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(c)2009.AnatoleKrattiger.
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AnatoleFKrattiger
CornellUniversity
BiodesignInstitute&SandraDayOConnorCollegeofLawatASU
bioDevelopmentsLLC(InternationalConsultant)
POBox26
InterlakenNY14847,USA
Phone
+1-607-5324413
Fax +1-212-5048287
Skype
Anatole35
anatole@bioDevelopments.comorafk3@cornell.edu
1.
What is IP?
2.
3.
4.
5.
Intellectual property
(US$,millions,2000equivalent)
Source:AgriculturalStatistics,
NASS,USDA,variousyears.
Source:PioneerHi-bred
International.Pers.Comm.
But
To benefit from stronger plant variety protection:
1. Vibrant public sector breeding
2. Farmer choice (competition & antitrust)
3. Healthy farm economies
Plato (400BC)
Plato (400BC)
Aristotle (350BC)
Virtueunitycommunity
abolishtheprivate.
Tragicomedy?
Compare:
Tragedy of the Commons
Tragedy of the Anticommons
M Heller & R Eisenberg, 1998
The Middle-Ages
Self-denial
Property is the
source of evil,
capable of
corrupting the
soul and leading
to sin.
Balance between
Politics
Stability
Freedom, social
unrest
Ethics
Fruits of ones
own labor
No equal
opportunity
Economics
Efficiency
Wasteful
competition,
gridlock
Psychology
Self-esteem
Greed
Take-home lessons #1
IP is a compromise, an imperfect solution. In absence of
millennia.
IPRs are instruments of public policy to confer
1.
What is IP?
2.
3.
4.
5.
A public good is
1. Non-rivalry in consumption
(a good whose use by one person does not compete with or rival its use by
another person)
AND
2. Non-excludable
(no person can exclude other persons from its use)
Take-home lessons #2
Public and private goods meet every day at the
intersection of IP.
Private is not the opposite of public.
A public good is never (or rarely) free.
1.
What is IP?
2.
3.
4.
5.
Innovation is
Doing something that creates (more) value.
Regulations
IP
Manufacture
Domestic
Market
Export
Market
Research
Development
Commercialization
Source:Mahoney2004
Regulations
IP
Manufacture
Domestic
Market
Export
Market
Research
Development
Commercialization
Role of Public
Role of Private
BusinessPlan,ScientificBlueprint,Pharmaco-EconomicAnalysis,
RigorousGoNo-GoMilestones.
Development Overview
2007
2008
2009
2010
GNG
GNG
Principal outcomes
Broad
Developing and delivering an anti-pneumococcal
vaccine for newborns, particularly for developing
countries
Specific
Availability of specific vaccines
A platform for other vaccines
Ensure Access: affordability
acceptability
adoption
3. IP management
Key drivers
Ensure necessary incentives are available for
product development, clinical trials, manufacture
and distribution/marketing
Make scientific and technological advances
available as widely as possible
Use IP as a tool to facilitate global access and
widespread adoption
Principal Tools
Project-related IP policy
In-licensing strategy to obtain FTO
Patenting strategy
Licensing strategy
Confidentiality and protection of regulatory data, if
helpful
Branding strategy (trademarking)
Laboratory notebook and invention disclosure policy
Patent enforcement and infringement policy
Law, jurisdiction, dispute resolution, indemnification,
liability, insurance.
Etc.
IP rights included
Field
Territory
Duration
Degree of exclusivity
Commercial Data
Product/Material
Production
SOPs
Future Improvements
From Licensor
From Licensee
Right to Sublicense
Conditions for
Split of fees
Improvements
Grant backs
Patent Expenses
Maintenance Costs
Foreign filings
Prosecution Costs
Defense of Patents
General Indemnity
Product Liability
Ownership Issues
Quality Control
Testing
Laboratory Services
Trademark Policing
Regulatory Approval
Pre-Clinical
Clinical I-IV
Data
Dossiers
Infringement Issues
Suits (againstinfringers,
bythirdparties)
FTO strategies
Legal/IP Management Strategies
1. License in
2. Cross-license
3. Oppose third party patents
4. Seek nonassertion covenant
5. Seek compulsory license
Krattiger2007.
Source:http://go.to/funpic
FTO strategies
Legal/IP Management Strategies
1. License in
2. Cross-license
3. Oppose third party patents
4. Seek nonassertion covenant
5. Seek compulsory license
R&D Strategies
6. Modify product
7. Invent around
Krattiger2007.
Source:lachschon.de
FTO strategies
Legal/IP Management Strategies
1. License in
2. Cross-license
3. Oppose third party patents
4. Seek nonassertion covenant
5. Seek compulsory license
R&D Strategies
6. Modify product
7. Invent around
Business Strategies
8. Wait and see
9. Abandon project
10. Merge and/or acquire
Krattiger2007.
FTO strategies
In Practice:
Take-home lessons #3
The 6 principal factors of innovation are interconnected.
Innovative organizations build and maintain networks
number of connections
Cross-sector (public/private) cooperation is essential.
1.
What is IP?
2.
3.
4.
5.
Conclusions:
improvements)
Commercialrightstoimprovementsaregrantedbackto
Syngenta
Take-home lessons #4
A case study on how public & private sector innovations
1.
What is IP?
2.
3.
4.
5.
www.ipHandbook.org
Broad conclusions
1. Move away from IP management.
Place emphasis on knowledge management.
5. Knowledge management
The need for models in creatively managing the
knowledge commons.
AnatoleFKrattiger
CornellUniversity
BiodesignInstitute&SandraDayOConnorCollegeofLawatASU
bioDevelopmentsLLC(InternationalConsultant)
POBox26
InterlakenNY14847,USA
Phone
+1-607-5324413
Fax +1-212-5048287
Skype
Anatole35
anatole@bioDevelopments.comorafk3@cornell.edu