Archive for February, 2012

A New Understanding of IP Within A Competitive Environment

Saturday, February 25th, 2012

Until now, intellectual property (IP) has been viewed in the same light as other forms of property. Indeed, if we look at the websites of bodies such as the World Intellectual Property Organisation (WIPO), the following is offered as an answer to the question, “What is Intellectual Property?”:

“Intellectual property (IP) refers to creations of the mind: inventions, literary and artistic works, and symbols, names, images, and designs used in commerce.“

Throughout history, intellectual property has been viewed simply as the assets realized through the process of creative innovation. However the time has come, to take a broader view of intellectual property. It is time for a new understanding of intellectual property within a competitive commercial environment.

The strategies and tools used to develop, build, maintain, and realize value from “creations of the mind” owned by a company must be included in this broader view. Examples are:

  • Invention disclosure programs
  • Licensing programs
  • Acquisition programs
  • The strategies and tools used to discover, and defend against, the threats posed by the “creations of the mind” owned by actors external to a company must also be included in this broader view. For example:

  • Competitor patent monitoring programs
  • Defensive litigation strategies
  • Therefore, within a commercial environment, IP encompasses:

    1. The assets realized through the process of creative innovation, i.e. the “creations of the mind” owned by a company.
    2. The strategies and tools used to develop, build, maintain, and realize value from the “creations of the mind” owned by a company, and
    3. The strategies and tools to discover, and defend against, the threats posed by the “creations of the mind” owned by actors external to a company.

    When IP is considered using this new and broader perspective, a company is able to both improve the return on its IP assets and better prepare for the challenges posed by its competitors.

     

    NB:  with this post, we welcome Ramesh Rajaduray, IP Strategist, to Stratford Managers

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    Posted in Intellectual Property | 1 Comment »

    How Big Is Your Deficit?

    Saturday, February 18th, 2012

    No, this isn’t another commentary about sovereign debt or the government’s budget.  I’m referring to the technical deficit that accumulates when a product team rushing to deliver a development project is forced to make tough decisions like:

    “Yes, we should develop this in an all-encompassing way.  But there’s no time to lose!  So let’s take a faster, more focused approach.  We’ll deal with the rest later.”

    “We’ll put all those bug fixes into the next release.”

    “We can live with that behavior for the time being.”

    These are often the right choices at the time.  I’ve certainly seen companies delay a product launch too long while they polish every little bit of tarnish on every minor feature. In the meantime, a competitor releases a product that is “good enough” and eats their lunch.

    Yet product executives should still be aware of the technical deficit and consciously decide whether they need do something about it. If you don’t actually know what your deficit is, I suggest you wander down the hall and talk to the engineers.

    The list of technical compromises often gets pushed out of sight because rarely is anyone willing to pay to address it. Some items may get fixed when a customer demands it or when a piece of code happens to be rewritten. But over time, forgotten bugs start to trip up the development team. Gradually it ends up taking half an hour to compile software that used to compile in a fraction of the time. The engineering team can’t seem to churn out features as fast as they used to. In the lab, they start talking about how a “total rewrite” will soon be necessary to advance the product. There are hundreds, or even thousands, of bugs in the tracking system that haven’t been resolved for years. All this adds up to higher development costs that compound release after release unless you bite the bullet and start to work off your debt.

    One solution is to make a good hard “bug scrub” one of the “features” in your next product release. Just take some percentage of your backlog and start cleaning things up. Or consider a “strengthen the business” feature.  Have someone work on improving compile time or creating tools that will save effort in the future. If you consider the potential recovery of lost development time these approaches will pay for themselves in short order.

    Assuming some technical debt can make sense.  But eventually you need to face the music.  So be sure to pay some off from time to time before, like the Greek financial crisis, it spirals out of control.

