Innovate or perish managing the enduring technology company in the global market
Essential reading for IP managers and corporate executives, Innovate or Perish is a new road map equipping readers with the principles and tools needed for their companies to compete in the emerging creativity economy. Edited by Edward Kahn, this seminal book includes contributions from seasoned int...
| Otros Autores: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, N.J. :
J. Wiley & Sons
c2007.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627420706719 |
Tabla de Contenidos:
- INNOVATE OR PERISH: Managing the Enduring Technology Company in the Global Market; ACKNOWLEDGMENTS; CONTENTS; ABOUT THE EDITOR; ABOUT THE AUTHORS; PREFACE; PART I: PRINCIPLES OF GLOBAL LEADERSHIP IN THE ENDURING TECHNOLOGY COMPANY; CHAPTER 1: THE POLYMATH CEO: ENLIGHTENED LEADERSHIP FOR THE ENDURING TECHNOLOGY COMPANY; THE GLOBAL PICTURE FROM A LOFTY PERCH; WHAT'S AT STAKE; RESTRUCTURING FINANCIAL INCENTIVES; IP AND BUSINESS STRATEGY MUST BE CONGRUENT; DISINTERMEDIATION OF RD&E; VARIED PATHS OF INNOVATION; OPEN INNOVATION AND DISRUPTIVE TECHNOLOGIES; MERGER MANIA VS. TECH TRANSFER
- WIDE IP VISION AS AN ANTIDOTE TO TROLLSSUSTAINABILITY REQUIRES CONSTANT CHANGE; PART II: INTELLECTUAL PROPERTY MANAGEMENT; CHAPTER 2: THE IP TOOLKIT: MAXIMIZING BUSINESS VALUE FROM INTELLECTUAL PROPERTY; THE FIRST RULE OF VALUE: INTELLECTUAL PROPERTY DOESN'T DO ANYTHING (ON IT'S OWN); THE SECOND RULE OF VALUE: RATIONAL PEOPLE DON'T SUE THEMSELVES; THE THIRD RULE OF VALUE: "PATIENCE AND DILIGENCE REMOVE MOUNTAINS" - WILLIAM PENN; CONCLUSION; CHAPTER 3: HARVESTING NEW INTELLECTUAL ASSETS: THE ROLE OF BUSINESS METHOD PATENTS AND TRADE SECRETS IN STRATEGIC IP MANAGEMENT
- THE FUSION OF MARKETING, TECHNOLOGY, AND IP IN INTEGRATED IP MANAGEMENTSTATE STREET BANK LEADS TO AN EXPLOSION OF FINANCIAL AND E-COMMERCE PATENTS; THE DEBATE OVER PATENTING BUSINESS METHODS AND NONTECHNICAL SUBJECT MATTER; JEFFERSONIAN LIBERAL ENCOURAGEMENT OF INNOVATION; THE DOOMSDAY SCENARIO IF NONTECHNOLOGY PATENTS ARE NOT REINED IN; LITIGATION OF BUSINESS METHODS; USING BUSINESS METHOD PATENTS; USING BUSINESS METHOD PATENTS TO PROTECT CORE MARKET INTERESTS BEYOND FINANCE AND E-COMMERCE; DOVETAIL BUSINESS METHOD PATENTS AND TRADE SECRETS
- THE ROLE AND VALUE OF TRADE SECRETS IN CONJUNCTION WITH PATENTSEXEMPLARY TRADE-SECRET CASES; BUSINESS, TECHNICAL, AND IP PARTNERING TO POLLINATE THE SEEDS AND HARVEST THE FRUIT; CAPTURING ALL OF THE INNOVATION FOR ADDED SHAREHOLDER VALUE; CHAPTER 4: GIANTS CAN BE NIMBLE: THE SBC STORY; SHIFTS IN INNOVATION; VALUATION OF IP ASSETS; IP MANAGEMENT STYLES; THE SBC COMMUNICATIONS STORY; ORGANIZATIONAL APPROACH; OPERATIONAL CONTROLS; OPERATIONAL AND FINANCIAL METRICS; CONCLUSIONS; CHAPTER 5: INNOVATION ASSET PORTFOLIO: THE INTELLECTUAL PROPERTY MUSE GETS AN MBA; FINDING VALUE IN INNOVATION
- MOVING R&D INTO ACCOUNTABILITYA NEW METHODOLOGY; MEASURES OF VALUE; LINKAGES AND DEPENDENCIES; SELECTION OF RESEARCH TARGETS; MULTIPLE COMMERCIALIZATION VEHICLES; PART III: INNOVATION; CHAPTER 6: INNOVATION STRATEGY: THE ESSENTIAL INGREDIENT; INTRODUCTION; NEED FOR INNOVATION: THE STRATEGY REVIEW; FUEL AND GUIDANCE FOR INNOVATION; NATURE OF INNOVATION; CURRENT ISSUES WITH INNOVATION; BEST PRACTICES FOR STRATEGIC IP MANAGEMENT; CONCLUSIONS; CHAPTER 7: MAXIMIZING INNOVATION TEAMS: THE INTERNAL AND EXTERNAL CONNECTION NETWORK; CASE STORY; NEW APPROACH; INNOVATION TEAMS AND NETWORKS
- INNOVATION TEAM MEMBER SELECTION CRITERIA
