This is Stephen Covey’s ‘sharpen the saw’ concept from his 7 Habits – applied to IP. You need to keep one eye on improvement so that you are always either heading towards or staying at the top.
IP Strategy is ideally dynamic – adapting to the specific needs of your company over time, across geographies, products and markets. We work with clients to pre-empt market dynamics and be ahead of the game from an IP point of view.
Increasing the overall effectiveness of the organization in its approach to IP Strategy is a big part of this area of our work. We look to help you educate the company as a whole in how to think about IP strategy and its commercial implications. We can help you ensure that you are operating at world’s best practice for example, assisting with:
Insights into pursuing excellence in your IP Strategy
A new technology hits a point where the question stops being whether it works and becomes who already owns the ground around it. Quantum computing has recently crossed that line. McKinsey’s 2026 Quantum Technology Monitor reports over 300 companies — Airbus, JPMorgan Chase, Boehringer Ingelheim…
Most companies pouring money into AI are getting almost nothing back — and the reason is strategic, not technical. In “When Developing an AI Strategy, Beware the Urgency Trap” (HBR, July 2026), David De Cremer draws on findings that the overwhelming majority of generative AI…
Many intellectual property strategies don’t fail because they were poorly designed. They fail because nothing changes after the sign-off. New McKinsey research in Harvard Business Review — How to Ensure Your Company Acts on Your New Strategy — puts numbers on the problem for business…
When investors describe a winning company, they now reach for three ideas: credible AI adoption, resilience, and durable competitive advantage. McKinsey’s latest survey of long-term investors — What matters most to investors in 2026 and what it means for companies — makes the shift plain.…
July was a month about ownership. Not compliance, not litigation skill – ownership. Google’s edge sits on TPU technology that competitors must come back and license. Sanofi lost the mRNA product race and is now taxing the winners through delivery patents it happens to hold.…
When Berkshire Hathaway takes a $10 billion stake in Alphabet, the headline is the money. The real story is what Google chose not to monetise on its own. Google’s most valuable asset isn’t its ad engine or its cash pile—it’s the TPU, a proprietary chip…
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