Build a state-of-the-art IP function focused on supporting strategic business outcomes
Many IP functions operate in a siloed support role, with limited information and access to business decision-makers. This forces IP to operate in a primarily reactive mode.
We work collaboratively with our clients to co-create a better and more business-driven way of operating, and drive the organizational transformation in a way that all key stakeholders see the benefit and feel good about the change.
Our approach rests on deep understanding of 1) key IP organization elements for enabling a business-driven way-of-working, 2) the client’s industry context, business model and competitive strategy, and 3) the current organization, operating model, people and culture.
Our scope of engagement is flexible, but typically includes tasks such as:
- Address the overall placement and setup of IP within the company,
- Improve interfaces towards key internal stakeholders,
- Adjust the IP-internal organization to better mirror the business and enable cross-functional interaction
- Adjust IP processes to ensure two-way communication with key internal stakeholders on both strategic and operative issues;
- Adjust IP governance mechanisms to place a stronger emphasis on measurable business impact
Client challenges
- “We operate a diverse set of businesses. Should IP be centralized or decentralized? How do we find the best possible IP operating model to serve each business respective needs, while simultaneously leveraging our combined size in the technology and IP landscape?”
- “Our business is transforming rapidly: What are the implications for IP? What changes should we make to the way we operate?”
- “We have seen new entrants and indications that IP is being used more aggressively in our industry: How should we adapt?”
- “We would like to change from our current siloed and reactive role, but IP awareness in the organization is low. How do we get cross-functional buy-in for a better approach to IP?”
- “I know that we need to change the way we operate. But there is strong internal resistance to change – how do I get the team on board?”
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