Be proactive and strategy-driven, close to the core, and focused on achieving desired business outcomes

We support our clients by designing IP operating models, including adjustments to organization, process, governance and tools, and leading organizational transformations to become proactive and strategy-driven, close to the core, and focused on achieving desired business outcomes.

Our work rests on a strong understanding of 1) the client’s industry context, business model and competitive strategy, and 2) the current internal operating model with regards to IP and IP-adjacent functions such as R&D and purchasing. We then develop a customer-adapted version of a ‘strategic business partner model’, which typically includes the following main elements:

  1. A portfolio framework serving as communicative backbone – a structure for analyzing, sorting and communicating IP portfolios that is compatible with frameworks used by other key stakeholders;
  2. An organizational IP setup which mirrors the business, and focusing business accountability for IP creation, management and use in as few managers as possible, while ensuring that these managers have appropriate counterparts in the business;
  3. Processes which ensure participation in the strategic dialogue and business-driven IP decision-making – ensuring two-way communication with key decision-makers and stakeholders on both strategic and operative issues;
  4. Resource allocation which is reflecting the client’s size, IP needs and strategic ambition level; and
  5. We lead transformations business-driven IP operating model using a proven change management process, with systematic and close interaction with key individuals affected by the change.

We also ensure measures of success are adapted to fit the new way of working, to quickly and clearly demonstrate measurable results. 

Client challenges

Typical client challenges include:

  • Lack of proactivity in IP management activities – “always a step behind”;
  • Lack of clear rationale and accountability for business-relevant IP decisions;
  • Fragmented use of the IP portfolio;
  • Siloed IP function, with limited or no cross-functional integration with R&D, supply management and business


A business-driven IP function close to the core, partaking in the strategic dialogue, aligning and interacting closely with key stakeholders, capable of proactively driving IP management activities for impact to the bottom-line.