dr. prabuddha ganguli ceo “vision-ipr” 101-201, sun view heights, plot 262,
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Global Research Dynamics….Impact of Intellectual Property Rights. Dr. Prabuddha Ganguli CEO “VISION-IPR” 101-201, Sun View Heights, Plot 262, Sher-e-Punjab, Andheri East, Mumbai 400093, India Tel: 91-22-28264348; Fax: 91-22-28264344 Mobile: +91 9820352815 e-mail: [email protected]. - PowerPoint PPT PresentationTRANSCRIPT
pganguli©2010
Dr. Prabuddha Ganguli CEO
“VISION-IPR”101-201, Sun View Heights, Plot 262,
Sher-e-Punjab, Andheri East, Mumbai 400093, IndiaTel: 91-22-28264348; Fax: 91-22-28264344
Mobile: +91 9820352815e-mail: [email protected]
Global Research Dynamics….Impact of Intellectual Property Rights
ASET COLLOQUIUMTIFR, Mumbai 28.05.2010
pganguli©2010
com1
Researchinstitution
com3
University
Enterprise NetworkingGovernment
pganguli©2010
pganguli©2010
The Goal:“expansion, inclusion and excellence”
for a “dynamic synergy” in Science and Society
Universities & Research Institutions are the well springs of knowledge
with Industries acting as key channels of knowledge
irrigation for societal use
pganguli©2010
Shifting IPR Paradigms• System that originated as Private Rights
(Industrial Property). Legal Framework for inanimate but tangible creations of the human mind
• Extension of the system to protection of inanimate but seemingly intangible creations
• Further extension to tangible animate objects such as life forms
• Now the same framework is being extended for protection of tangible and intangible creations of communities over generations…. including modes for benefit sharing arrangements.
pganguli©2010
Shifting IPR Paradigms• Next Steps…… National ownership of
biodiversity; private ownership and rights of flora and fauna; collection of bio materials for research work; issues of prior informed consent; issues of disclosure of the origin of biological materials in patent specifications, issues of benefit sharing arrangements between patent applicants/owners for inventions based on traditional knowledge and materials form “private” and or “public sources”
pganguli©2010
Mind goes to Market
idea stage ..Technology development
Freezing of optionsPosition in the protectedTechnology grid
Idea Feasibility
Ideas demonstrable
Ideas ActionableIdea into product/process
Marketable Products/ProcessesAlignment with market
time
Rea
lisa
ble
Val
ue
to P
oten
tial
Val
ue
of I
P
Market acceptabilityCompetitive sustenance
IPRManagement
Product Lifecycle
Value addition to Business & Market
Hi to Low Risk
pganguli©2010
Much innovation is highly reliant on science….
Taken from presentation by Iain Gillespie of OECD at Biovision 2010 Alexandria March 9-14 2010
pganguli©2010
Co-operation in science is increasingco-authored S&T articles (whole count), 1997 and 2007
1997 2007
Taken from presentation by Iain Gillespie of OECD at Biovision 2010 Alexandria March 9-14 2010
pganguli©2010
Multi-faceted and Interdisciplinary nature of GT
Taken from presentation by Iain Gillespie of OECD at Biovision 2010 Alexandria March 9-14 2010
pganguli©2010
Technological and non-technological innovation unevenly distributed
Patents and trademarks per capita, 2005-07Average number per million population, OECD and G20 countries
AustraliaAustria
BelgiumCanada
Czech Republic
Denmark
FinlandFrance
Germany
GreeceHungary
Iceland
Ireland
Italy
Japan
Korea
Luxembourg
Mexico
NetherlandsNew Zealand
Norway
Poland
Portugal
Slovak Republic
Spain
Sweden
Switzerland
Turkey
United Kingdom
UnitedStates
EU27 OECD
World total
BRIICS
Argentina
Brazil
China
India
Russian Federation
Saudi Arabia
South Africa
0
1
10
100
0 1 10 100
Cross-border trademarks per capita (log)
Triadic patent families per capita (log)
Tak
en f
rom
pre
sen
tati
on b
y Ia
in G
ille
spie
of
OE
CD
at
Bio
visi
on 2
010
Ale
xan
dri
a M
arch
9-1
4 20
10
pganguli©2010
DEVELOPMENTDEVELOPMENT
IDENTIFICATION of NEED
IDENTIFICATION of NEED
DIFFUSIONDIFFUSIONDISCOVERYDISCOVERY
DecisionsDecisions
COMMERCIALISATIONCOMMERCIALISATION
DELIVERYDELIVERY
Match innovation and market needsMatch innovation and market needs
Enabling environment?
