Most managers leave intellectual property issues to the legal department, unaware that an organization’s intellectual property can help accomplish a range of management goals, from accessing new markets to improving existing products to generating new revenue streams. In this book, intellectual property expert and Harvard Law School professor John Palfrey offers a short briefing on intellectual property strategy for corporate managers and nonprofit administrators. Palfrey argues for strategies that go beyond the traditional highly restrictive “sword and shield” approach, suggesting that flexibility and creativity are essential to a profitable long-term intellectual property strategy--especially in an era of changing attitudes about media.
Intellectual property, writes Palfrey, should be considered a key strategic asset class. Almost every organization has an intellectual property portfolio of some value and therefore the need for an intellectual property strategy. A brand, for example, is an important form of intellectual property, as is any information managed and produced by an organization. Palfrey identifies the essential areas of intellectual property--patent, copyright, trademark, and trade secret--and describes strategic approaches to each in a variety of organizational contexts, based on four basic steps.
The most innovative organizations employ multiple intellectual property approaches, depending on the situation, asking hard, context-specific questions. By doing so, they achieve both short- and long-term benefits while positioning themselves for success in the global information economy.
"Palfrey backs up each point in this clear and well-written work with specific examples Recommended for specialized collections."—Library Journal
"Palfrey suggests strategies for intellectual property that take the form of legal rights granted to people and organizations through patents, copyrights, trademarks, and trade secrets. 'At the broadest level,' he says, 'intellectual property is a way of describing what the people in your organization know and are capable of doing. It's the collected knowledge, work product, and skill set of all the people who make up your team.' Written for top management of commercial companies and nonprofits, Palfrey's recommendations include considering intellectual property an asset class, understanding and managing its short- and long-term value, and creatively using it to help realize the organization's goals. Palfrey emphasizes intellectual property strategies that focus on openness and connectedness rather than an exclusive 'sword and shield' approach (an offensive weapon for attacking a competitor that violates your rights or defending against competitors' attacks). An excellent handbook for academic pursuits, including business seminars, though limited by its complexity to a small number of public-library patrons.", Mary Whaley, Booklist