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?”


Relevant insights

Business-Driven IP ManagementWhite paper
Intellectual asset management for technology-based companies
An introduction to Intellectual Asset Management methodology and its application for improving competitive advantage and profitability
Business-Driven IP ManagementCaseEurope
Developing a multi-layered control strategy for an IT-based startup
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CIP Professional Services becomes Konsert Strategy & IP
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Business-Driven IP ManagementCaseSweden
Supporting a cleantech startup in finding the most lucrative business opportunity
The cleantech startup needed a control and business strategy aimed for growth
Business-Driven IP ManagementVideo
Developing IP Positions for competitive advantage in a convergent world
Culture, partnering and focus - how to win in a converging digital world (from CIP Forum 2016)
Business-Driven IP ManagementWhite paper
Volvo's road to business-driven IP Management
Article on how IP can be used to cost-effectively support growth, competitiveness and profitability across products, supply chain and R&D.
Business-Driven IP ManagementWhite paper
How Purchasing can use IP to Improve Results
Management of IP in supplier relationships holds untapped potential for decreased business risk and substantial cost savings
We enter the Japanese Market: Susumu Tsugaru joins as Senior Advisor in Japan
As the former Senior Vice President of Philips Intellectual Property & Standards in Japan, Susumu Tsugaru brings valuable experience in…
Bördin and Hedberg selected for the IAM Strategy 300
IAM Recognizes Jens Bördin and Thomas Hedberg as two of the world's foremost IP Strategists
Ruud Peters becomes shareholder in Konsert Strategy & IP
Ruud Peters, former Chief IP Officer of Royal Philips and a leading authority in the IP field has become partner…