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AHOOT PTY LTDAHOOT PTY LTD
AgendaAgenda
Tools – DOI
• CAL Case Study – Successfully Commercialising a Good Idea
IP – What is It?
Reality Check: IP Services
• IP Audit Services
• POP IP Guides
IP TOOLS & IP TOOLS & TECHNOLOGIESTECHNOLOGIES
What is DOI?What is DOI?
The Digital Object Identifier (DOI) is a mechanism which interoperably identifies and exchanges content in the digital environment. It is an identifier. One of the components is a syntax specification. It provides an extensible framework for managing content based on proven standards of digital object architecture. It is an open system-based tool founded on non-proprietary standards. It has the following features:
DOI is a persistent identifier – it differs from commonly used internet pointers such as the URL because it permanently identifies an object as an entity, it doesn’t just point to the place where the object is located.
DOI is an actionable identifier – the user can use the DOI to do something. Metadata associated with the DOI can provide price, usage and business ‘rules’ for using the content, for example.
DOI is an interoperable identifier – it has been designed to operate with past, present, and future technologies.
Benefits of DOIBenefits of DOI The DOI System offers a unique set of functionality:
Persistence – if content is/needs to be moved, rearranged or bookmarked;
Interoperability – with other data from other sources;
Extensibility – by adding new features and services through managing groups of DOI’s;
Single management – of data for multiple output formats (platform independence);
Class management – of applications and services;
Dynamic updating – of metadata, applications and services
CAL : A CASE STUDYCAL : A CASE STUDY
“COMMERCIALISATION OF A GOOD IDEA”
BY THE 1970’s – authors and publishers worried about the extent of “this new photocopying practice” in universities and schools
MANY WANTED TO STOP IT – but an idea for turning photocopying into a new business was set up – and CAL grew to be
the organisation it is today
CAL again sees itself, as a registration agency for DOI, in a position to define, and build, new businesses. But tools/technology not enough….services around these the key to success…..so it is,
generally, with all IP.
Intellectual Property .. It isIntellectual Property .. It is a crucial component of value creation in a knowledge a crucial component of value creation in a knowledge
organisation, and a component of service delivery in a service organisation, and a component of service delivery in a service organisationorganisation
a source of competitive advantage in the marketplacea source of competitive advantage in the marketplace
increasingly, an asset that is attributed a value on a balance sheetincreasingly, an asset that is attributed a value on a balance sheet
a means of establishing and protecting a standard methodology, a means of establishing and protecting a standard methodology, or standards for interoperabilityor standards for interoperability
a means or recognising the creative contributions of the people a means or recognising the creative contributions of the people in an organisationin an organisation
An Aspect of Corporate An Aspect of Corporate GovernanceGovernance
People ManagementPeople Management – – because IP is generated by people and used by because IP is generated by people and used by peoplepeople
Knowledge ManagementKnowledge Management – – because a lot of knowledge is informal and may or may because a lot of knowledge is informal and may or may not crystallise as recognisable category not crystallise as recognisable category of IPof IP
IT Strategic PlanningIT Strategic Planning – – because a lot of IP is IT-related; some of the more because a lot of IP is IT-related; some of the more complex IP issues arise in IT contextcomplex IP issues arise in IT context
Contract ManagementContract Management – – because IP is often created (or improved) in because IP is often created (or improved) in context of a contract (eg, supply contract or joint context of a contract (eg, supply contract or joint venture relationship)venture relationship)
Asset ManagementAsset Management – – because IP is an asset, albeit intangible; it has a valuebecause IP is an asset, albeit intangible; it has a value
Risk ManagementRisk Management – – because there are risks to an organisation because there are risks to an organisation flowing from its actions, or failure to act, in flowing from its actions, or failure to act, in relation to IP (including risk of lost relation to IP (including risk of lost opportunity)opportunity)
Purpose of IP – to …Purpose of IP – to …
make money ?make money ?
develop a solution for the benefit of your organisation ?develop a solution for the benefit of your organisation ?
defray development cost ?defray development cost ?
promote the image of the organisation ?promote the image of the organisation ?
prove a point, eg, that a particular technology or approach is viable ?prove a point, eg, that a particular technology or approach is viable ?
establish a product that is offered in the marketplace as a standard or establish a product that is offered in the marketplace as a standard or to promote interoperability ?to promote interoperability ?
recognize the creative contribution of our people ?recognize the creative contribution of our people ?