Enabling environment?
PolicyEnvironmentEnergyHealthEtc.MarketDemandsToolsFlexibility
RegulatoryLegislativePolicyIncentives?
ResearchPolicy and BehaviourNetwork collaborations
Industry PolicyStructure practice
Taken from presentation by Iain Gillespie of OECD at Biovision 2010 Alexandria March 9-14 2010
pganguli©2010
The financing of R&D has also changed over time …
• Business financing of R&D has taken on greater importance as innovation has become more important for firm performance – high-tech industries have grown in particular.
• Government’s share has declined and other national sources (notably non-profit institutions) have become more important sources of R&D financing.
Financing of R&D, 1981-2005
13
Taken from presentation by Iain Gillespie of OECD at Biovision 2010 Alexandria March 9-14 2010
pganguli©2010
Observation
Thought and Analysis
Vision
IPRinternalise ….
A sustainable process
Perception
Synthesis
Solution
Learning
pganguli©2010
Innovation
Business &Societal benefit
NoveltyPatent Search
Acquisition of information
Evaluate information
Synthesize and analyze information
Application of information to interact with an idea or experience
To serve business needs, develop human resource, skill, and enhance knowledge
Inventive Step
Useful
Patent Specification: A rich source of
Technical Information
About 70% of Knowledge In Patent Databases
Technical Advance
Practical Solution to the Technical Problem
“IPRinternalise”…. Patent as a Vehicle
pganguli©2010
““Directed”Directed” BasicBasic
ResearchResearch
Pre-Pre-CompetitiveCompetitive
Applied Applied ResearchResearch
AppliedAppliedResearchResearch
And And ProductProduct
DevelopmentDevelopment
Basic Basic ResearchResearch Type:Type:
Participation:Participation: Universities,Universities, National National LaboratoriesLaboratories
Universities, NationalUniversities, National Laboratories and Laboratories and
IndustryIndustry
IndustryIndustry
SocietalSocietalInterestInterest
IndustryIndustryInterestInterest
OptionsOptions
-----------------------
-- --- ----
--------------------
---
Industry-Industry-Consortium Consortium Mode(e.g.CAR)Mode(e.g.CAR)
Courtesy: Dr. R. Chidambaram, Principal Scientific Adviser to Government of India
pganguli©2010
CONCEPTS INNOVATION PROCESS
OUTPUT MARKET
B
usi
nes
s O
pp
ort
un
itie
sT
ech
no
log
y O
pti
on
s(
map
pin
g e
xerc
ise
)S
trat
egic
Op
tio
ns
W
ork
ing
th
rou
gh
th
e IP
gri
dP
aten
ts &
oth
er IP
R
Fili
ng
s/R
egis
trat
ion
sS
trat
egy
for
Fo
reig
n F
ilin
gs
L
icen
sin
g O
pti
on
sJo
int
Dev
elo
pm
ents
Record Maintenance & Updating IPR Information
Managing Intellectual Property
pganguli©2010
Managing IPR … Innovation Phase
Working through the IP gridDecisions on Patents & other IPR Filings/Registrations
Strategy for Foreign FilingsLitigation Strategy (clearing IPR mine fields)Licensing OptionsJoint Developments
pganguli©2010
CONCEPTS INNOVATION PROCESS
OUTPUT MARKET
B
usi
nes
s O
pp
ort
un
itie
sT
ech
no
log
y O
pti
on
s(
map
pin
g e
xerc
ise
)S
trat
egic
Op
tio
ns
W
ork
ing
th
rou
gh
th
e IP
gri
dP
aten
ts &
oth
er IP
R
Fili
ng
s/R
egis
trat
ion
sS
trat
egy
for
Fo
reig
n F
ilin
gs
L
icen
sin
g O
pti
on
sJo
int
Dev
elo
pm
ents
F
it in
IPR
Po
rtfo
lioM
arke
tin
g t
ieu
ps
Record Maintenance & Updating IPR Information
Managing Intellectual Property
pganguli©2010
Knowledge Tools Market oriented product /service
Market
Translational Research: is the research that addresses these gaps
GAP
GAP
GAP
Translational Research (TR): an integrator
Bridging the Gaps determine success or failure of commercialisation of innovations
pganguli©2010
Managing IPR … Output Phase
Fit in IPR Portfolio
Marketing tie-ups
Evaluate Licensing Options
( e.g. venture capatial, business incubators, etc.)
