Services

COMPETIVE ANALYSIS AND POSITIONING IN GLOBAL MARKETS.

IP STRATEGIES FOR VALUE -ENHANCING EXPANSION

- Intellectual assets: Identification, mapping, protection and utilization

- Market-specific adaption and options

- Global + Local = Glocal business opportunities

- Trends, targeting and visibility

INTELLECTUAL ASSETS		MARKET OPPORTUNITY
Patents		New product offers
Partnerships, Alliances		New markets
Trademarks		Franchising
Channels to customers		Co-branding
Copyright		Brand extension
Production assets		Licensing
Trade secrets		Technology transfer
Workers knowledge		Diversification and differentiation
Know-How		Strategic positioning
Corporate venturing		Spin-offs
Market knowledge		Alliances, M&A, Ventures
Customer information		Sell/buy technology
Software		Leveraging the portfolio
Platforms		International expansion
Algorithms		New knowledge networks
Knowledge integration		Vertical or horizonal growths
Licenses		Capillary market understanding
Cross functional competences		New stakeholders
Access to technology		Divest/license non-core technology
Financial strength		Digital tooling/ networks
Databases		Accurate aiming of opportunities
Value chain/networks		New processes
Competitors knowledge		Virtual supply chains
Relationships		New orientations on human capital

OPTIMIZATION OF INNOVATION PORTFOLIOS

PRODUCT, SERVICE AND PROCESS

- Portfolio Rationalization and optimization

- Strategic positioning

- Research, Technology and Development management

- Supply & Value chain/networks

STRATEGIC GROWTH & CHANGE INITIATIVES

PROGRAM MANAGEMENT AND

NEW UNITS DEVELOPEMENT

- New units: creation, staffing and growth

- Development of internal and external interfaces

- Software and data bridges to other units

- Active learning projects/programs

The proactive nature of the active learning managed project is inherent to the fact of having such question-learning all along the project management (from planning to execution to implementation). It is a team-dynamics (bottom-up) more than a top-down applied set of rules. It is flexible and evolving. A more strategic domain where learning projects is related to questions on two types of analytics: predictive (what is likely to happen) and prescriptive (what should I do about it). This could complemented by scenario and forecasting analysis to set a potential path for the deployment of the project outcome. An important converging consequence of the proactive learning is the joint development of forward looking indicators.

IDENTIFICATION, DUE-DILLIGENCE AND NEGOTITION

MANAGEMENT OF VENTURES AND STRATEGIC ALLIANCE

- Evaluation and benchmarking

- Assets and technology due diligence

- Negotiation

- Cross-cultural, cross-functional integration