In the final analyis, the success, effectiveness, and profitability of corporate-university research collaborations may have less to do with traditions, customs, past practices, and cultures and more to do with ensuring efficiencies and responsiveness in the overall administration (stewardship, oversight, management) of the collaborative experience.
For U.S. businesses, understanding and taking affirmative steps to maximize and extract as much value as possible from the intangible assets a company has developed, is not rocket science, it’s just good business!
The kind of economic – competitive advantage hemorrhaging I’m referring to is that which is attributed to internal theft, misappropriation, infringement, counterfeiting and (product/service) piracy.
It’s important to recognize that economic-competitive advantage hemorrhaging (attributed to infringement, counterfeiting, piracy) can occur well before the ink dries on a transaction contract.
A value-based assessment (inventory. audit) of the intangible assets in play (that also incorporates a ‘business impact analysis’) is a worthy step forward towards enabling and facilitating more secure and profitable transaction outcomes.
In today’s high stakes, nanosecond, winner-take-all approach to business transactions, its important to recognize the intangible assets, IP, and competitive advantages that are in play.