An essential outcome to any R&D project, business transation, and/or marketing program is to maximize as much value as possible from the assets in play, i.e., intangibles and IP which requires specialized and forward looking practices, i.e., stewardship, overight, and management of those assets.
Recognizing that the production of information assets is a dymanic, not static process, and is an important and necessary first step in ensuring business transactions, in which intangibles and IP are in play, are as successful as the parties’ intended.
Its essential today that there must be (a.) a continually shared and respected dialogue among the various professional disciplines enterprise-wide, (b.) recognition and respect for each disciplines’ perceptions of the risks and threats to a company’s intellectual assets, and (c.) the resources and attitudes to reach consensus on what actions are necessary.
In any business transaction in which intangible assets, IP, and (proprietary) competitive advantages are in play it’s essential that the owners – holders of those assets, and those having fiduciary responsibilities for their stewardship, oversight, and management recognize the challenges posed by the ever growing global culture of infringing and counterfeiting goods and services.
Intangible assets and intellectual property are no longer the exclusive beneficiary of conventional IP enforcements or deterrents, largely because the global infringement, misappropriation, theft, counterfeiting, competitor intelligence, data mining, and economic espionage industries have literally become economically, socially, and culturally embedded in many country’s GDP!
It make good business sense for companies to develop a ‘intangible asset oriented company culture’ that recognizes, produces, and sustains control, use, ownership, and value of its intangible assets?