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HP's key metric for licensing activities...
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HP's criteria for assessing patents and disclosures... |
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The challenges involved in judging the qualitative success or failure of licensing deals. |
Hewlett-Packard (HP) outsourced most manufacturing long ago, and is in the process of outsourcing many development functions. The role and value of the employees and organization that remain is to create customer-differentiating Intellectual Property (IP) that HP can then defend and monetize, making HP products worth a premium in the market. In the past, developers have not had to worry as much about IP management and strategy issues. However, increasing patent activity in industry, a crowded innovation space, and costly litigation have created the need for an IP focus at all levels of the R&D organization. Paul Henderson manages HP's internal R&D strategy consultancy, the Product Generation Consulting group, which bridges knowledge of technology, business, and IP to develop know-how for business processes, including IP strategy and intellectual capital management. In this report, Paul discusses such issues as HP's IP leadership structure, patent review boards, options for non-core IP, diagnosing IP issues, and tools for asset management.
(4 pages)
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