Intellectual assets

In firms such as Infosys, intellectual capital lies distributed among employees who can determine the extent and quality of their intellectual contributions. As Infosys s chairman pointed out, the firm s intellectual assets walk out of the door every evening and it is the management s responsibility to ensure that they return the next morning. 

Cohen, Wesley M., Richard R. Nelson, and John P. Walsh. 2002. Protecting Their Intellectual Assets Appropriability Conditions and Why U.S. Manufacturing Firms Patent (Or Not). National Bureau of Economic Research Working Paper 7552. 

While the group knew that Dow possessed an array of other intellectual assets (such as know-how, copyrights, trademarks and trade secrets), it reasoned that patents was an area in which it had a high probability of success, could demonstrate obvious value, and implementation of its new processes could be done quickly. 

In the final investment phase a judgment is made on whether to put more money in R D, enter a joint venture or license a technology from outside in order to meet business objectives, basing the decision on a prior assessment of the company s knowledge gaps. If the company successfully obtains a needed technology or secures an appropriate patent, the intellectual asset is incorporated into the portfolio and the process repeats itself. 

A further benefit from this intellectual asset management was that business people came to realise the value of its patenting activity as well as recognising the opportunities associated with licensing and other related activities. Consequently, they became much more proactive in seeking ways to leverage these technologies outside the firm. 

Segments of External Technology and Intellectual Asset Management... 

The External Technology and Intellectual Asset Management capability also provides leadership and coordination for a series of technical advisory hoards. These hoards invite experts from outside of Dow to provide our businesses and capabilities with an external peer review of our activities as well as the opportunity to participate in collaborative projects. 

DuPont is one of the few. It is renowned in the industry for its ability to run plants safely and it enjoys fewer lost working days from accidents than anyone else in the industry. Several years ago, it decided to exploit that institutional skill and started a consulting business speciahzing in plant safety. Another example is Dow Intellectual Assets, a subsidiary of Dow, which has been extracting value from licenses and patents by using a multidiscipHnary team that examines patents for Hcensing opportunities. As a result, Hcensing revenues from patents have risen from USD 25 million to over USD 125 million. 

Information-age enterprises succeed by investing in and managing their intellectual assets as well as integrating functional specialization into customer-based business processes. As organizations acquire these new capabilities, their measure of success should not depend solely on a traditional, historicril... 

MDL is proud of the fact that for almost two decades we ve been helping tens of thousands of scientists at over 300 companies and institutions get the most from their intellectual assets. With software, services, education, support, and more. 

An added thought about the tasks you will execute in the project. Many of these tasks, while important, are routine—you ve done them many times and others probably do them essentially the same way. In contrast, you will creatively perform some tasks. Your approach and/or the result will be unique. Be sure to protect all of these intellectual assets. You may want to use the contract or agreement to remind your client, owner, or customer of your ownership of memoranda, reports, plans, specifications, and other documents. Somewhere, such as in your gener conditions or your contract/agreement, define your intellectual property rights (Cannon 2008). 

It should also be recognized that these axioms should be treated as first-class insights—that is, the book of conventions should be considered a set of valuable intellectual assets. As solutions to insight problems, the book of conventions is by definition a set of solutions which are not immediately obvious, and, therefore, if a convention is not recorded, and is therefore lost, it could well be a permanent loss of insight for an organization. 

On the other hand, in order to promote the inflection of the patents, that is, their accumulated intellectual assets, DNP announced license agreements with LCD makers that used polyimide alignment films. As for the polyimide alignment film patent applied for at the end of 1974, a US patent was established in 1976, but because of many formal objections, the examination was exceptionally prolonged in Japan. 

---