Reality CheckReality Check
IP has value
IP has rules
There are different categories of IP users
Users of IP need support
IP tools need context
There is a market for IP services/support
A Different World EmergingA Different World Emerging
The explosive development of digital technology has engaged The explosive development of digital technology has engaged very sector of the community in some way, and the future very sector of the community in some way, and the future
impact will be even more sweeping. Digital IT will profoundly impact will be even more sweeping. Digital IT will profoundly influence the production, dissemination and management of influence the production, dissemination and management of
information. Its impact may impact on organisational information. Its impact may impact on organisational structure and governance models. (Hawkins, Educause, 2003)structure and governance models. (Hawkins, Educause, 2003)
DerivativesDerivatives
Work
Work
Work
Work
~ ~
~ ~
A Contextualisation (changes are usually too trivial to give rise to anyfresh layer of copyright)
An Enhancement (substantial changes - new IP arises, but insertions & deletions unusable apart from original Work)
A Supplementary Work (new IParises – the new subject matter ismeaningful to some extent, withoutthe original Work)
A Compilation (each item has IP, provided substantial – in addition the Compilation attracts IP because of the effort in selecting & arranging)
~
P Crisp, AGS, 2003
What do I do?What do I do?
1. IP Audit Services1. IP Audit Services
4C’s (Capture, Consolidate, Control, Commercialise)
IP Audits are a key IP lifecycle management tool
IP discipline as key as that for financials – my starting point was that the same rigour and process applied to managing a company’s finances must be applied to its IP – the same ROI, efficiency, and performance focus is essential – business rules can be applied
IP as an Asset – must be subjected to the same thoroughness, management and treatment as other assets
Virtually 100% of businesses do not!
IP Audits – The SolutionIP Audits – The Solution
Customised
Scalable
Multi-stage (IP lifecycle management)
Full support (process, tools)
Disciplined
Have identified valuable resultant IP in every audit
Commercialisation focus (‘ to market’)
Stage 1: IP Health CheckStage 1: IP Health Check
Documentation/Product review:
• patents, trademarks, copyright• technical specifications, manufacturing and design documents
• benefits statements, product descriptions, marketing
• statements
IP Management:
• Process
• Capture, registration
Stage 2: IP ConsolidationStage 2: IP Consolidation
IP Protection:
• IP Gap/Risk Analysis
• includes DRM focus
IP Management:
• IP Register (Build/Refresh)
• IP Management Process
“Like financial management, IP management must be disciplined and process rich to be effective”
Stage 3: IP ManagementStage 3: IP Management
IP Register
IP Management Process
IP as an Asset – Culture
Resultant IP – IP Capture process/tools
“The interaction between a company’s IP and the IP of others (eg key suppliers of operating software, infrastructure and services) in our increasingly interconnected world is a rich source of resultant, and ultimately valuable, IP”
IP Productisation Focus
Full suite of customised tools and business process support
Stage 4: IP CommercialisationStage 4: IP Commercialisation
Reap the Rewards
‘To Market’ advantage for your valuable resultant IP
An IP lifecycle management advantage
New or enhanced IP revenue streams
Constantly refresh and extract from your IP repository
IP ROI
“Uncaptured, unidentified and/or ill-managed IP cannot contribute to the overall IP ROI businesses must aspire to realise”
IP Life CycleIP Life Cycle
Commercialise
Consolidate
Capture Control
IP Audit – Engagement ModelIP Audit – Engagement Model
Stage 1Stage 1: : Initial IP Audit and ReportInitial IP Audit and Report
This involves an ‘on-site’ IP Audit exercise and the production This involves an ‘on-site’ IP Audit exercise and the production of a post- audit report tailored to client requirements. Some of a post- audit report tailored to client requirements. Some common elements will be:common elements will be:
An organisation specific outline of IP protection gaps/risksAn organisation specific outline of IP protection gaps/risks An organisation specific IP Register An organisation specific IP Register An organisation specific outline and prioritisation of IPAn organisation specific outline and prioritisation of IP Commercialisation opportunitiesCommercialisation opportunities Outline of IP Capture tools and an IP Management ProcessOutline of IP Capture tools and an IP Management Process IP Commercialisation strategiesIP Commercialisation strategies
• Ongoing support (including periodic refresh audits as Ongoing support (including periodic refresh audits as required)required)
• Launched CIO Asia 2004 (March, KL, Malaysia)Launched CIO Asia 2004 (March, KL, Malaysia)
Mobilesoft TestimonialMobilesoft Testimonial In my capacity as the Managing Director of Mobilesoft I engaged RMR In my capacity as the Managing Director of Mobilesoft I engaged RMR
Global Pty Ltd to undertake an IP Audit in September 2003. Mobilesoft is Global Pty Ltd to undertake an IP Audit in September 2003. Mobilesoft is fundamentally a software development firm with expertise in the fundamentally a software development firm with expertise in the development of products, both hardware and software, to address the data development of products, both hardware and software, to address the data communications market. These solutions are typically, multi faceted, quite communications market. These solutions are typically, multi faceted, quite complex and delivered at high end customer requirements. The initial complex and delivered at high end customer requirements. The initial stages of this activity involved a review of complex technical specifications, stages of this activity involved a review of complex technical specifications, business documentation, and strategic plan detail relating to IPipe business documentation, and strategic plan detail relating to IPipe - a - a core Mobilesoft product. core Mobilesoft product.
