Duncan Bucknell


While recently reading a post at the excellent IAM blog about the acquisition of Core Wireless Licensing (a Luxemburg based company established by Nokia and holding 400 patents families related to wireless technology) by MOSAID (a Canadian NPE) I came across this sentence: “Critics of NPEs… have always based their condemnation on the fact that NPEs do not produce anything and do not want to produce anything; instead, it is said, they… Read More

Can you really have a cohesive IP Strategy at the corporate level? I don’t think so. Unless of course they are one and the same thing.  (Small companies with effectively one business unit obviously have the same IP Strategy for both.) Otherwise, each business unit needs its own defined IP Strategy – focused on the strategy and its execution required to meet its specific goals.  As soon as you start building a… Read More

This is a metaphorical question of course.  It represents another universal issue in strategy.  Renowned generals throughout history have shown a propensity to win great battles, but fail to win their wars.  Sports teams make big plays, run up the stats, but don’t win their important games.  Talented chess players give masters a run for their money, but just can’t attain mate.  It happens in IP also to apparently talented IP professionals. … Read More

For some reason the Google news about the acquisition of Motorola Mobility made me think of a song about nuclear proliferation written by Tom Lehrer for the 1965 album That Was The Year That Was.  The rift is below, and the core strategic principle holds true for Google…especially if you sub out the word “Lord” for Google’s steadfast belief in openness.  (This song was written at a time when Egypt and Israel… Read More

Most of us are aware and probably agree that a reasonable portion of a company’s success lies in its ability to protect its intellectual property (IP). Conversely, the failure to protect IP can have devastating effects on a company. The potential consequences of not protecting IP are many. The most obvious consequence is that your competitors, partners, and customers may gain access to your IP and associated market potential without paying due… Read More

If you look at past issues of IAM from the last 6 months you will see on average one article per month dealing with the topic of reputation management. And for good reason, as social media and increasing access to information now makes it easier for companies both to build and loose reputation… Why talk about IP reputation management though? Because ramification of intellectual property actions can now more and more be… Read More

Some time ago, Bill Gates made an interesting statement about software piracy.  “As long as they are going to steal it (software), we want them to steal ours. They’ll get sort of addicted, and then we’ll somehow figure out how to collect sometime in the next decade.”  The question was always just how Microsoft planned to collect?  One approach appears to be in the works; that of levying a lawsuit against established… Read More

The greatest risk in strategy is neither the probability that any given harmful event will occur nor the extent of the negative consequences of that given event.  If we know either of these, then we can compensate for them.  Our greatest risk is that we either overestimate or underestimate the risk of that given event.  When we do that, we make mistakes, and people who may not have our best interests in… Read More

As we announced at the beginning of the month, to take advantage of all of us getting together as part of our annual team retreat, we have decided to organize a half a day event in Melbourne, Australia. When: 15th of March 2011 from 9am until 2pm (4pm if you wish) Where:  RACV Club, 501 Bourke St Melbourne What: a series of four 45min workshops conducted by top IP Strategists. The opportunity… Read More

Is there a difference between ‘best practice’ in theory as against the real world?  Should there be? In the many years I have taught patent strategy, I have often seen people make a mental distinction between sound strategic theory and what people can actually do in practice. I learned about this distinction as a general principle – the so called right way and real way – early in my professional career when… Read More

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