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©2004 Slide 1 DILIGENT™ Phase 1 - Competitive Patent Analysis CPA Objective CPA SIPOC Process Find and Transferring.

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Presentation on theme: "©2004 Slide 1 DILIGENT™ Phase 1 - Competitive Patent Analysis CPA Objective CPA SIPOC Process Find and Transferring."— Presentation transcript:

1 ©2004 Slide 1 DILIGENT™ Phase 1 - Competitive Patent Analysis CPA Objective CPA SIPOC Process Find and Transferring Knowledge Rapid Screen-Down Technology Roadmapping IP Mapping Technology Champion Confidence Index

2 ©2004 Slide 2 CPA Objective To screen inventions and to prioritise opportunities: Which IP to drop from commercialization at this time? Which to patent or to explore further for patenting? Which to commercialise without patenting? The process comprises two key sub-phases: Technology screening – rapid sifting & risk reduction Followed by patent analysis. Templates P C S O I Transform The core output is a priority list for action

3 ©2004 Slide 3 CPA SIPOC A repeatable 6-sigma process: Using organisational tools if required Can be mapped onto any formats and templates Not idea generation (idea generation precedes this step) May follow pre-screening Customer Output Process Input Supplier S I P O C Templates P C S O I Transform

4 ©2004 Slide 4 Competitive Patent Analysis SUPPLIERS:INPUTS : OUTPUTS : CUSTOMERS : Leaders Researchers IP Library Alliances Partners IP Librarian Project Management Business Leads Partners Funding Researchers Funding Partners Government Researchers Patent advisors Funding Business Leads Governance Group Business Leads Researchers Government Executive Business Lead Technology Lead START Collect Inventory FINISH MAP & Prioritized List PROCESS Discover, Screen, Workshop Prioritize, Resource, Map Ideas Research Patents Markets Opportunity Database Business Priorities Research Priorities IP Priorities IP Map Programs Priorities Templates P C S O I Transform

5 ©2004 Slide 5 Competitive Patent Analysis 1.1 Disc over & Codif y Inve ntion s 1.2 Rapi d Scre en- Dow n 1.3 Wor ksho p Rem ainin g IP 1.4 Crea te IP Map s 1.5 Prior itise and Reso urce Business and Technology Leaders Researchers IP Library Alliances & Partners Government Ideas & Invention Disclosures Research & Patents Markets and Programmes Priorities 1.1 Collect formal and informal documentation and codification of IP – Invention Disclosures 1.2 Brainstorm around existing IP, then rapidly screen out disclosures of lower potential 1.3 Workshop the remainder for quality and common understanding of intent and first pass value 1.4 Create the IP MAP & Technology Roadmaps and SWOT the combined information 1.5 Prioritise IP for further action, and set agenda for further funding and effort 1.6 Complete Confidence Review and Index Patent Priorities Opportunity Database Research Priorities Business Priorities IP Maps Researchers & Business Leads Governance Group Funding and Government IP Advisors and IP Librarian The available and potential IP is collected, rapidly screened, assessed and then mapped to form a basis for setting priorities and selection. Process Suppliers Inputs Outputs Customers Overview 1.0 CPA 2.0 MVP3.0 IDA4.0 ADC Methodology

6 ©2004 Slide 6 CPA Suppliers and Inputs Typical questions for suppliers and inputs: How do you recognise commercially exploitable research? What knowledge do you own? Where is it – and in what form? Has it and can it be codified? Are the rules of ownership clear and understood? Are there multiple inventors and/or collaborators? Were ownership agreements in place prior to “discovery”? What public disclosures have been made? Are their any disputes between any stakeholders? Does any party have pre-emptive exploitation rights? Templates P C S O I Transform

7 ©2004 Slide 7 CPA Finding Knowledge is Difficult Researchers and “inventors”: May not understand commercial potential May not WANT to understand commercial potential Lack motivation or regard it as a distraction Perceive no reward for “commercialization” efforts Are poor record-keepers Don’t see the connection with other IP or disciplines Might disclose prematurely – wish to talk Perceive restrictions in freedom of information flow

8 ©2004 Slide 8 CPA Questions about the Concept What is it really, in terms of a potential activity: A research project? A licensing opportunity? A collaboration opportunity? A company spin-off deal? A potential VC activity? Be realistic as early as possible about the maturity and potential.

9 ©2004 Slide 9 CPA Transferring Knowledge is More Difficult Researchers and “inventors”: May be more focused on pure basic research Distain pragmatic knowledge with “commercial” value May not want to get involved in “development” Think of technology transfer as “dollars” May have culture gap with technology transfer office Cultural barrier with firms, and especially small firms Have large cultural gaps with industry & investors Don’t understand industry and industry dynamics Want to avoid complex collaboration problems Don’t understand the nonlinear technology cycle Cultural differences can be one of the biggest problems

10 ©2004 Slide 10 CPA Pasteur ’ s Quadrant Contribution of technology to economic growth >50%. BUT this is primarily from PASTEUR QUADRANT technology. Increasingly Fundamental Nature (Basic Research) Increasing Consideration of Usefulness (Applied R&D) Source: Stokes #, Pasteur’s Quadrant Systematic Exploration of Particulars (Audubon) Use-inspired Basic Research (Pasteur, Langmuir) Pure Applied Research (Edison) Pure Basic Research (Bohr) # Donald Stokes, Princeton University, Pasteur's Quadrant: Basic Science and Technological Innovation, Brookings Institution 1997 Research Scientist’s IDEAL A problem or barrier in the world of practice, and attacking such problems by developing new fundamental understanding as a means of solving the problem.

