Duncan Bucknell


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

There was a great discussion at the symposium yesterday on ‘IP Strategy, what has changed, what is changing?’ Here are my slides – I look forward to your comments too. IP Strategy – what has changed, what is changing? from DuncanBucknell

It still amazes me every time I see how unforgiving the natural world can be to a momentary lapse of attention on the part of those within it.  Of course the reason for this is because the hunters have trained themselves to watch for the lapses.  The latest I saw was a barracuda that leveraged my film work to catch a grouper.  Maybe it was my video light, maybe just my presence,… Read More

Most organizations create a system whereby IP tasks are created, assigned, monitored and enforced. IP responsibility is vague and it needs to be deduced into number of tasks of definite nature. Sometimes IP tasks do not adequately cover an underlying IP responsibility whereas in other cases IP responsibilities go unrecognized. So one check point is to confirm if responsibility to task conversion is done appropriately. Unless this conversion is perfect, no responsibility… Read More

Even in the midst of drafting this blog post my To Do list seems to be winning its race with me.  It’s a dual metric race, because I have to balance speed with precision to catch up, more like driving in a hurry through a city than an open highway.  I should be good at this, because a significant part of my own practice within the team practice of Think IP Strategy… Read More

In our IP strategy courses we teach about 10 different types of competitors.  Depending upon the situation of an enterprise, some types of competitors will be more important than others.  In some cases, the primary concern may be direct competitors.  In others it may be a potential substitute or upstream competitors on the same problem and solution chain.  A study of why this competitor or that gained market space at our expense… 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

Ok, I get it that lobbying can be an important part of an overall strategy and so hats off to those who have created some fog around a seemingly broken patent system. However, things have gone just a little too far now – and unfortunately all of the hyperbole is focused on the United States. To summarize Kenneth Lustig’s recent Forbes article on the topic: (and thanks to David Kline for sending… Read More

In my experience, I have seen companies suffer loss or become embroiled in disputes because they followed improper advice from their external counsel. Some companies rely on advice from external counsel in nearly all aspects of management such as employment, tax and contracts, and of course IP prosecution, litigation, and transactions. However, no one can be sure that the advice of any expert is always right, especially if he or she lacks… 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

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