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Intellectual Property is becoming increasingly important in the strategic orientation of successful companies. It affects all areas of a company and will lead to substantial organisational readjustments.
The one-sided focus on the strategy of other competitors is an expression of an often unilateral benchmark orientation, which means that companies are becoming more and more comparable to each other while using interchangeable methods. This leads to a massive loss of identity of companies. It seems to be more promising therefore to differentiate themselves from competitors through a company-specific implementation of IP-Management processes. Thus, the establishment and development of IP is not only a strategic guideline but also a strategic work order.
All organisational measures which aim to focus on innovation leadership are dependent on the development of an appropriate culture of innovation. As innovation, the adaptation of a corporate culture can not be organised by decree and requires a careful but mandatory conversion.
A successful change management should initiate such a change gradually. The legal body of an IP-Holding is quickly created by the incorporation of a company. In a first step all property rights (such as patents, trademarks, registered design, etc.) could be transferred on the IP-Holding and utilised in income by setting up corporate licensing models. As part of the transfer of rights to such IP-Holdings hidden reserves could already be lifted.
The IP holding model as outlined here is pursuing a holistic approach. It is used to put light on all the know-how relevant areas of a company on a permanent basis in order to shorten innovation cycles and to position companies as innovation leaders. In a nutshell: “Intellectual Property-Holdings” create organisation-based value.
keywordsCompetitiveness Innovation Intangible Assets Intellectual Property Organisation Organisation Theory Research and Development Valuation
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