Project management and IP

Project management and IP

• Set a minimum standard for the collaborative work.
• Identify IP costs according to the kind of nature of the deliverables.
• Set clear rules in the agreement got decision making and cost bearing on BASE and NEW IP.
• Identify the person that will be responsible for IP management.
• Payment of territories.    
• Pay for council.
• Conflict of interest.
• Licensing or technology transfer decisions and income allocation based on IP ownership per country.
• Identify reserves for government funding.
• Disclosure Duties.
• Identify risks and agree proper statements, permissions or exceptions.
• Set forth all government.

Tech Import/Export.

• Identify the restrictions that countries may impose for import and export.
• Identify which restrictions apply to governments and specific activities.

Why is this important for the success of the project?

The interest of the stakeholders of the project.

Investors: will require high cost to imitate id development cost is high.

IP is the only tool to secure knowledge ownership, so far.

Governments must not fund without IP (assessment).

Open Source:

As long as you don't benefit economically from the information.

What is Intellectual Property? - WIPO

¿Qué es la Propiedad Intelectual?

Mentoring

Mentoring is:

A one-to-one relationship over a period of time between a less experienced person (mentee) and an established professional (mentor), which provides consistent support, guidance and practical help

A process by which an experienced professional shares their personal skills, knowledge and experience with another person

A means of enabling a less experienced person to gain the necessary skills, knowledge and confidence to be able to perform at a higher level

An opportunity for a less experienced person to gain access to impartial, non-judgmental guidance and support

A process of working together to achieve predetermined goals and objectives

A two-way process through which both parties derive satisfaction from the progress, and success is attained through working together.

Source...

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Holistic Innovation Ecosystem

Traditionally, companies favour a closed innovation approach, where innovation is developed in-house and IP is rigorously protected as a source of competitive advantage. However, there are number of key drivers that call into question the logic of this approach in today’s world:

• Technology, digital and social networking are connecting us in new ways, enabling us to collaborate more and better
  
• There are more skilled workers in more places, and they are more mobile than ever
  
• Companies can no longer maintain large R&D and innovation budgets
  
• An unrelenting pace of change makes it riskier to rely solely on in-house capabilities and lengthy innovation development cycles
  
• More active consumerism – Consumers are more accustomed collaborating and participating in the innovation process
  
• Competition isn’t letting up, and trusted brands are stretching into different sectors
  

Successful innovation normally stems from insight, or learning something new that is valuable and actionable. This only happens when our perspectives are challenged. The more perspectives we have, the more learning and insight we will get, and faster. Similarly, we rarely have all the capabilities and assets we need in-house (let alone in one part of the business) to deliver innovation. Going back to first principles, an idea that doesn’t see the light of day is not innovation.

The implication is that it is now possible to involve more parties in your innovation activities and doing so can result in better, faster results. This requires a more holistic innovation ecosystem, one that accesses more employees from outside business silos and more parties outside of the organisation. A holistic innovation ecosystem can draw on entrepreneurs, start-ups, customers, partners, venture capital firms, academic institutions, government bodies, and many other parties. It’s not about involving everyone, but rather about selectively involving those parties who can help you achieve your ambitions. It can require planning and a lot of change, but there are many possible benefits:

• A higher innovation success rate
  
• Efficiency and improved ROI
  
• Speed to market
  
• Risk reduction & risk-sharing
  
• Monetisation of shelved IP
  
• Brand trust, advocacy and engagement
  

In summary, we need a more holistic innovation model that will work harder for us in today’s world. We need to reconnect it to our organisations’ purpose and strategy. It needs to filter enterprise-wide throughout the organisational value chain so that every part of the business is innovating to contribute to the company’s purpose of creating and capturing value for all stakeholders. We should reassess our innovation portfolio strategies and widen our innovation ecosystems to get better, faster results. In future editions of Innovation Quarterly we will explore holistic innovation in more detail and pick up on how organisations can go about designing and implementing holistic innovation systems.
Source

Women Entrepreneurs

"There is an enormous untapped investment opportunity for

venture capitalists smart enough to look at the numbers and fund women entrepreneurs."

"More than 97% of venture-funded businesses have male CEOs."

"Raising Money is hard and sometimes being a woman works against you because of perceptions, but don’t let it beat you down.”

"The lack of diversity in the venture capital industry, taken together with the overall performance of the industry, suggests that the model for venture capital that has been in place since the 1980s should be reconsidered and re-evaluated in order to effect change."

"Venture Capital Industry Should be Re-Examined Based on Gender and Geographical Investment Preferences"

Source: http://www.babson.edu/Academics/centers/blank-center/global-research/diana/Documents/diana-project-executive-summary-2014.pdf

Intrapreneurship

Corporate entrepreneurship is seen as critical for existing corporations to successfully create, develop and execute new ventures that renew their product and technology portfolios as their existing products age and markets mature (Lumpkin and Dress, 2001 & 2004; Lumpkin and Lichtenstein, 2005; Luchsinger and Bagby, 1987,).

Corporate entrepreneurship has also been labeled as “intrapreneuring” (Pinchot, 1985) or “intrapreneurship,” where existing corporations build new innovative businesses from within using an entrepreneurial approach. Existing corporations, including many large legacy automobile manufacturers, face multiple challenges in adopting corporate entrepreneurship or an entrepreneurial orientation. 

New corporate ventures tend to be located at the edges or within the seams between existing businesses, require different business and financial models and require very different cultures (Garvin and Levesque, 2006). Miller (1983) presented three dimensions for building successful corporate entrepreneurship — innovativeness, risk-taking and proactiveness — and Dess and Lumpkin (2005) in their “entrepreneurial orientation” framework added two additional dimensions — competitive aggressiveness and autonomy. Dess and Lumpkin’s (2005) framework for effective corporate entrepreneurship provides insights into the critical role of green-technology vehicle corporate entrepreneurship within larger legacy corporations. 

The entrepreneurial orientation framework is useful in suggesting how Toyota’s green-technology corporate entrepreneurship served Toyota well and acted as another significant catalyst for the emergence of new start-up greentechnology vehicle entrepreneurial ventures. 

Source: http://www.ecsdev.org/

Opportunities From Technology Transfer

Managed strategically, innovation procurement should be considered one of the mechanisms by which governments can build and strengthen domestic industries through acquiring technology transfer and supporting the subsequent diffusion within domestic markets and institutions. 

Additionally, the opportunities afforded by technology transfer within the scope of forward commitment or pre-commercial innovation procurement offers low-income countries the opportunity to bring clean technology to the domestic market that hasn’t previously existed. Whether it be through the purchase of equipment and services, turnkey installations, joint ventures or consultancy agreements, procurement is placed to support the growth of domestic technological take up and bring new green technologies to market. 

One example is to take advantage of joint ventures and public–private partnerships to couple domestic companies with foreign partners as a means of gaining access to advanced processes and product technologies, management knowledge and broader export market opportunities. Joint ventures are particular effective for absorbing and learning technology as there is an inherent transfer of processes, skills training and product knowledge associated with daily operations on shared projects. 

Policies that reserve sectors for domestic investors, provide incentives to train and upgrade the local labour force, and use domestic raw materials can also be coupled with green procurement policies to create synergies for clean technology development.

Source: www.iisd.org