As has been shown, ICM processes are needed to successfully execute the IP strategy. If a company does not have all the processes needed, or needs to improve their processes they typically call upon outside experts in the field to help. This can be very helpful by comparing with best practices in the industry. Processes can be scaled to the size of the company, breadth and complexity of the IP. These implementation processes are business processes rather than legal processes. The results from execution of the IP strategy will have a direct impact on the profitability and sustainability of the company. Senior business management will have a direct interest in these results. They will be very interested in the IP value metrics.
Essential to implementing these processes is to have a process owner. Some companies have found it useful to have an Intellectual Asset Manager be the process owner. This person coordinates and directs the functioning of these processes working with leadership from business, R&D and the legal department. The IA Manager is trained in how these processes work and can keep the process documentation, data and metrics for the whole program. The IA Manager should report to the manager or team responsible for the IP strategy.
Sustaining the IP strategy execution processes requires dedicated support and involvement by senior management. Employees need to see that following through on IP strategy is important to their supervision and business management. Performance appraisals need to be tied to successful implementation. Some companies implement an internal communication plan to sell and sustain the new IP strategy and implementation to their employees. Inventor rewards and recognition become an important part of changing the IP culture of the company.