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Business Power: Creating New Wealth from IP Assets (Anglais) Relié – 18 mai 2007

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Quatrième de couverture

Praise for Business Power Creating New Wealth from IP Assets "Business Power is an essential handbook for every business leader. Creating and growing IP is a critical element of innovation and accelerates the transformation of knowledge to market value. Business Power provides a step–by–step approach to value creation." —Dr. Martin Fleming, Vice President, Corporate Strategy IBM Corporation "It is difficult to overstate the importance of effectively managing intellectual property assets in the current and future global business landscape. This book gathers together a unique collection of thought leaders on every aspect of intellectual property management. Whether you are interested in brand management, human capital management, patent portfolio management, trade secret management, or anything in between, and whether you are an interested observer of business, or a CEO of a Fortune 500 company, you will gain something from this book." —Anthony Breitzman, PhD, Principal and Director of Research 1790 Capital Management LLC "Business Power provides valuable strategic and tactical knowledge about IP and its role in corporate performance. The book presents a unique collection of views about creating, and sustaining competitive performance and increasing value in a global economy. A must–read for business leaders and lawyers alike." —William C. Foote, Chairman of the Board and Chief Executive Officer USG Corporation

Biographie de l'auteur

Robert Shearer started the National Knowledge & Intellectual Property Management Taskforce to accelerate economic development through technological innovation and create an economic framework to accommodate intellectual property assets in national commerce. The Taskforce was recognized for its leadership through an invitation from the United Nations Statistics Division to conduct a joint research project into the effects of R&D on economic development for application in developed and developing nations. Mr. Shearer is an experienced professional in executive and organizational development and has led many clients to successful solutions using staffing, organizational design, executive continuity, education, and training strategies. He has served as an expert witness in federal court on matters pertaining to organizational behavior and market research. He was a board member of the Superconducting Super Collider, and a part of that successful grassroots $1 billion Texas referendum to finance the winning national proposal to the Department of Energy. He earned an MBA with honors at Southern Methodist University.

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Couverture | Copyright | Table des matières | Extrait | Index | Quatrième de couverture
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1 internautes sur 1 ont trouvé ce commentaire utile 
How to manage effectively "new and useful things" that can create wealth in a global marketplace 19 novembre 2007
Par Robert Morris - Publié sur Amazon.com
Format: Relié
In February of 1859 in Jacksonville, Illinois, Abraham Lincoln delivered a "Lecture on Discoveries and Inventions" in which he noted that the U.S. Constitution includes a clause guaranteeing the "right" of inventors and authors to royalties for patents and copyrights. "Before then, any man might instantly use what another had invented; so that the inventor had no special advantage from his own invention." Lincoln then made a critically important point: "The patent system changed this; secured to the inventor, for a limited time, the exclusive use of his invention; and thereby added the fuel of interest to the fire of genius, in the discovery and protection of new and useful things."

I recalled Lincoln's lecture as I began to read this book in which Robert Shearer and other members of the National Knowledge & Intellectual Property Management Taskforce address issues associated with creating new wealth from intangible assets, notably those that involve intellectual property. The material is carefully organized within five Sections. In the first, "Up Front" (Foreword, Acknowledgements, and Introduction), Shearer explains that this book "is about helping you get a quick 'take' on IP and begin to implement many of the practices described by its authors/practitioners that will alert you to many of the intricacies of IP management in its global context. We seek to alert you and provide enough foundational information that you will not be intimidated by the term IP and think this is all about law. It is not. It is about business and how the law affects business performance."

Then in Section 2, "Defining the Stakes" (Chapters 1-4), Shearer suggests that "the stakes involved in IP management are high and they are global. This is a 'game' that will be won with crafty and innovative strategies to control IP in global markets." First Mike Geoffrey explains how to build IP value in the corporation; then Bill Coughlin examines corporate UIP management in the global market; next, Vassilis Keramidas shares his thoughts about IP and its effects on corporate research and development; and finally, Steve Henning addresses core issues concerning the economic infrastructure, standards, regulations, and capital markets. As for the three remaining sections, they are "Creating the Assets" (Chapters 5-7), "New Dynamics of Corporate Management" (Chapters 8-12), and "Creating New Wealth" (Chapters 13-15). Those who contribute essays to the remaining chapters broaden, deepen, and enrich even more the reader's understanding of how to create new wealth from international property assets, to be sure, but also - to varying degrees and from somewhat different perspectives - they enable the reader to determine the nature and extent of her or his own organization's capabilities when measured by the standards established throughout this book.

Of special interest to me is what Bob Shearer and Bruce Stuckman, Dave Haug, Jan Jaferian, Mark Karasek, and Christopher Leisner have to say about "new dynamics of corporate management" in Section Four, especially in light of the various management challenges rigorously examined in the previous Section, "Creating the Assets," notably the difficulty of establishing the value of IP assets. Hence the importance of identifying, organizing, and then managing those assets for their value relative to competitors within the given industry.

Here is a representative selection of key points from Section Four: The pervasive nature of IP management means that more people need to be more sophisticated about IP and its effects on their responsibilities in the given enterprise. (Shearer and Stuckman) Value must be determined on at least three levels: cash flow to the business unit, cash flow to the IP business, and non-cash value benefits to the total business. (Haug) Organizations need to develop multifunctional intellectual asset management (IAM) capabilities, which requires the incorporation of IP business management and analytical skills to augment traditional legal skills. (Jaferian) Corporate structure for IP management will be driven by an IP committee and an intellectual capital team to complement senior management's strategy, direction, and decision-making. (Karasek). The value of the company's IP assets can be developed systematically by determining what the company's assets consist of in terms of their value to the owner as well as their value to other companies. (Leisner)

Credit Robert Shearer and his associates for their skillful use of several reader-friendly devices that include a list of "Key Points to Look For" at the beginning of each chapter and a "Capabilities Development" summary at the conclusion of each chapter that provides observations and action items for corporate performance improvement. These reader-friendly devices serve two very important purposes. First, they summarize key points but they also facilitate, indeed accelerate frequent review of those points later.

Those who share my high regard for this book are urged to check out Competing in a Flat World: Building Enterprises for a Borderless World co-authored by Victor K. Fung, William K. Fung, and Yoram (Jerry) Wind as well as Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success by Dean R. Spitzer, Harvard Business Review on Managing the Value Chain and HBR on Measuring Corporate Performance, Gary Hamel's The Future of Management (with Bill Breen), and Enterprise Architecture As Strategy: Creating a Foundation for Business Execution by Jeanne W. Ross, Peter Weill, and David Robertson.
It's about time! 5 décembre 2007
Par Tutu Twain - Publié sur Amazon.com
Format: Relié
Not since "Rembrandts in the Attic" has such a useful and relevant publication been produced. Sure, there have been a few IP / IAM books in the interim, but not one that I could actually get through either due to an affectatious writing style, redundant subject matter (nothing new) or sheer boredom. This is a great read, very well written, timely and highly relevant in terms of recent developments and what is going on in the IP world today.
Book 26 juin 2014
Par Mae - Publié sur Amazon.com
Format: Relié
I enjoyed selecting this product. It served my purpose and my immediate needs, it was informative and a perfect gift (to myself or others.).
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