IPR TRACKING SYSTEM IN

COLLABORATIVE ENVIRONMENTS
R. Apreda, G. Fantoni,
M. Manenti, P. Valleri, A. Bonaccorsi,

ICE 2009
Leiden, 22nd of June 2009
 The scenario
New issues

• Globalization

• Innovation

• Complexity

• Trasversality

• Integrated design

• ICT Tools
3
 The scenario
New issues Possible Answers

• Globalization • Potentiate R&D

• Innovation • Outsourcing

• Complexity • Crowdsourcing
• Trasversality • Open Source
• Integrated design
• Collab. Crowdsourcing
• ICT Tools
4
 The scenario
Virtual Team University
• Globalization
Company
Plant1
• Innovation Plant2
Individual

• Complexity
Living Labs
• Trasversality
Creativity SAN DPIT Knowledge RO OM
Rapid Prototyping Technology m useum
Selective Laser Sintering Touch and experience!
Shape Deposition Integrated m ethodologies
• Integrated design M anufacturing

Creativity ROOM
Creativity HAB ITAT

Im m ersive environm ent Creative com m unity is

Voice note approach an organism
Living LA B
Differences and diversity
• ICT Tools “Brain transfer”

Paradox environm ent

Creative food
Intriguing gam es
Train your brain! M IND BU ILD ING

5
 Collaborative
Environments
• Students
Consulting
• Ph.D.s Public Company
• Researchers Institutions
• Professos

Free
Virtual Team
Lance 1

Company B
employees Free
Lance 2

Plant 2 = Human Resource

Plant 1
 Collaborative
Environments
Wait for the UNEXPECTED

15
! SERENDIPITY !

10

Need Solution Mental Random Market Trend

spotting spotting invention events research 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.
 Collaborative
Environments

Diversity & Breakthrough

High
Value of innovation

BREAKTHROUGH

AVERAGE

INSIGNIFICANT
Low
High Alignment of team members’ disciplines Low

Adapted from “Lee Fleming, Perfecting Cross-pollination. Harvard Business review September 2004”.
Collaborative
Environments

OBSTACLES:
• Legal
• Economical
• Temporal
 Comparison of different
approaches to innovation

Type Advantages Drawbacks

Internal know how Higher cost, lower efficiency
Standard approach Employees rewarded and loyal Difficult to achieve breakthrough ideas

Reduction of costs Know how outsourced

Outsourcing Access to new expertises Dissatisfaction of external workers

Tremendous cost reduction One win, all the others lose

Crowdsourcing Pay per solution Loss of internal and external resources

Voluntary, not business oriented

Collaborative environment
Open Source IPR is tracked and managed
Development time
Many methods limited to software

Collaborative environment Voluntary, not business oriented

Open Innovation User centred innovation Difficulties in fair revenues sharing

Pay per solution

Management of collaboration and
Collaborative Collaborative environment
contracts
Crowdsourcing High effectiveness and efficiency
IPR issues and revenues sharing
(time and cost reduction)
 Why IPR is crucial?

Collaboration
H

Shorter development times

Participants growth

Meritocracy
H

Participants motivation
Foster ideas exchange

Multidisciplinarity
h

Different points of view

Breakthrough ideas
 Why IPR is crucial?

Collaboration
H

Shorter development times

Participants growth

IPR Meritocracy
H

Participants motivation
Foster ideas exchange

Multidisciplinarity
h

Different points of view

Breakthrough ideas
 Why IPR is crucial?

• Protect people
• Increase collaboration and exchanges
• Protect enterprises
• Knowledge management
• Patent analysis
• Team selection
• Development of new creativity methods
• ....
 Why IPR is crucial?

A good IPR tracking system should be…

• Able to properly weight each participant’s contribution

(not just record and track but also compare and value)

• Perceived as objective
(hence as human independent as possible)

• Perceived as transparent
(public parameters, agreed or accepted protocols)
An example of IPR
importance
 Legal aspects

Issues
Actors
• Privacy
• Company’s employee
(his activity is in design or R&D)
• Confidentiality

• Company’s employee • Competition

(his activity is NOT in design or R&D)
• EU and national laws
• Full time researcher

• Intellectual aspects
• Researcher with temporary job

• Professional man • Economical aspects

 Legal aspects

Type Economical aspects of the IPR

Company’s employee Inventive activity is part of the worker’s contractual duties, the
company obtains all economical rights on the invention produced
(his activity is in design or R&D) (invention of service)

Company’s employee The worker is entitled to a fair compensation (according to invention

relevance, connection with ordinary duties, firm’s role) if its
(his activity is NOT in design or R&D) invention is patented by the company (enterprise invention).

1) The researcher is authorized to offer his professional services

outside the institution. He keeps all moral and economical rights.
2) The problem solving falls within institutional research activities.
Full time researcher
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.
He can work as external professional man (at least in Italy) in his
Researcher with temporary job
free time
The professional is entitled to a retribution pro quota from the
Professional man
commissioning subject
 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?

 Core Services
gym equipment, camper,
• PROBLEM SOLVING textile, robotics,
biomedical, constructions,
automotive

wiimote tracking,
• PRODUCTS 3d images, non-newtonian
DEVELOPMENT fluids, smart materials,
piezoelectric actuators

OneIdeaxDay
• NEW IDEAS

IPR tracking, FA
techniques to support
• METHODS & TOOLS brainstorming sessions PatCruncher.lnk
 Collaborative
Problem Solving
Leaning Lab

• Individual Talent • Framework, methods, tools

(often unused)

• Tracking of
Intellectual Property Rights
• Great Expertize (trust & fair remuneration)

• Reward, motivation,
• Large Numbers self-entrepreneurship

• Multidisciplinarity is winning

• Wide Range of • Collaboration & Meritocracy

Expertize strenghten each other
 How to solve the
IPR problem

PatCruncher.lnk
 Semantic rules and KB to disambiguate, synonyms,
add information
Post n Author
Surrogated
RSS from Text Parser Text
the forum

Knowledge
Base

Web engine

Indexer

Post m Author
Search
Surrogated
Text

Ranking
results
 A test case

“Clean dirtness”
?
 The session

From the
forum to a
RSS

Disambiguation
of terms with
multiple
meanings

Parsing+Tagging+Measuring
software applications
 IPR tracking
Time scale
Time

Statement of
the problem

Solution

Users

Consolle
 IPR tracking

Relationships among
contributions
 IPR tracking
Intensity of the
relationship

Relationships
with previous
contributions

Following
Users’ contributions
statistics belonging to
#14
IPR tracking
 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
 Contacts

R.
R.Apreda
Apreda
G.
G.Fantoni
Fantoni
P.
P.Valleri
Valleri
http://www.unipi.it M.
M.Manenti
Manenti
A. Bonaccorsi
A. Bonaccorsi

University
Universityof
ofPisa
Pisa

Via
ViaBonanno
BonannoPisano
Pisano25b
25b
56125
56125Pisa
Pisa

email:
email:
apreda@df.unipi.it
apreda@df.unipi.it
g.fantoni@ing.unipi.it
g.fantoni@ing.unipi.it
micolmanenti@libero.it
micolmanenti@libero.it
paolo.valleri@gmail.com
paolo.valleri@gmail.com
a.bonaccorsi@gmail.com
a.bonaccorsi@gmail.com
http://www.leaninglab.org