A new way of thinking must be on the dashboard of every business decision maker and strategist. An ‘intangible asset officer’ may not be necessary in every company, but they can provide time and strategic analysis and assessment of the intangibles a company has and will produce.
Why should university researchers, research administrators, and technology transfer directors care there’s effective stewardship, oversight, and management of sponsored research projects?
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.