Ipr Tracking Ppt

IPR TRACKING SYSTEM IN COLLABORATIVE ENVIRONMENTS R. Apreda, G. Fantoni, M. Manenti, P. Valleri, A. Bonaccorsi,

ICE 2009 Leiden, 22nd of June 2009

The scenario New issues • Globalization • Innovation • Complexity • Trasversality • Integrated design • ICT Tools 3

The scenario New issues

Possible Answers

• Globalization

• Potentiate R&D

• Innovation

• Outsourcing

• Complexity

• Crowdsourcing

• Trasversality

• Open Source

• Integrated design

• Collab. Crowdsourcing

• ICT Tools 4

The scenario • Globalization

University Company Plant1 Plant2 Individual

Virtual Team

• Innovation • Complexity

Living Labs

• Trasversality Creativity SAN DPIT

• Integrated design

Rapid Prototyping Selective Laser Sintering Shape Deposition M anufacturing Creativity ROOM Im m ersive environm ent Voice note approach

• ICT Tools Paradox environm ent Creative food Intriguing gam es Train your brain!

Knowledge RO OM Technology m useum Touch and experience! Integrated m ethodologies Creativity HAB ITAT Creative com m unity is an organism Living LA B Differences and diversity “Brain transfer”

M IND BU ILD ING

5

Collaborative Environments • • • •

Students Ph.D.s Researchers Professos

Public Institutions

Consulting Company

Virtual Team

Free Lance 1

Company B employees

Free Lance 2

Plant 1

Plant 2

= Human Resource

Collaborative Environments Wait for the UNEXPECTED 15

! SERENDIPITY !

10

5

Need Solution Mental Random Market Trend spotting spotting invention events research following Goldenberg, J., Lehmann, D. and Mazursky, D., (2001), The Idea Itself and the Circumstances of Its Emergence as Predictors of New Product Success, Management Science 47, n.1: 69-84.

Collaborative Environments Diversity & Breakthrough Value of innovation

High

BREAKTHROUGH

AVERAGE

INSIGNIFICANT Low High

Alignment of team members’ disciplines

Low

Adapted from “Lee Fleming, Perfecting Cross-pollination. Harvard Business review September 2004”.

Collaborative Environments

OBSTACLES: • Legal • Economical • Temporal

Comparison of different approaches to innovation Type

Advantages

Drawbacks

Standard approach

Internal know how Employees rewarded and loyal

Higher cost, lower efficiency Difficult to achieve breakthrough ideas

Outsourcing

Reduction of costs Access to new expertises

Know how outsourced Dissatisfaction of external workers

Crowdsourcing

Tremendous cost reduction Pay per solution

One win, all the others lose Loss of internal and external resources

Open Source

Collaborative environment IPR is tracked and managed

Voluntary, not business oriented Development time Many methods limited to software

Open Innovation

Collaborative environment User centred innovation

Voluntary, not business oriented Difficulties in fair revenues sharing

Collaborative Crowdsourcing

Pay per solution Collaborative environment High effectiveness and efficiency (time and cost reduction)

Management of collaboration and contracts IPR issues and revenues sharing

Why IPR is crucial?

Collaboration H

Shorter development times Participants growth

Meritocracy H

Participants motivation Foster ideas exchange

Multidisciplinarity h

Different points of view Breakthrough ideas

Why IPR is crucial?

Collaboration H

Shorter development times Participants growth

IPR

Meritocracy H

Participants motivation Foster ideas exchange

Multidisciplinarity h

Different points of view Breakthrough ideas

Why IPR is crucial? • Protect people • Increase collaboration and exchanges • Protect enterprises • Knowledge management • Patent analysis • Team selection • Development of new creativity methods • ....

Why IPR is crucial? A good IPR tracking system should be… • Able to properly weight each participant’s contribution (not just record and track but also compare and value) • Perceived as objective (hence as human independent as possible) • Perceived as transparent (public parameters, agreed or accepted protocols)

An example of IPR importance

Legal aspects Actors • Company’s employee (his activity is in design or R&D) • Company’s employee (his activity is NOT in design or R&D) • Full time researcher • Researcher with temporary job • Professional man

Issues • Privacy • Confidentiality • Competition • EU and national laws • Intellectual aspects • Economical aspects

Legal aspects Type

Economical aspects of the IPR

Company’s employee (his activity is in design or R&D)

Inventive activity is part of the worker’s contractual duties, the company obtains all economical rights on the invention produced (invention of service)

Company’s employee (his activity is NOT in design or R&D)

The worker is entitled to a fair compensation (according to invention relevance, connection with ordinary duties, firm’s role) if its invention is patented by the company (enterprise invention).

Full time researcher

1) The researcher is authorized to offer his professional services outside the institution. He keeps all moral and economical rights. 2) The problem solving falls within institutional research activities. Institution is entitled to a quota (usually around 30%) of revenues. 3) The study is commissioned and financed by a private enterprise. Economical rights are subject to the contract stipulated.

Researcher with temporary job

He can work as external professional man (at least in Italy) in his free time

Professional man

The professional is entitled to a retribution pro quota from the commissioning subject

The Hidden Opportunities Why is Pisa famous all over the world?.... For a mistake! A mistake that has become the town's greatest resource. Anything else unique? A concentration of talented people, a creative potential that the economy of the region is not able to value and it is often wasted in unsatisfactory jobs.

Just another mistake or a goldmine to be harnessed?

Core Services • PROBLEM SOLVING

• PRODUCTS DEVELOPMENT

• NEW IDEAS

• METHODS & TOOLS

gym equipment, camper, textile, robotics, biomedical, constructions, automotive wiimote tracking, 3d images, non-newtonian fluids, smart materials, piezoelectric actuators

OneIdeaxDay

IPR tracking, FA techniques to support brainstorming sessions

PatCruncher.lnk

Collaborative Problem Solving Leaning Lab

• Individual Talent (often unused)

• Great Expertize • Large Numbers

• Framework, methods, tools • Tracking of Intellectual Property Rights (trust & fair remuneration)

• Reward, motivation, self-entrepreneurship • Multidisciplinarity is winning

• Wide Range of Expertize

• Collaboration & Meritocracy strenghten each other

How to solve the IPR problem

PatCruncher.lnk

Semantic rules and KB to disambiguate, synonyms, add information

Post n Author RSS from the forum

Text

Surrogated Text

Parser

Knowledge Base

Web engine

Indexer

Search

Post m Author Surrogated Text

Ranking results

A test case

“Clean dirtness”

?

The session From the forum to a RSS

Disambiguation of terms with multiple meanings

Parsing+Tagging+Measuring software applications

IPR tracking Time scale Time

Statement of the problem

Solution Users

Consolle

IPR tracking

Relationships among contributions

IPR tracking Intensity of the relationship

Relationships with previous contributions

Users’ statistics

Following contributions belonging to #14

IPR tracking

Key Issues • IPR protected (+collaboration & meritocracy) • Collaborative Problem Solving is versatile • Group management • Stakeholders are people, anyone, anywhere. • Users / partners: SMEs, Large Enterprises, Istitutions, other Living Labs

Contacts

http://www.unipi.it

R. R.Apreda Apreda G. G.Fantoni Fantoni P. P.Valleri Valleri M. M.Manenti Manenti A. Bonaccorsi A. Bonaccorsi University Universityof ofPisa Pisa Via ViaBonanno BonannoPisano Pisano25b 25b 56125 56125Pisa Pisa

http://www.leaninglab.org

email: email: [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]