pganguli©2010
CONCEPTS INNOVATION PROCESS
OUTPUT MARKET
B
usi
nes
s O
pp
ort
un
itie
sT
ech
no
log
y O
pti
on
s(
map
pin
g e
xerc
ise
)S
trat
egic
Op
tio
ns
W
ork
ing
th
rou
gh
th
e IP
gri
dP
aten
ts &
oth
er IP
R
Fili
ng
s/R
egis
trat
ion
sS
trat
egy
for
Fo
reig
n F
ilin
gs
L
icen
sin
g O
pti
on
sJo
int
Dev
elo
pm
ents
F
it in
IPR
Po
rtfo
lioM
arke
tin
g t
ieu
ps
P
rod
uct
Lif
ecyc
leM
anag
ing
IPR
Po
rtfo
lioM
on
ito
rin
g IP
RP
olic
ing
IPR
E
nfo
rcin
g IP
R
Record Maintenance & Updating IPR Information
Managing Intellectual Property
pganguli©2010
Managing IPR … Market Phase
Product Life-cycle
Managing IPR Portfolio
Monitoring IPR
Policing IPR
Enforcing IPR
pganguli©2010
Develop IPR based Research Strategy
Strategic Plan for IPR
Defensive ?????
Offensive ????
pganguli©2010
CONCEPTS INNOVATION PROCESS
OUTPUT MARKET
B
usi
nes
s O
pp
ort
un
itie
sT
ech
no
log
y O
pti
on
s(
map
pin
g e
xerc
ise
)S
trat
egic
Op
tio
ns
IP
R S
tud
yP
aten
ts\ o
ther
IPR
F
ilin
gs/
Reg
istr
atio
ns
S
trat
egy
for
Fo
reig
n F
ilin
gs
L
icen
sin
g O
pti
on
sJo
int
Dev
elo
pm
ents
F
it in
IPR
Po
rtfo
lioM
arke
tin
g t
ieu
ps
P
rod
uct
Lif
ecyc
leM
anag
ing
IPR
Po
rtfo
lioM
on
ito
rin
g IP
RP
olic
ing
IPR
E
nfo
rcin
g IP
R
Record Maintenance & Updating IPR Information
Managing Intellectual Property
pganguli©2010
………….Limited access to international knowledge base in specific fields
…….………... Most research though government funded are being done in a fragmented manner and
not leading to quality publications ……..lack of information resources and literature
search skills
leading to “reinventing the wheel” ……….. …………inadequate utilisation of local traditional
knowledge and building on the same ……improper selection of research topics thereby
propagating “me-too” areas.
pganguli©2010
………….Students and researchers aim to publish in high impact peer reviewed
journals where publications costs are high and unaffordable
….………... Growth in career based on quality publications
in recognised peer reviewed journals………. Industry support in R&D come with their
own restrictions on publications and lack of implementable institutional policies
and national policies become bottlenecks
……….. IP applications for industry sponsored research prior to publications
pganguli©2010
…...Several Science and Technologies getting orphaned due to non availability
of funds to progress…….inadequate infrastructure,
management skills, negotiation acumen, inadequate venture capital culture
………..sprouting of IPR trolls in developing countries to exploit the existing vacuum created by lack of Central, Competent
Knowledge and IPR Management in Universities and institutions
….lack of skills and maturity in the process of forging partnerships