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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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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Legal Operations - According to Plan

A year ago, in January 2017, Hyperion Research surveyed the legal community about their planned priorities for the year.  Which operational objectives would they focus on in the new year to help drive success?  And likewise, how will those objectives influence their budget and planning priorities?  Now, as we get underway in 2018, we went back to assess how those plans panned out, and where did we as a community make the most progress. While the overall picture shows a general alignment between what was planned and what was done, there is definitely one standout that speaks to an important overarching market trend.
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Dashboarding for Value

The pressure on legal organizations for alignment with the needs of the businesses they serve fuels an appetite for data, in the form of operational metrics, Key Performance Indicators (KPIs) and other actionable intelligence. That, in turn, drives the quests for how best to consume that data—and is progressively more conveyed by increasingly popular dashboarding solutions.
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Demonstrating ROI in IPM

Hyperion Research’s proprietary VPI InfographicTM plots current market sentiments regarding trending IPM disciplines and competencies for relative Value, Priority, and Investment to organizations.  The VPI Infographic’s competency matrix demonstrates the comparative value and priority ascribed to the core IPM capabilities; each capability is plotted on value and priority axes, while the size of each bubble represents relative levels of investment for each. 
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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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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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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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