Book Review –
Edison in the Boardroom Revisited: How Leading Companies Realize Value from Their Intellectual Property, by Suzanne S Harrison and Patrick H Sullivan (John Wiley & Sons, 2011)
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The original
Edison in the Boardroom has become a classic text in the intellectual property field, and introduced many people to the basic concepts of intellectual capital, intellectual assets, and their management.
The cover notes of the first edition – published in 2001 – described it as ‘an in-depth look at the revolutionary concept of intellectual asset management (IAM) [which] is changing the way companies all over the world are doing business.’
It is therefore somewhat surprising that, over a decade later, IAM remains a relatively rarefied discipline, explicitly practised by only a small number of specialist service providers. Indeed, the
only private-practice firm of professional advisors which appears in the first ten Google search results for the exact phrase “intellectual asset management” is
Watermark [the author’s employer, in the interests of full disclosure]. This perhaps reflects a fragmentation in terminology, as much as conservatism on the part of many traditional providers of IP legal services.
Yet the management practices of many of the world’s largest and most sophisticated owners, developers, commercialisers and monetisers of intellectual capital have advanced significantly since 2001. Some of the best (or worst, depending on your point of view) examples of this are patent aggregators, such as
Intellectual Ventures,
RPX Corporation and
Acacia Research, amongst others, which have developed a number of novel business models around the acquisition and monetisation of patents for both defensive and offensive purposes. At the same time, Microsoft is rapidly gaining on IBM in its ability to generate licensing revenues from partners and competitors alike, while Apple is currently giving a number of its own competitors (most notably Samsung) an object lesson in IP strategy.
We have frequently recommended the original
Edison in the Boardroom to clients and colleagues, both as an introduction for those new to IAM, and as a useful insight into the best practices of top companies for those with some IP management experience. However, we were becoming concerned that the examples and practices described in the book were somewhat dated in an increasingly fast-moving field.