An IP protection gap/risk analysis ensured a useful IP and business An IP protection gap/risk analysis ensured a useful IP and business certainty was delivered in relation to key components of the product. certainty was delivered in relation to key components of the product.
Just as valuable was the identification of key IP issues and commercial Just as valuable was the identification of key IP issues and commercial opportunities and priorities relating to the product. This provided vital opportunities and priorities relating to the product. This provided vital input into a series of productisation and commercial activities to be input into a series of productisation and commercial activities to be undertaken by Mobilesoft in the short, medium and long term.undertaken by Mobilesoft in the short, medium and long term.
A key indicator of the business value of the RMR Global IP Audit activity is that A key indicator of the business value of the RMR Global IP Audit activity is that the outcomes of this IP Audit/Commercialisation Report will be central to a the outcomes of this IP Audit/Commercialisation Report will be central to a company strategic plan that will be presented to our corporate Board Meeting in company strategic plan that will be presented to our corporate Board Meeting in November, 2003.November, 2003.
RMR Global services are a unique blend of specialist IP and commercialisation RMR Global services are a unique blend of specialist IP and commercialisation advice that will directly assist your business and define/protect your core IP – advice that will directly assist your business and define/protect your core IP – while also supporting you as you undertake its successful commercialisation.while also supporting you as you undertake its successful commercialisation.
I have no hesitation in recommending the IP Audit/Commercialisation services I have no hesitation in recommending the IP Audit/Commercialisation services of RMR Global, as being of potentially huge value to your business and/or of RMR Global, as being of potentially huge value to your business and/or institution as you look to define, protect and appropriately exploit your valuable institution as you look to define, protect and appropriately exploit your valuable IP.IP.
Mr Tom SimmsMr Tom SimmsManaging DirectorManaging Director
Mobilesoft Limited (ASX: MSO)Mobilesoft Limited (ASX: MSO)October 2003October 2003
Testimonial cont…Testimonial cont…
2. POP IP GUIDES2. POP IP GUIDES
Different categories of interest/ users for IP Guides:
Teachers
Other Education Professionals (eg Policy Makers)
Students
Business
and so on………………….
All requiring up-to-date guides to managing, using and benefitting from IP
POP BUSINESS MODELPOP BUSINESS MODEL
AHOOT PTY LTD – DEVELOPING SUITE OF POP IP GUIDES
LOADED (PROGRESSIVELY) ONTO AESHARENET – LAUNCH BY END OF 2004
MODULES AND CASE STUDIES - STRUCTURE
MIX’N’MATCH FROM PICKLIST – CUSTOMISED GUIDES
MODULES ONGOINGLY REFRESHED/ ADDED
NEW CASE STUDIES –CONSTANTLY ADDED
EXAMPLE OF GUIDE MENUEXAMPLE OF GUIDE MENU An introduction to IP: Living in a World of IP
A student’s guide to IP
A teachers’s guide to IP
A librarian’s guide to IP
A business guide to IP
A guide to IP and piracy
A guide to IP and plagiarism
IP and Fair Dealing/Use
IP Legislation
A History of Copyright…………and so on (40 in development)
CASE STUDY EXAMPLESCASE STUDY EXAMPLES
WHO IS… LAWRENCE LESSIG?
RICHARD FLORIDA?
PETER DRAHOS?
MARGARET DRABBLE?
WHAT IS…. OPEN SOURCE?
A CREATIVE COMMONS?
COPYLEFT?
PLAGIARISM?
EXAMPLE OF A IP GUIDE EXAMPLE OF A IP GUIDE MODULEMODULE
PRINCIPLES OF IP: Copyright
1. Intention to protect/reward
2. From 50 to 70 years
3. Copyright Act
4. How do you protect copyright?
5. Expressions not ideas
6. Brand copyright
7. Education and copyright
8. Business copyright
9. Performers and copyright
10.Copyright Infringement
ConclusionConclusion
Ahoot Pty LtdAhoot Pty Ltd
[email protected]@dalespender.com
[email protected]@sanders.name
