Scott B Garrison March 26, 2009 11:59 pm

Brian, you ask "what's your company's take on the value of its knowledge?" From my experiences though it is near impossible to point to a company foolish enough to state that they have no IP strategy or that IP isn't important to them. A quick look by any IP strategist would point out that what the typical company believes it is doing is in fact very different than what they actually ARE doing. Too many companies view IP as a legal function when in fact the essence of IP is a property right, a right that can be enforced, monetized, sold or used in trade just like any other property right. Those companies having difficulty in even understanding the ramifications of this would be hard-pressed to leap to the next level and be able to comprehend that the collective knowledge that they have access to could itself be capable of protection or monetization. I have tried to view this through a C-level's eyes and not through my eyes--the eyes of an IP strategist. Realizing that the vast majority of companies are providing some product or service to their consumer (versus being wholly involved in the transactional side of IP monetization) my experiences have been that those quarterly numbers become the end all, be all. In other words, the way to make one's numbers is to concentrate on selling more of the product or service that one's company stands for. So the push becomes cutting costs, increasing volume, adding extras...i.e.; increase sales, reduce costs, and keep CAPEX down. I believe that it will not be until no more sales are available, no more money can be saved, no one will buy the company or no one will invest in the business model...in other words, when no other option is easily available to meet one's numbers that finally collective knowledge will be viewed as the resource that it represents. It will be then and in an effort to maximize revenue--just like with any other resource--that the maximum value of this knowledge will be recognized.