11 ©2004 Slide 11 CPA Process and Transformation The analysis and transformation phase asks: Do we have enough technical knowledge to “screen down fast”? Do we have enough industry knowledge to make “links”? Does the invention complement or “improve” current works? Does it link or form related families? Is it core technology or application and market-focused? What business and market opportunities does it create? How much further work is required and by whom? Does it block others from markets? Who are the most prospective strategic partners? Why would they be interested? What is the “time-to-market”? How can the created value best be captured for stakeholders? Templates P C S O I Transform

12 ©2004 Slide 12 CPA Rapid Screen-down 1 Test the concept of how the idea would be developed: Idea Development Plan 1. Idea 2. Process to Achieve? 3. How to Defend? 4. Strengths? 5. Opportunities? 6. Slipstream? 7. Luck? 8. Contacts? 9. Evidence/trends?

13 ©2004 Slide 13 CPA Rapid Screen-down 2 Further evaluation criteria: Criteria Checklist 1. Is the idea simple to explain? 2. Is the idea simple to understand? 3. Is it the type of idea that makes people say, “I wish that I had thought of that!” 4. Why is it valuable? 5. Is the timing right? 6. Have individuals or companies offered to work for equity? 7. Has the market come to you? 8. Do you see trends in the marketplace that could help the idea come to life? 9. How can the idea be monetarised?

14 ©2004 Slide 14 CPA Realisation Analysis Draft realisation strategies: *SMS messages currently generate $70m per month in revenue for Telstra Sell the whole patent/system to one Directory “Yellow Pages” Sell the patent to different Directories in different geographies eg Australia, Singapore, USA, UK. License the patent as above – to one global licensee or many e.g. Vodaphone. A combination of the above plus assignment of partial rights to a third party to undertake similar (non-conflicting endeavours e.g. the right to sell or license the system in Japan). Business Directory Annotation Mobile Phone Reminder EntityRoleBenefitsCostsVolume End UserPrime Beneficiary Convenience Timely Per Message Received High Volume Directory Content Provider License and Implement Core System Increase usage of Directory License Fees plus Network Operator fees One License Network Operator Location Determination Services Network Usage and Messaging Fees* Infrastructure and operating High Load Volume

15 ©2004 Slide 15 CPA Technology Roadmap Tool to help make informed investment decisions: Forward mapping – technology push –Build technology layers –Seek new technology gaps –Evaluate potential of a technology to satisfy future needs Backward mapping – customer pull –How to reach a target set by the marketplace –Fulfillment-based technology evaluation Linked to Industry Roadmap (IDA next Phase) Both Expert and Workshop-based approaches

16 ©2004 Slide 16 CPA Technology Roadmap 2 A draft roadmap should: Analyse and synthesise technological trends, markets and challenges Determine how markets will evolve over the medium to long term and the research needed to address a particular technology issue Identify the key technologies and skill competencies in which local industry has a competitive advantage Identify key opportunities for further technological innovation Identify barriers relating to technology and technology uptake in the industry – i.e. absorption and commercialization potential

17 ©2004 Slide 17 CPA Technology Roadmap 3 A roadmapping process should: Discuss the critical success factors (ie. if not met, will cause the roadmap to fail) Provide specific, quantifiable performance targets to inform the commercialization plan Define the actions required to develop and commercialise the subject technology and other technology families identified Map out a logical, prioritised sequence of technology research, acquisition and/or commercialization and diffusion. This requires an assessment of the ability of firms to adopt and adapt these technologies; and Identify appropriate roles for public and private partners in the process.

18 ©2004 Slide 18 CPA Technology Roadmap 4 A roadmapping exercise is not: Forecasting or scenario planning – predicting inventions and infusion Technology foresight – identifying radical new areas of research A roadmapping exercise is about: Working collaboratively with partners and stakeholders Developing a shared vision of the future and exploring the opportunities and pathways to achieve it. Unlike methods where the end-point is forecast, the roadmap process starts with the end-point or vision clearly in mind and then traces the alternative technology paths to achieve it.

19 ©2004 Slide 19 CPA Technology Portfolio Map Builds on competency, improves position Builds new competency & extends business Builds new competency & new business NPV Time to Launch High Zero Low Probability of Success Long

20 ©2004 Slide 20 CPA IP Mapping Discipline Mapping assists to clarify the commercial potential: Relationships to other IP families Position in value-chain e.g. core, process, application, market Potential licensees and partners Potential opposers and competitors Route to market value Potential of blocking, fencing and being blocked Future technology/patent map is valuable. The more specific the mapping the better.

