Tata Steel may be a Fortune 500 business with sites located all over the world, but until recently it was an IP novice. But times are changing at this Indian powerhouse, with benchmarking and monetisation moving up
the corporate agenda
Helen Sloan
IP and other intellectual assets play a key role in the aerospace and defence industry, and are regularly
monetised, but the high-profile litigation seen in other sectors has yet to make a mark
William C Elkington
There are thousands of LED lighting manufacturers in China, but very few of them have developed an international presence. One of the rare exceptions is Civilight, whose focus on cooperation, with IP licensing as a bridge, has reaped significant dividends
Victoria Wang
European companies have been less willing to monetise their IP assets than those in the US. There are a number of reasons for this and each represents an opportunity lost
Anders Arvidsson
The debate about the merits or otherwise of non-practising entities in the United States is ongoing and frequently controversial. It is also characterised by assertions based
on questionable data
David L Schwartz and Jay P Kesan
If capitalism in the 21st century is to deliver long-term sustainable value, it must achieve a healthy balance
between offence and defence. This will require a notable correction to the current imbalance
Sean Lyons
While intellectual property has risen to an elevated position of strategic significance and monetary importance in our society, many fail to realise what has changed and how
incisively the law itself has become central to enterprise strategy
Lindsay Moore
IP and other intangibles have emerged as an asset class capable of being exploited in financial markets; and there are a number of monetisation options to choose from
Stephen Robertson
IP valuation remains a highly complex task, and although the approaches to it are easy to understand, implementation is the critical issue. Nowhere is this more
so than in Asia
Agostino De Angelis and Brett Shadbolt
There are plenty of opportunities for innovative companies to undertake R&D and get involved in collaorative projects in China, but to succeed they have to be able to navigate what is often a very unfamiliar business culture and
regulatory regime
David Baghurst and Yu-Chun Su
