1. IPCO-iPARK, Royal Scientific Society
Dr Mohammed Aljafari
IPCO-iPARK, Royal Scientific Society
Delicate Balances in Institutional IP Management

2. At iPARK, we innovators & entrepreneurs Support Train Enable Back
Established in 1970, the largest applied research institution, consultancy, and technical support service provider in Jordan
Set up Jordan’s first TTU in 2004: In order to realize its vision, goals and policies especially those related to the economic development in Jordan
At iPARK, we
Support
Train
Enable
Back
Encourage
Care for
Mentor
Develop
Guide
Protect
Nurture
Ground
Maintain
Teach
Appreciate
innovators & entrepreneurs
Aid

3. University & Industry Support
IPCO
University & Industry Support
Investment planning
Deal structuring
IP Policy (legal framework)
Legal IP Agents
Jo Tech Transfer Network central office
Network Partners:
IPCO
Jordan University of Science and Technology
University of Jordan
Petra University
Amman Chamber of Industry
Jordan Industrial Estates Company (JIEC)
Jordan Enterprise Development Corporation (JEDCO)
Al Urdonia Lil Ebda
Mutah University
Yarmouk University
King Abdullah II Design and Development Bureau (KADDB)
King Abdullah II Fund for Development (KAFD)
Applied Scientific Research Fund (ASRF)
MonoJo
Hashemite University
Princess Sumaya University for Technology
National Center for Agricultural Research and Extension (NCARE)
German Jordanian University (P)
Zaytoonah Private University
National Center for Research and Development
Tafilah Technical University
Al-Ahliyya Amnman University
Al-Istaa University

4. Identify a partner to absorb technology and unlock value
Open Innovation
Technology moves forward through partnerships
Create
Deal
Industry
Identify a partner to absorb technology and unlock value
Identify a viable value chain to reach this partner

5. Patents are not assets, they are partnership-forming tools
Patents as a means for partnership
Patent to Defend in Court
Patents are not assets, they are partnership-forming tools

6. PCT and/or limited territory National-phase patenting maneuvers
Most early institutional failures come from trying to do too much and ending up with an unsustainable budget

7. Embrace your investment role as a separate entity
Gain casual equity in startups/ spinouts
The most successful institutions stick to their mandate; any thing beyond that is handled separately, and preferable under separate bodies

8. IP policy consideration 2: Anticipated Impact
Not to get in the way
Protect
Regulate
Clarify
Systemize
Attract talent
Freedom to do what’s right
Create awareness
Drive a culture of innovation
Drive a hunger for impact
The right IP policy is part of a wider strategic effort

9. IP policy consideration 3: Where does it come from
Reality
Budget
Law
Network
Strategy
targets
Initiatives
Policy
A bad policy is a policy that dictates strategy