21 ©2004 Slide 21 CPA IP Mapping Benefits Mapping assists to clarify the commercial potential: An overview of the patent landscape in broad terms Identifies patent market space for rapid screening down Helps to identify gaps for more R&D and redirected R&D Helps find potential investors and collaborators Identifies key inventors and companies in the field of interest Assist in defining patenting strategy Prevents false starts in further R&D investment Links technology with market view for later stages.

22 ©2004 Slide 22 CPA Mapping Indicates SWOT Sample Information Technology IP Map Architecture System Software Networks Security WWW & Internet eBusiness Enterprise Business Mobile & Wireless Networking & Systems Management Horizontal Web Horizontal Corporate Consumer Airlines Advertising & Media Infrastructure Processes Applications Markets Web Services Peer to Peer Messaging Database & Objects Other 001, 002 001, 002, 004, 011, 013, 014, 016, 017, 019 003, 008 005 006 009, 010, 013, 017, 020 012, 014, 014, 015 Security Media wwwxxx www Issued Patent xxx PCT Stage yyyzzz yyy Filed Provisional zzz Idea to be Filed

23 ©2004 Slide 23 CPA Outputs and Customers The Output phase finalises the process: What should go forward without patenting? What further work is needed to codify? What public disclosures need to be stopped or managed? Who else needs to be involved? How can and will collaborators be managed? How does it change research priorities? How does it change business priorities? How does it change IP protection priorities – patent actions? How must funding, grants or resources now be re-directed? What urgency and impact does it have – portfolio priorities? Is more work needed on the IP Maps? Who should participate in the next stage – MVP? Templates P C S O I Transform

24 ©2004 Slide 24 CPA Be Alert – Patents Waste Resources EFFECTIVE screening is vital: Too high a ratio of patents wastes money # The natural self-interests of patent attorneys calls for patenting BUT RESIST! Each patent filing potentially commits $250,000 of costs No more than 40% of invention disclosures as a target The majority of licensing does not require patents # Ray Wood, CEO of high-tech start-up XRT and veteran technology commercialiser, states that filing a patent is a commitment to spending $250,000 to follow-through with PCT and local filings over the next 2-3 years. HINT: choose patents attorneys for their individual skills in the specific application and firms for their skills in the jurisdiction.

25 ©2004 Slide 25 CPA Prototype or Working Model There is no substitute for proof that “it”works: A working model, engineering prototype or software prototype reinforces the value Software simulations may be OK and sometimes the only way Whatever is not available in terms of demonstration adds to the challenge of attracting strategic partners and investors Indicate how prototype warrants and validates the value proposition Whatever licensees or investors have to do to prove the invention will be deducted, and in multiples, from the value captured by the invention owners.

26 ©2004 Slide 26 CPA Templates IP Map and Technology Event Map: IP Map –Lay out patent position of invention –Understand strength of point position and family –Plot competitors –Review surrounding, blocking and potential blocking patents Technology Event Map –What discontinuities can be foreseen? –What related technologies have to be assembled? –Which are enablers? –Which are leveragers (add value)? –What problems can be built from the solutions? Templates P C S O I Transform

27 ©2004 Slide 27 CPA Templates The Phase Summary Report: Part of an evolving Business Case Contains at least: –Objective –Conclusion –Summary –Actions –Notes and carry-forward handover matters Actions for further work may precede or run in parallel with the next Phase - MVP Templates P C S O I Transform

28 ©2004 Slide 28 CPA Confidence Index How confident are you that: 1.The best ideas relevant to this commercialization investment have been discovered? 2.The ideas have been understood technically? 3.The nature of the problems solved by the technology are adequately understood? 4.The commercial value of the ideas has been understood? 5.The key ideas have been kept confidential? 6.These ideas will generate significant value for the organisation in the future? 7.Further expenditure, e.g. patenting, is worthwhile? 8.Resources are and will be available to progress the evaluation? 9.A technology champion is available and willing to back the commercialization effort? 10.The impact and urgency of this opportunity is understood?

29 ©2004 Slide 29 CPA Confidence Check Discuss the results of the confidence index: Check scores on 1-5 scale Check and compare differences for each respondent for each question Discuss differences of more than two or more points on a particular question Resolve or accept differences and note any actions Adjust votes if now necessary Sum group result Multiply by CPA weighting to get Confidence Index result Weighting 20:20:15:10:15:15:5

30 ©2004 Slide 30 CPA Need For Technology Champion Katherine KU, Director OTT Stanford U # : “From our perspective the technology champion is the most important factor - so if we have someone in the company who is interested in the technology that is the most likely way that the technology will be transferred.” “When you are talking about an exclusive license we need a champion inside the university - an inventor or entrepreneur who really believes in the technology” # Workshop on ACADEMIC IP: Effects of University Patenting and Licensing on Commercialization and Research. April 17, 2001, Washington DC. The National Academies Board on Science, Technology and Economic Policy, Committee on Intellectual Property Rights in the Knowledge-based Economy.

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