Making Innovation Pay : People Who Turn IP Into Shareholder Value

Intellectual property and intangible assets today comprise 80 percent of the market value of the S&P 500, yet senior managements spend little of their time managing them. Making Innovation Pay is the most authoritative book ever written on IP performance. Its contributors comprise an unprecedented collection of IP talent—profit-generating managers, investors, inventors, and advisors. Edited by leading IP consultant Bruce Berman, this book sheds new light on activities still considered by many a black art. For those who want to achieve better returns on ideas, Making Innovation Pay reveals how the authors use patents and know-how to generate tens and sometimes hundreds of millions of dollars for their companies, clients, or themselves. Their insights, drawn from years of practical experience, provide readers with invaluable perspectives, many of which have never before been conveyed publicly: Roadblocks and Building Blocks?, Bruce Berman (Brody Berman Associates) Turning a Patent Portfolio into a Profit Center, Marshall Phelps (Microsoft, IBM) Seeing Through the Illusion of Exclusion, Daniel P. McCurdy (ThinkFire, Lucent, IBM) On Patent Trolls and Other Myths, Alexander Poltorak (General Patent Corp.) Roadblocks, Toll Roads and Bridges: Using a Patent Portfolio Wisely, Peter Detkin (Intellectual Ventures, Intel) Risky Business: Overlooking Patents as Financial Assets, James E. Malackowski (Ocean Tomo, InteCap) Who Benefits from Patent Enforcement?, Raymond P. Niro (Niro, Scavone, Haller & Niro) Global IP in Crisis: Recognizing the Threat to Shareholder Value, Hon. Bruce A. Lehman (USPTO, International IP Institute) It Takes More than Being Right to Win a Patent Dispute, Ronald J. Schutz (Robins, Kaplan, Miller & Ciresi) Managing Innovation Assets as Business Assets, Joseph Beyers (Hewlett-Packard) Secrets of the Trade: An Inventor Shares His Licensing Know-How, Ronald A. Katz (Ronald A. Katz Technology Licensing, Telecredit, Inc. ) Making Innovation Pay not only examines best practices, it explores the diverse personalities of those who have pioneered them. Most are mavericks, perhaps not admired by their adversaries or recognized on Wall Street, but quintessentially American in their desire to succeed where others fear to tread. Making Innovation Pay illuminates the combination of resources, timing, teamwork, and vision necessary to turn business rights into financial assets. Finally, it challenges senior managements to better deploy their patent portfolios in support of shareholder value. Within these chapters, you will learn why shareholders, CEOs, and others need to be much smarter about IP—or become a victim of it.