Analytics and KPIs: You Can’t Master What You Don’t Measure

Performance analysis, insight, stakeholder visibility and operational efficiency are the fundamental components that drive IPBM excellence. Performance management analytics comprise the tools, capture methods, data models and visualization technologies that help legal and IP organizations focus on the operational performance metrics they need, to help them understand both the business effect of their activities – causality, impacting processes and behavior – and the corrective steps, nee actionable intelligence, they need to optimize performance and outcomes.
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The Engine That Could:  Workflow and Paperless Automation in IP

As part of achieving the harmonizing effect sought within an IPBM 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 lagged behind many of the 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sense Business Process Management (“BPM”) is the core enterprise discipline that serves as the crucial bridge between outdated ways of working and progressive business management.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 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. Many of the advanced solutions covered in this report are either introducing new tools to drive invention disclosure, IDS and prior-art searching processes, or have significantly improved upon and matured existing capabilities.
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IP Spend Management: Contextualizing Performance

The legal business landscape has shifted significantly over the past decade. Since the financial crash of 2008, corporate law and IP departments and law firms were forced to do more with less, making the allocation of resources more critical than ever. As the bottom line continues to recover in the years since, the crux of IP Management has evolved from an emphasis on legal matters to one of spend management visibility and the revenue-generating potential of individual assets. This has, in effect, formed a well-defined focus to align the management of intellectual property assets and the achievement of overall business objectives—and ultimately, to demonstrate real return on investment.  
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Dashboards for Operational Effectiveness

If it feels like every legal technology solution on the market today includes the lure of some kind of sexy new dashboard functionality, you’d probably be right. Interactive data dashboards that promise to solve a myriad of business problems by showing you the most up-to-date, essential information for your job, all packaged up in a colorful, engaging visual display are a hot commodity; and for good reason. An information management tool that tracks, analyzes, and displays essential business intelligence such as metrics, key data points, and key performance indicators (KPIs) can have a significant impact on operational success.
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Are Vendors Delivering on the Promise of Innovation?

While emerging and innovative approaches to application design carry the promise of not only more intuitive user experiences but also of transforming ways of working, Hyperion's benchmarking has consistently demonstrated a significant divide between the value legal operations managers place on technology as a strategic capability versus the lackluster ROI they report from their technology vendors.
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Accidental IPBM: The IP Applications Landscape

Leading intellectual property practices today have reached a standard that transcends docketing, data entry and paper-based management methods. “IP Management” (“IPM”) as a discipline and technology model has been widely adopted and embraced by corporate IP practices and law firms alike; as a technological generation, it is arguably nearly a dozen years old.  Ever more progressive in its reach and intensifying in demand, IPM has expanded significantly in recent years to include a growing, sophisticated number of processes, modules, functions, and innovation-oriented competencies.
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A New IP Operational Paradigm for the 21st Century

The discipline of intellectual property management (“IPM”) continues to mature as a management priority for innovation and brand-driven companies.  As intellectual property owners continuously seek ways to improve their IPM strategies, processes and organizations, the need for increasingly capable technology systems drives an increasing and rapidly-paced maturity in business and operational IP Management.
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Brainstorming is Bad for Business

Ah, the fabulous corporate brainstorming session—you’d be hard-pressed to find anyone in the business world who hasn’t participated on a regular basis. Many people, we suspect, would bemoan their ubiquity but assume that they’re one of those “hate it but it needs to be done” parts of business. The fact is, though, that brainstorming, while a common corporate activity, is not actually the best way to foster creative thinking and new ideas; nor is it the best way to drive strategic business decisions.
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Tuning the Drive to Replace Technology

Businesses are under constant pressure to adapt to improvements in enterprise technology. Much like the average consumer who anxiously awaits the release of the next generation iPhone, businesses might be eager to integrate the latest developments into their enterprise systems. Replacement of an enterprise technology, however, requires much more planning and effort than the replacement of a smartphone. 
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