Posts and advice about
the value of innovation
A good thing about my 20-minutes long morning commute to the office is that this is a 20-minutes long, uninterrupted music session for me. When I was listening to Veronica Maggio this morning (I know, this is my guilty pleasure), my IP-tuned mind immediately started to boil up around the idea of how much of the music I hear is actually an original creation? Also around how much of the music that is licensed in the best case scenario (“borrowed” in the more down to earth scenario)?
McDonald´s “new” competitor is the Irish fast food chain Supermac´s, having approximately + 3000 employees, in contrast to MacDonald’s ~ 235,000. This case is a great example of when an underdog successfully encounters a giant in intellectual property disputes.
If you are protective of your trade information in respect of your competitors, this recent case gives both parties of a patent dispute guidance of intellectual property strategies to achieve Return-On-Innovation.
Let´s get technical with (partial) priorities. The novelty criteria are one of a patent’s most fragile “Achilles-heel” in court. To be granted patent protection, the applicant needs to illustrate that the invention is industrial applicable, non-obvious and new.
In a recent case in December 2017 the Swedish patent and market district court gave 200 million SEK (Around 20 million Euro) reasons of why companies offering services for the public sector should care about Swedish patent rights.
Spring 2017, software platform company disrupting a traditional high yield industry through the combination of user generated content, B2B - C2C tech platform and a shared-economy worldwide scalable business model in the mist of B-round with the promise of IPO in 8 to 12 months.
While the role of the CIO to execute the technical enablers and supporting process of a digital transformation is fundamental and clear, the role of finance and, especially business control is decisive to A) certify that those technical enablers do deliver on the promises of the business disruption that digital transformation promises and B) turn those enablers, and the benefits generated by those, into business levers.
Sara Amorós indicates in her research paper “The hidden costs of R&D collaboration” that “We find that the firm’s probability to do R&D or to introduce an innovation increases with the level of productivity, but only when this activity is shared with a research partner.
While Innovation is in most companies agenda, the disruptions and transformation in business processes and models enabled by digital technologies should bring innovation, and specially corporate venturing as tool to contribute to its management, to the top 3 strategic topics of the board and management team.
In recent months the USPTO has become concerned about a substantial increase in the number of improper filings of trademark applications which include inaccurate and possibly fraudulent claims of use of the mark. An increasing number of applicants fail to fulfill their legal and ethical obligation to file accurately and in good faith, especially with regard to the claims that the mark is used in commerce.