In my last blog I outlined some of the challenges facing Open Innovation in the context of large contracting relationships. I’ll now move on to some of the top line considerations when working with suppliers, from the perspective of both customer and supplier.
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The International Association for Contract and Commercial Management (IACCM) is a successful organization of professionals involved with large contracts, procurement and outsourcing. If you want to know about anything to do with this area, they are the “go to” people, and are very ably led by Tim Cummins. I was delighted when Tim asked me to present at their EMEA conference in Amsterdam in May on the subject of Open Innovation, Contracts and Relationships. I’ll cover some of the learnings in this and following blog posts.
A lot has been written about Intellectual Property (IP) and Open Innovation. It’s not surprising, because it’s one of the thorniest problems facing collaborators. In a recent blog I talked about the importance of having a flexible approach to IP policy, ensuring that you can deliver the deal that is most appropriate to the partner and opportunity under consideration. Now I’ll turn attention to a more difficult challenge – how do you protect Open Innovation collaborations where keeping the IP secret is the best way forward?
We all know the regular diary entries. Write monthly report. Produce monthly numbers. Set annual objectives. Plan summer holiday. Watch favourite TV program. These tasks come around with regularity and frequency and become part of our routine.
A lot has been written about Intellectual Property (IP) and Open Innovation (OI). It’s not surprising, because it’s often one of the thorniest problems facing collaborators. Recent research from the IACCM (International Association for Contract and Commercial Management) shows that IP is the fourth most commonly negotiated term in contracts; yet it doesn’t reach the top ten of terms leading to disputes. So why the focus on IP?