Transforming IP Services for Value and Innovation

The decision to outsource, or to perhaps insource, discrete parts to the IPM lifecycle is one of reassessing the balance of resources within an IP organization, which is a core IPBM challenge. In particular, decisions on the use of IP services regard a company’s human-capital supply chain. This is not so much about reducing head count as it is about making better and more thoughtful use of available resources. The use of third-party IP services, whether via an LPO model or through more traditional fee-for-service models, is historically most closely associated with annuity payment services. 
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SNEAK PEEK: WHERE ARE GC's INVESTING?

Hyperion Research is preparing to release our MarketViewTM Report: Enterprise Legal Management for Corporations, updated for 2017.  Incorporating over 500 hours of industry benchmarking, primary interviews, client references and vendor briefings, the report provides an invaluable resource for understanding the leading trends in legal operations.  Our coverage focuses on the solution needs of corporate legal departments of all sizes that are seeking integrated solutions that include modern capabilities in spend management, collaboration, workflow and advanced analytics. 
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Six Keys to a Successful Change Initiative

Change is never easy and organizational change is certainly no exception to the rule. Organizational change can cause a lot of anxiety, not least because the failure rate for such change is so high—roughly two-thirds of all organizational change initiatives fail. Yet organizational change is necessary, and inevitable, in order to stay competitive and relevant.
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When an Invoice Is No Longer Just an Invoice

For over 20 years, the Legal Consultants community (that I happen to be part of) has implemented sound e-Billing solutions to handle the demand for largely US-centric invoicing requirements with a great degree of success (mostly). We did our part to capture critical details on spending to enable corporations to satisfy the needs and wants of key decision makers who want to scrutinize expenses and trends and keep an eye on the bottom line “management” of legal expenses.
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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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