Manchester 2009
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The document discusses the complexities of intellectual property rights (IPR) management in collaborative crowdsourcing environments, emphasizing the importance of collaboration and innovation across diverse teams. It outlines different approaches to research and development, highlighting advantages and drawbacks, and the legal and economic aspects of IPR concerning employees and researchers. Additionally, it identifies the need for effective problem-solving and creative methodologies to harness unused talent in collaborative settings.
Manchester 2009
- 1. IPR MANAGEMENT IN COLLABORATIVE CROVDSOURCING R. Apreda, G. Fantoni, M. Manenti, P. Valleri A. Bonaccorsi INNO-Grips project Manchester, January 26th and 27th 2009
- 3. The scenario 3 • Globalization • Innovation • Complexity • Trasversality • Integrated design • ICT Tools University Company Plant1 Plant2 Individual Technology museum Touch and experience! Integrated methodologies Creativity HABITAT Virtual Team Creativity ROOM Knowledge ROOM MIND BUILDING Immersive environment Voice note approach Paradox environment Creative food Intriguing games Train your brain! Creative community is an organism Living LAB Differences and diversity “Brain transfer” Creativity SANDPIT Rapid Prototyping Selective Laser Sintering Shape Deposition Manufacturing Living Labs
- 4. Company B employees Consulting Public Company Institutions Free Lance 1 Free Lance 2 OBSTACLES: • Legal • Economical • Temporal • Students • Ph.D.s • Researchers • Professos Plant 1 Virtual Team Plant 2 = Human Resource
- 5. Wait for the UNEXPECTED 15 10 5 Need spotting Solution spotting ! SERENDIPITY ! Mental invention Random events Market research Trend following Goldenberg, J., Lehmann, D. and Mazursky, D., (2001), The Idea Itself and the Circumstances of Its Emergence as Predictors of New Product Success, Management Science 47, n.1: 69-84.
- 6. Diversity & Breakthrough High Low Adapted from “Lee Fleming, Perfecting Cross-pollination. Harvard Business review September 2004”. High Value of innovation Low BREAKTHROUGH AVERAGE INSIGNIFICANT Alignment of team members’ disciplines
- 7. Advantages and drawbacks of different approaches to R&D AND innovation Type Advantages Drawbacks Standard approach Internal know how High cost, efficiency Outsourcing Reduction of costs Know how outsourced, dissatisfaction of external workers Crowdsourcing Tremendous cost reduction, pay per solution One win, all the others lose Open Source Collaborative environment Open Innovation Collaborative environment Voluntary contribution not business oriented Collaborative Crowdsourcing Pay per solution, collaborative environment, high effectiveness and efficiency (time and cost reduction) Management of collaboration and contracts, IPR and revenues sharing
- 8. Legal aspects Type Economical aspects of the IPR Company’s employee (his activity is in design or R&D) Inventive activity is part of the worker’s contractual duties, the company obtain all economical rights on the invention produced (invention of service) Company’s employee (his activity is NOT in design or R&D) The worker is entitled to a fair compensation (according to invention relevance, connection with ordinary duties, firm’s role) if its invention is patented by the company (enterprise invention). Full time researcher 1) The researcher is authorizated to offer his professional services outside the institution. He keeps all moral and economical rights. 2) The problem solving falls within institutional research activities. Institution is entitled to a quota (usually around 30%) of revenues. 3) The study is commissioned and financed by a private enterprise. Economical rights are subject to the contract stipulated. Researcher with temporary job He cannot work as external professional man (at least in Italy) Professional man The professional is entitled to a retribution pro quota from the commissioning subject
- 9. The Hidden Opportunities Why is Pisa famous all over the world?.... For a mistake! A mistake that has become the town's greatest resource. Anything else unique? A concentration of talented people, a creative potential that the economy of the region is not able to value and it is often wasted in unsatisfactory jobs. Just another mistake or a goldmine to be harnessed?
- 10. Core Services • PROBLEM SOLVING • PRODUCTS DEVELOPMENT • NEW IDEAS gym equipment, camper, textile, robotics, biomedical, constructions, automotive wiimote tracking, 3d images, non-newtonian fluids, smart materials, piezoelectric actuators OneIdeaxDay IPR tracking, FA techniques to support brainstorming sessions • METHODS & TOOLS PatCruncher.lnk
- 11. Why IPR is crucial? • Protect people • Increase collaboration and exchange • Protect enterprises • Knowledge management • Patent analysis • Team selection • Development of new creativity methods • ....
- 12. Collaborative Problem Solving • Individual Talent (often unused) • Great Expertize • Large Numbers • Wide Range of Expertize Leaning Lab • Framework, methods, tools • Tracking of Intellectual Property Rights (trust & fair remuneration) • Reward, motivation, self-entrepreneurship • Multidisciplinarity is winning • Collaboration & Meritocracy strenghten each other
- 13. How to solve the IPR problem PatCruncher.lnk
- 14. Post n Author Surrogated Parser Knowledge Base Web engine Text Text Indexer Search Post m Author Surrogated Text RSS from the forum Ranking results
- 15. A test case ““CClleeaann ddiirrttnneessss”” ??
- 18. The session From the forum to a RSS Disambiguation of terms with multiple meanings Parsing+Tagging+Measuring software applications
- 19. IPR tracking Users Time Statement of the problem Consolle Solution Time scale
- 20. IPR tracking Relationships among contributions
- 21. IPR tracking Users’ statistics Relationships with previous contributions Intensity of the relationship Following contributions belonging to #14
- 22. IPR tracking
- 23. IPR tracking
- 24. Key Issues • IPR protected (+collaboration & meritocracy) • Collaborative Problem Solving is versatile • Group management • Stakeholders are people, anyone, anywhere. • Users / partners: SMEs, Large Enterprises, Istitutions, other Living Labs
- 25. Contacts R. Apreda G. Fantoni P. Valleri M. Manenti A. Bonaccorsi University of Pisa Via Bonanno Pisano 25b 56125 Pisa email: apreda@df.unipi.it g.fantoni@ing.unipi.it micolmanenti@libero.it paolo.valleri@gmail.com a.bonaccorsi@gmail.com http://www.leaninglab.org R. Apreda G. Fantoni P. Valleri M. Manenti A. Bonaccorsi University of Pisa Via Bonanno Pisano 25b 56125 Pisa email: apreda@df.unipi.it g.fantoni@ing.unipi.it micolmanenti@libero.it paolo.valleri@gmail.com a.bonaccorsi@gmail.com http://www.unipi.it