patents in the future
DESCRIPTION
Patents in the future. 17 November 2006 Deputy Director General Keld Nymann Jensen. Patents in the future. DISASTER OR SUCCES. Agenda. IP in Denmark and the DKPTO Global Challenge – increasing filings Does output diminish as a function of scale? Vision for Europe - PowerPoint PPT PresentationTRANSCRIPT
Patents in the future
17 November 2006
Deputy Director General Keld Nymann Jensen
Patents in the future
DISASTER OR SUCCES
Agenda
1. IP in Denmark and the DKPTO
2. Global Challenge – increasing filings
3. Does output diminish as a function of scale?
4. Vision for Europe
5. What actions have been taken?
•Business Services
•Legal/Political advice
•International negotiations
•Issues Patents
•Registers
-Trademarks
-Utility models
-Designs
The Danish Patent and Trademark Office
Established in 1894
ISO9001 certified
270 employees
The Danish IPR performance: Patent growth
Danish IPR performance: Trademark and design growth
Danish thinking
• IPR active companies more profitable(causality not established)
• Only 50% of companies in innovative industriesare IPR-active(Have IPR and applied for it within the last 3 years)
• Role twofold:– Convert non-active to active IP-users– To get more companies to integrate IP in their
strategic planning
Getting more companies to use IPR strategically
IP Ad Hoc Level
IP Defensive
IP cost optimizing
IP offensive
IP driven
Visionary IP driven
IP Business
Strategic IPaudit- a new innovative product
• Purpose is to strengthening the creation, protection and use of IPR in SME’s
• The idea is to develop a tool that SME’s can use to asses and decide how to systematically use IP for business development
• Conducted in collaboration with the IP profession
• Combine IPaudit with the Business Excellence model
• The project is supported by EU
The Strategic IPaudit project
• Training of auditors (from the IP profession and DKPTO)
• Interview with key personnel in 120 SME’s to establish how the company works with IP within
IP creation IP protection IP competences IP exploitation and IP strategies
• Reporting and follow-up
• Dissemination of tools and continued training of IP professionals
The Strategic IPaudit report (I)
Graphical overview of scores in five IP areas:
0
1
2
3
4
5
IP Strategy
IP Organizing and Responsibility
IP AdministrationIP Knowledge
IP Skills
IP Management, Company 1, 2005
Example of The Strategic IPaudit report (II)
Graphical comparison of a company to industry profiles etc.
0
1
2
3
4
5
IP Creation
IP Obtaining
IP ProtectionIP Enforcement
IP Exploitation
Company 1
Company 2
Company 3
Profile for IP and Innovation in 3 Companies, 2005
f
Total filings
Total filings (1996 = 100)
0
100
200
300
400
500
600
1996 1997 1998 1999 2000 2001 2002 2003 2004
US
JP
EPO
CN
KR
Total filings
0
100.000
200.000
300.000
400.000
500.000
1996 1997 1998 1999 2000 2001 2002 2003 2004
US
JP
EPO
CN
KR
PCT filings
PCT filings (first inventors country of origen)
0
5.000
10.000
15.000
20.000
25.000
30.000
35.000
40.000
45.000
50.000
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
US
JP
EPO
CN
KR
PCT filings (first inventors country of origen) 1995 = 100
0
200
400
600
800
1.000
1.200
1.400
1.600
1.800
2.000
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
US
JP
EPO
CN
KR
”The Law of Diminishing return to Scale”
The hypothesis is that at a certain size an organisation will increasingly use it‘s resources to administration purposes rather than production
Hence, adding a new production unit will produce a falling marginal product
‘For the sake of good order’ the “law” has nothing to do with individual or groups of persons (i.e. examiners) productivity but is concerned with overall capacity of an organisation
Diminishing return to scale in the patent processing business
Grants/final actions per patent staff in Trilateral Offices
0
10
20
30
40
50
60
1997 1998 1999 2000 2001 2002 2003 2004
Gra
nts
per
sta
ff
Office 1
Office 2
Office 3
The IP-system Drivers
Users FilingsOrganisational
capacityGrants
f (x)
• Competition on knowledge
• New users in “new” countries
f (x)
• Diminishing Return to Scale
• Complexity of files
• System innovation
f (x)
• Public perception
• Regulations
Are we able to manage the future workload?
Filings, grants and staff in Trilateral Offices
(Linear regression)
TotalGrants/final
Patent staff
filings actions
2004 980,644 392,618 15,902
Est. 20101,227,51
9 530,391 20,968Index (2004 =
100) 125 135 132
Est. 20151,414,14
3 621,444 24,812Index (2004 =
100) 144 158 156
WIPO
TRIPS
Vision
• EPO as back office concentrating on core business – patent granting;– infrastructure, etc.
• NPO as Front Office: – entry point for users;– first office action (search and preliminary examination);– promoting strategic use of IP;– education;– awareness, etc.
European Patent Network
3 working groups established
• User Support
• Utilisation Pilot Project - UPP
• European Quality System - EQS
International Actions
• Trilateral meetings
• Bilateral ”mutual recognising” agreements
• B+ Group
• SPLT
Thank you for your attention