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    Posted in Engineering, Product Management | 1 Comment »

    Willpower For Managers

    Sunday, February 12th, 2012

    The managers I respect most have the ability to control their emotions, think clearly and remain focused regardless of the bedlam around them.  I marvel at their patience when dealing with difficult people and I feel inadequate when I think of my occasional temper tantrums.  I wonder if managerial self-control is an inherent personality trait or something that can be cultivated?

    A recent article by Roy F. Baumeister in NewScientist magazine claims that willpower is not so much a moral quality as a muscle that can both tire and be strengthened.  Controlling thoughts and emotions, restraining impulses and performing tasks and duties all draw from the same reserves of willpower.  After you exert any sort of self-control you have less willpower for new demands.  Cutting back effort conserves what remains.

    Since willpower is used when making choices, daily decision-making also tires the muscle and impairs self-control.  In the NewScientist article, the author recounts a study that examined the difficult decisions faced by parole judges.  Early in the day, and after eating, judges were more likely to take the risky step of granting parole than later in the day, when their willpower was depleted from making choices, or before meals when they were hungry.  It was easier just to keep the convicts locked up than summon the self-discipline to carefully weigh the pros and cons involved in granting parole.

    In fact, there appears to be evidence that willpower is a kind of “energy” that is tied to levels of glucose used to carry energy from the digestive system to muscles and organs.  Studies show that after exerting self-control, people perform better on the next self-control task when given a slug of glucose between tasks.  This suggests why dieting is so hard.  In order to resist tempting foods you need willpower.  But to have willpower, you must eat.  As you restrict food intake you diminish the psychological strength needed to succeed.  Out comes the junk food.

    What can you learn from this to become a better manager?  First, armed with knowledge of willpower, you can schedule your tougher decisions and interactions for when you know you’ll be better equipped to tackle them.  Second, like training for a marathon, you can gradually improve your willpower “muscles” by exercising them regularly.  Third, if you’re trying to lose weight, stop smoking and manage a tough work situation all at the same time, remember that you only have so much willpower, so don’t let a little backsliding stop you from persevering.

    When all else fails, take a tip from the willpower researchers.  Stir some sugar into your coffee, grab a can of soda or snack on a few jellybeans.  It won’t do much for your diet but it might just help you make a better decision when you really need to.

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    Making Ideas Stick

    Sunday, February 5th, 2012

    Recently I had a conversation with a brilliant CEO who shared his frustration at trying to keep track of the many business ideas that constantly race through his head.  He was certain that he was losing good opportunities before he could capture his thoughts.

    I’ve seen this challenge in many entrepreneurs and senior managers who spend long days buried in emails, voice mails and meetings.   Finding the time for a structured planning session with their management teams is challenging enough; capitalizing on spontaneous thinking is next to impossible!  Yet we have all experienced that some of our best ideas come when we’re not consciously looking for them.

    A few years ago I was coaching a senior marketing manager who was struggling with this issue. I handed her a 3”x3” sticky note pad that fit easily into her notebook or pocket and suggested that every time an idea popped into her head, she write it down.   Since her quarterly team meeting was coming up, we instructed her entire team to follow the same practice – record their rapid fire ideas on how to improve their stalled market share on a sticky note pad as they thought of them.  The rules were simple:  don’t dismiss any thoughts or notions; just write them down.   Don’t edit or censor.  Even the crazy ideas can be built upon by the rest of the team.

    When the group assembled for their quarterly meeting, they stuck all their notes on a wall then began grouping them into similar threads looking for themes.   Through the physical process of posting and grouping the notes, they shared some great (and wild) ideas, laughed a lot, and came up with some novel approaches that hadn’t been considered before.  In the end, everyone had contributed to the planning process and they left their meeting with three solid projects to pursue.

    Writing down your thoughts captures good ideas and stimulates further thought.  Make it a habit, whether you use paper and pen or an app.  But when it comes time to pool your ideas with others, in my experience, the process of physically touching each idea and manually moving sticky notes around on a wall generates useful interaction that’s not easy to replicate electronically.

    Business is a contact sport.  This is one great tactile way to capture your ideas and make them “stick.”

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