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| Knowledge-based Intellectual Property Management, Auditing and Investment | InterAction Meeting Session, held in Basel, Switzerland, 10 November 2005
chaired by Ronald Layden (Venture Valuation AG) | |
Presenters & Discussions Leaders:
Dr. Rudolf Gygax, Managing Director, Novartis Venture Fund
Dr. Ronald Layden, Senior VP Technology, Venture Valuation
Dr. Gerard Farmer, Partner and Regulatory Expert, Alfomec International Regulatory Consultants
Nigel Sheail, Global Head Licensing of Pharma Partnering, Roche
Dr. Antonino Cattaneo, CEO, Lay Line Genomics
Dr. Stefan Odenthal, Partner, Arthur D. Little
Value is constantly being created in a life science or healthcare company through intellectual property creation, but additionally through tacit knowledge growth and intellectual capital utilisation, and through innovation-generating knowledge networks leading to action and outcomes. Additionally, technology licensing, out-sourcing and in-sourcing of strategic partners, and acquisitions bring new knowledge and intellectual property opportunities to the organisation.
Techniques such as knowledge audits, inventories and maps can be used to capture the current state of knowledge in an organisation and to identify strengths, weaknesses and gaps. Such analysis accompanied by the selection of appropriate metrics can be used to guide knowledge management strategies and planning. Finally, any proposed knowledge-based initiative needs to be supported by a sound financial analysis, clearly demonstrate investment returns and measurable tangible benefits, clarify intangible benefits that can be understood and tracked, and include a weighting of risks and most probable outcomes in the marketplace.
The goal of this program is to enhance the appreciation, understanding and best practice in life science and healthcare knowledge management so as to maximise the effectiveness, protection and value of organisational intellectual property assets. Questions addressed by this program include:
- How do we increase innovation, value and returns from product life cycle and intellectual property management of life science product related knowledge?
- How do we manage and value drug-related knowledge that is captured in ontologies?
- What are the best practices in knowledge audits, inventories and maps applied to life science product development? What are the challenges requiring methodology development?
- What are the appropriate financial analysis tools for evaluating an investment decision in a knowledge management initiative in a life science or pharmaceutical company?
- How should drug safety, uncertainty and risk management issues be included in the financial analysis?
- What steps should an organisation take to improve its performance in corporate sustainability as measured by knowledge management, organisational learning and human capital assessment metrics?
- What is the impact of these metrics and the improvement by an organisation in areas of weakness on sustainability indices and the valuation of a company?
- How do we value tacit knowledge and intellectual capital in a pharmaceutical company?
- What are the current legal guidelines, practical experiences, law/legal case studies relating to use/acceptance (or not) of electronic records and submissions?
- What are the best practices for legal and intellectual property protection in collaborative knowledge management systems and electronic notebook systems?
- How do we better manage intellectual property of healthcare product and associated safety knowledge?
- How should we publish and manage delivery of new drug knowledge to partners, payors, providers and patients?
- What is the potential impact of new regulatory initiatives, e.g. FDA SPL and e-labeling? What are the impacts of new European regulations?
- What new approaches for managing knowledge are being created by the increasingly electronic and semantic nature of information capture, management and collaboration? What are the legal and regulatory risks and how do we manage them?
- How can existing knowledge and intellectual property be more effectively deployed into new business situations?
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