About: Eyal Iffergan

Eyal Iffergan is President and CEO of Hyperion Global Partners, a premier global consultancy for legal business strategy and operations. With over 20 years of experience advising to the legal and intellectual property business communities, his practice is focused on helping clients to manage the business of law – he is considered a global authority on legal operational performance management. An expert in addressing the challenges of legal business operations, process, organization and technology, he works with AmLaw 200 law firms and Global 1000 corporations to design and implement enterprise-wide strategy and transformation programs.

Recent Posts

The Engine That Could: Workflow and Process Automation in IP

As part of achieving the harmonizing effect sought within an IPBM (Intellectual Property Business Management) framework, we’ve observed the market express a strong desire to move beyond mere data entry into something much more dynamic. In fact, there are few trends more deliberate, focused and clearly defined than pursuit of shedding the cumbersome business of data entry toward better leverage of the electronic data and metadata that swirl about the average business day-to-day.  Paperless processing is a crucial goal of IPBM, and IP Management in general has long many of other legal disciplines in the maturity of processes from manual, data entry to automated process and workflow management.  Workflow, or in a larger sense Business Process Management (“BPM”) is the core enterprise discipline that serves as the crucial bridge between outdated ways of working and progressive business management.
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The Innovation Community:  Capture, Nurture, Manage

One key driver in the shift toward IPBM (Intellectual Property Business Management) involves addressing the challenge of failing to protect the valuable ideas borne from the work of innovation. The management of innovation, and nurturing the participation of inventors and IP asset developers, is paramount in this movement. Increasingly, the leading IPM vendors have sought to harness this nexus and develop new tools to better engage and empower all stakeholders in the innovation lifecycle. Our comprehensive market survey found that many advanced solution vendors are either introducing new tools to drive invention disclosure, IDS and prior-art searching processes, or have significantly improved upon and matured existing capabilities. This is in part a result of an evolving understanding of user personas. In the IPBM model, attorneys, inventors and the business play important roles in the innovation lifecycle. Despite a historical focus on docketers and paralegals – the “data entry” stakeholders – vendors are beginning to understand and capitalize on the needs of the lifecycle’s upstream and downstream stakeholders in a deliberate, considered and strategic approach to integrate every phase of the asset development and management process with the business, technical, and risk management objectives of the organization.  IPBM is about “innovation in context” and the tools designed to embrace it invite users into a harmonized information management process for better outcomes and business-aligned realization.
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Accidental IPBM: The IP Applications Landscape

Today, we find the IPM market in the midst of a fundamental paradigm shift, one in which the focus of intellectual property management as an operational discipline matures from its long-understood structural grounding in prosecution towards a more holistic approach to information management that is tightly integrated with the underlying business lifecycle. As companies begin to mature their operational capabilities with the integration of business stakeholders and drivers into their performance models, there is demand for sophisticated technologies that understand and drive the IPBM (Intellectual Property Business Management) model, and provide both depth and breadth of features and capabilities. 
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Intellectual Property Business Management: A New Paradigm

The evolution of IPM has materialized like building layers: every ascending floor is built upon the foundation of lower floors. In its initial iteration, the use of IPM systems and technologies centralized on the entry of data, most of which was docketing information and information regarding the prosecution and enforcement of specific intellectual assets—most especially patents. After widespread adoption, a new phase emerged in which we sought to expose the information to and involve a wider and more diverse audience. The hallmark of this phase was the increased use of reporting and business intelligence, which gave supervisors, legal management, business leaders and other key stakeholders access to important – and timely – data on the status of assets and the performance of the portfolio. This phase of IPM’s growth also emphasized tools for collaboration among corporate teams, law firms, and other parties involved in the IPM lifecycle, for automating routine processes (a measure of both the drive to efficiency and increasing legal cost and rate pressures), and for the capture and management of innovation and assets. To illustrate this new maturity plane in IP Management, we introduce a new term of art to capture this paradigm shift: Intellectual Property Business Management (IPBM). It is no longer sufficient to manage – nee understand – IP from a purely legal perspective, or on an asset-to-asset basis. Organizations today are now keenly interested in the impact of their IP portfolio have on their business, and vice versa. Notably, IPBM is characterized by an increased demand for greater bottom-line visibility, for insight into operations and performance, and for demonstrable improvements in practice management. In essence, the broadening scope of integrated stakeholders and alignment of interdepartmental interests demonstrates a shift in IPM from a prosecution-based lifecycle to a business-integrated lifecycle. Through the lens of IPBM, the role and effect of people, process, organization and technology within the IP operation are all essential, and data entry and access are frequently commoditized.  The overarching driver and objective of IPBM is the support of core business operations, revenue generation and corporate value with a robust data-driven decision-making program.
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Challenges in Developing a BPM Solution Approach

Business process management, or BPM, is a well-established practice and solution category in the general enterprise technology market.  The human-centric capabilities of BPM—as opposed to back-end, technical process and integration automation—are of particular interest to law firms as they seek ways to improve their work efficiency, resource utilization and client satisfaction.   The emergence and maturity of matter management-oriented solutions in the BPM market has brought a wealth of options to law firms.
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Guiding Principles for Selecting a New BPM Solution

The use of Business Process Management (BPM) systems to automate and streamline operations is an increasingly critical consideration for law firms. Core processes such as new business intake, conflict clearance, check requests, new employee provisioning, lateral intake and expense management are examples of high priority focus areas for BPM.
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Trade Secret Governance: Content Security

THE TRADE SECRET GOVERNANCE MODEL Information Security is hardly a new topic, but as technology continues to develop and business-related content morphs into ever-new and ever-expanding formats, the responsibility to control and secure Trade Secret data moves beyond IT’s traditional role of securing corporate infrastructure.
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Trade Secret Governance: Aligning Policy & procedure

THE TRADE SECRET GOVERNANCE MODEL Given how thoroughly trade secret and business know-how is woven through every area of an enterprise it is only to be expected that the governance of this information will require a multifaceted policy approach and a number of layered procedures to be successful.
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Trade Secret Governance: Assessing Trade Secrets

The Trade Secret Governance Model While most organizations are diligent in carefully registering, cataloging and monitoring their tangible intellectual property of patent, trademarks and copyrights, the most valuable asset of them all often remains elusive: Trade Secrets.  A study by Forrester Consulting found that fully two-thirds of an organization’s information portfolio can be attributed to trade secrets and in knowledge-intensive fields, this number rises to 70 and even 80%.
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Legal Metrics for Action

Legal operations excellence is about finding that right balance between supporting the day-to-day challenges of the practice of law and finding ways to harness the tools and experience of that practice to innovate for more effective legal and business outcomes. But that’s easier said than done!
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