The importance of IP for the Client was growing rapidly, not least due to convergence with the ICT sector and digital technology more generally.
The Client had a substantial IP organization, which however was considered a support function, focused primarily on reactively creating and maintaining IP rights with limited clarity regarding business use.
The Client had a large patent portfolio costing a lot of money, while lacking insight into whether and how it supported the business, or whether a lot of it could be abandoned/licensed/sold to free up/generate resources.
The Client engaged Konsert to lead the development of a new corporate IP strategy framework and format, to set objectives and action plans for IP operations intimately aligned with business priorities across functions.
The resulting strategy has been approved annually by the CEO and the executive board and is the guiding document for the all the Client’s IP operations.
Apart from guiding IP portfolio development and use, the corporate IP strategy also been used to identify strategic and non-strategic IP in the existing portfolio resulting in large savings through portfolio pruning. It has also been the basis for a major change program realigning the IP operating model to better support the business.