Strategic IP Support since 1997
Recent Insights & News
The Pharmaceutical Patent Cliff Has a Timetable — And It’s Public
IP Organiser’s recently compiled record of every pharmaceutical patent term extension granted in Australia maps roughly 1,600 extended patents across 850 products, and the patterns are worth reading closely. Activity is concentrated: a handful of originators (Novartis well out in front, then Pfizer, Roche, AstraZeneca and GSK) and just four attorney firms account for around…
The Rise of High-Impact Contributors in Modern Organizations
The shift toward high‑impact individual contributors (ICs) is more than an organizational design trend. It signals a deeper structural change in how companies create, protect, and compound value. Elena Verna’s piece on the rise of the HI‑C (link below) shows how AI‑enabled autonomy lets one person deliver what previously required a coordinated team. That’s a…
Strategic Amendments in Patent Litigation: Insights
Amending the basis of your validity challenge in patent litigation is never just a procedural move — it is a strategic play with real commercial consequences. What stands out in AstraZeneca AB v Pharmacor Pty Ltd (No 3) [2026] FCA 565 is a good reminder of how timing, clarity of theory, and disciplined framing of…
Broader Claims, Weaker Patent? What Australia’s Latest Best-Method Ruling Means for Your Divisional Strategy
Widening a patent claim is never free. Every limitation you drop to capture more of the market quietly commits you to two things: a disclosure that actually supports the wider claim, and a priority date that can still carry it. Lose sight of either, and the broader claim becomes the weakest point in the portfolio.…
Your IP Strategy Is Only as Good as Your Board’s Questions
A McKinsey study found that 44% of directors said their boards simply reviewed and approved management’s proposed strategies—and only 10% felt they fully understood the industry dynamics they were governing. For IP-intensive businesses, that gap is expensive. Inventions, brands, data and know-how are often the real engines of return, yet they rarely attract the boardroom…
