Slides for November 20, 2018 SIKM Leaders Community call

1. www.pwc.com
Intellectual Property Management
and Knowledge Management
November 20, 2018

2. PwC
The KM and IP Transect
Whether your business model is Products Offered, Services Offered or both you must always manage your
knowledge and IP well to preserve and grow your business value
Services
Offered
Products
Offered
KM
External Markets
& Internal
Know-How
CRM &
Competitive
Intelligence
Patents, Trademarks
& Copyrights
Biz Methods Content
& Contracts
IP
MGMT
© 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for
further details.
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3. PwC
Typical business problems
.
“Is our IP inventory
aligned to our
business strategy?”
“We just lost one of
our top research
guys, should we be
concerned about
the know-how we
lost?”
“Everyone knows
we’ve got great IP,
but how are we
training about what
to share and what
not to share?”
“I know we have
patents but what
else can we do to
protect our
knowledge?”
“New acquisition
brings more
technology & know-
how.
Does this change our
IP strategy?”
“Where is our IP
inventory? And how
is it structured? Is it
Searchable? Who
has access?”
© 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for
further details.
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4. PwC
Overview of IP Information and Knowledge Management
• Discovery and Identification - understanding what you have
• Security - secure and control your intellectual property
• Transfer – transfer know-how so not held in key personnel only
Maximize value
· IP Licensing & Sales
· Joint Ventures and new
ventures
· IP Portfolio Analysis
Understanding what
you have
· Comprehensive IP
Inventory
Transfer know-how
Secure and control
your IP
· IP Security
· IP Process Controls
· IP Audit / Internal
Audit
© 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for
further details.
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5. Continue the discussion with a story…
© 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for
further details.
A Mid-Atlantic manufacturing firm undertaking a global divestiture and was seeking to understand it’s
information and knowledge management posture related to IP.
Issue Description Possible next step
IP Strategy The major elements of the IP strategy appear to be in place, however a formalized
strategy has not been documented. Management may not be able to know that
employees throughout the organization understand, are committed to, and
approach and protect IP consistently.
Develop a robust IP
Strategy aligned to
business strategy with a
KM foundation
Know-how A significant number of key experts have been with the company more than 20
years. There has been no mentoring programs, knowledge retention or knowledge
transfer activities to date.
Knowledge transfer and
knowledge retention
activities
Policy There is an opportunity to voice IP management policy beyond Patents to include
important development of other IP including Trademarks, Copyrights, Customer
Lists, and other types of important company information that requires similar
secure handling. At the moment it is only held tacitly at the leadership level.
Develop and update IP
policy and
communications to
workforce and marketing
Training There are several IP training opportunities that management should consider as
an effort to increase IP awareness and execution such as IP Legal Concept
Training, Knowledge Transfer Training and In-Plant IP Training for Contractors.
Develop knowledge
transfer and IP training
program
Information Management Access to commercially developed lessons learned and customer feedback data is
potentially valuable IP content and is severely restricted or does not exist for the
key members of the research and development team. This leads to reinventing
the wheel and limits the ability to leap forward on a prior customer development
learning.
Develop a governance
structure that enables
need to know access,
knowledge sharing and
summaries of solution
content.
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6. PwC
Increased interest in intellectual property management issues
Across sectors that rely on IP as a source of competitive advantage, we are seeing:
• An increased focus on the security and control of intellectual property
• A continuing effort to maximize the productivity and value of a company’s intellectual property
Focusing on the following key areas:
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1. Understand what you have
2. Control your assets 3. Maximize value
• IP Inventory
• IP Security
• IP Process
Controls
• IP Governance
• Know-how
• IP Licensing & Sales
• Joint Ventures and new
ventures
• IP Portfolio Analysis
© 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for
further details.

7. Presenters
© 2018 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure
for further details.
Background and Experience
Denise Lee
Ms. Lee is a Director in the Forensics Information Governance practice with a focus on knowledge
management, records management, strategic communication, business process re-engineering and
innovation. She leads projects that assist public and private sector organizations in encouraging a
knowledge-centric culture based on leveraging social tools, intellectual capital and human capital
resources to achieve the mission of the organization. Ms. Lee led the development of
comprehensive knowledge sharing strategies that have enabled effective collaboration and learning
across the enterprise. A specialist in leveraging innovative practices such as designing knowledge
management programs that focus on integrating into unique practices into business process,
culture and learning programs.
Background and Experience
Phillip Barnett
Phil Barnett is director of practice operations and knowledge management for Heidrick & Struggles.
He has led cross-practice collaboration and sharing development for Heidrick’s Industry and
Executive Function Practices since 2012, and currently focuses on KM development for the global
Financial Officers practice and the newly consolidated Heidrick Consulting business. Phil was a
consulting Managing Director for PwC, serving clients from its Assurance, Tax and Advisory
Practices as an IP and KM specialist. At PwC, he also worked internally for the partnership as
Strategy & Operations Leader for its US Knowledge Services Organization (KSO) and guided the
implementation of its design, change management, learning & development, budget, project
management, value reporting and culture change.
Earlier in his career, Phil worked for The Dow Chemical Company performing roles in process
research, product research and in Dow’s global Intellectual Asset Management (IAM) program,
where he lead the creation of new enterprise-wide knowledge management processes for intellectual
property including standardized asset taxonomies, trade secrets management, internal
benchmarking, value accounting, and enhancement of the new product development pipeline
management platform.
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