting it to Toyota Production system is one such article.

It explains how and why the end to end approach of Toyota makes more sense to implement such initiatives at country level.

Every human system is a social system including Business - you have shark eating smaller fishes, evolution, you have social networks, conflicts, political groups, pressure groups, influence groups, word of mouth etc.

All that we know from sociology and psychology is applicable in business and human systems.

Management needs to really wake up! quickly!

Lorenz - chaos theory pioneer

Tribute is due to Edward Lorenz whose death marks the end of Chaos theory 1.0. He started the Butterfly Effect story that has become a folklore now.

Small variation in the initial conditions can create entirely different results in any system if same process is followed. This is the essence of Lorenz curves on weather forecasting.

This is really so simple, yet our Six Sigma friends, especially those who are trying to make Software development six sigma compliant really cant understand.

It will be interesting to see how much predictability can be there in software development processes. I have a lurking intuition it is dynamical and chaotic .

Bye bye Lorenz! May God Bless your Soul!

down memory lane - DSM 2005



My presentation at Boeing in Seattle 2005 on DSM conference on Robust Inventive System Design (RISD) integrating TRIZ, DSM and AHP!

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