Duncan Bucknell


Everyone has plans.  Those who excel at implementing ‘the plan’ are usually operating on old information. If you have up to date information and high quality analysis you can make your çompetitor’s plans irrelevant. Competitor actions, on the other hand, are not so easy to avoid. If you have the right process in place, then you have a fair chance of predicting their likely options and which they will choose.

Strategy without analysis is like turning up to play a sporting match when you don’t know what sport you’re playing, what equipment to bring, the rules, who your opponent is or indeed where to show up for the game. It’s not uncommon for far reaching errors to be made due to a simple lack of analysis.  The people involved may know what to do but never get that far because they didn’t… Read More

Another IP strategy mistake is to overestimate competitors.  This mistake is not as rich in case examples as underestimating competitors because it tends to drive inaction.  We can see cases where it would have been easy to overestimate the competition, however.  RIM appeared to have a secure position in smartphones with BlackBerry before Apple and Android showed up.  Nike and Adidas dominated sports apparel – and then Under Armour appeared to stake… Read More

We wrote in a previous blog post that the greatest risk in strategy is to over or underestimate the risk.  This is why in the art of military strategy opponents work hard to deceive their adversaries.  Deception can cause adversaries to overestimate risk when they should not and underestimate risk when they should not, leading them to take actions that are against their best interests – for example attacking where you have… Read More

Tiger decided to benchmark Lion to see why Lion was the King of Beasts and not Tiger.  Tiger determined that Lion was King of Beasts because Lion hunted together in a pride and Tiger hunted alone.  So Tiger organized into a pride and soon starved to death in the jungle. The point of benchmarking is to look for ideas that could prove useful to your organization.  They always need to be put… Read More

Here are three that should be near the top of your priorities.  1 – Listen & learn Before you commit to anything, make sure you have spent a lot of time understanding the context, the people and the real goals of the organization.  These are not always the same as the stated goals… Armed with this, you are going to be much more effective. 2 – Build relationships An IP Strategy role… Read More

It’s all very well for external consultants to talk about what’s needed in IP Strategy.  Most IP Strategy is done in-house, with internal clients and with considerable personal risk. Here are 6 qualities we’ve noticed in those operating at a very high level as in-house IP Strategists.   Thank you to those brilliant internal IP Strategists that we work alongside. They make decisions Uncertainty is everywhere in IP Strategy, particularly for those faced… Read More

Einstein said: “life is like riding a bicycle. To keep your balance you must keep moving.” Similarly, with businesses and business strategy. A business that does not move forward will lose its balance between profiting from existing business enterprises and building (or acquiring) new enterprises for future growth. Consider Kodak, a US colossus recently in the news, that focused so heavily on its existing film business that it failed to effectively harness… Read More

Millions of dollars are invested every year in protecting new ideas through intellectual property – for many however the strength of these intellectual property rights is still largely misunderstood. Probably the most common mistake related to the strength of IP has not so much to do with the strength of the right itself but with the owner’s perception of what it means. An IPR will not give you the complete and utter… Read More

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