Negotiated IP Transfer

Innovation Brief
posted with
SUCCESS FEE
 

Company reviews proposals (anon)
60 day exclusivity
(can be extended)

Company + Team AGENT negotiate
Company responsible
for verifying team
rights to iP

Innovators form teams (per TEAM RULES)

 

Company selects proposal(s)
 

Solution Transfer Agreement (Success Fee or more; IX escrow)
OR NOT (Team has rights to use proposal)

Teams submit proposals to IX
Teams retain IP
 

IX provides verified ID and contact info for selected
 

IX approves agreement (TEAM RULES) and releases payments to team members

Automatic IP Transfer

Innovation Brief posted with SUCCESS FEE
and NOTICE OF AUTOMATIC IP TRANSFER

Company reviews proposals (anon)

 

Automatic IP Transfer
IX escrow of Success Fee Company responsible
for verifying team
rights to iP

Innovators form teams (per TEAM RULES)

 

Company selects proposal(s)
 

Teams submit proposals to IX
Teams retain IP
 

IX provides verified ID and contact info for selected
 

IX approves agreement (TEAM RULES) and releases payments to team members

IX's Problem

Two Contracts

• User (Innovator) Agreement : 10 pages -- online terms of service
• Sponsor (Company) Agreement: 10 pages + 1 exhibit -- fees

OBSERVATION: Company contract is too long, boring, and confusing to chief innovation officers (the customer). 

INSIGHT: Company contract is killing deals and killing IX

D:  Thanks for coming today, team.  As you recall from the email, we're trying to help this Open Innovation startup called "Innovation Exchange" get their contractual process better aligned with their business model. Let's hear some ideas.

B:  I wonder if this sort of thing could be implemented in one of those smart contracts?

C:  How would that work?

A:  It wouldn’t .

D:  If their brand is about innovation, having an innovative legal structure behind it would make sense.

B:  It's pretty exciting to think about getting this agreement down to 2 pages.

A:  Since the first client is typically the Chief Innovation Officer - we need something that will help her quickly have a very clear idea of how the contract works.

B:  That’s the problem. Management never gets the legal issues.  Nothing will change that.

D:  What if we go way outside the box and make the agreement an interactive app?

A:  You gotta be kidding me.  What are we, game designers or lawyers?

B:  Well how about a video version for the CIO, something that's watchable and clear - like some of the really creative airline onboard safety  videos.

A: I really hate those things.

C: There's no way legal cooperates with the CIO if she shows them a video.

A: I'm worried these ideas are TOO out of the box.

C: Yes, does Innovation Exchange want to be taken seriously?

D: They've got a jumble of legal AND business decisions to make, no wonder it grinds to a halt.

B: Uh, yeah, anyway, circling back…. IX would like our advice.  What can we do with the contract they show potential clients - it's currently 11 pages and, as Benson noted the other day "it's a pretty dry read" and "the person we are selling to has to read it and then sell it to their colleagues" - How can we make the contract a positive feature of the business rather than an obstacle to moving forward?

A: Key to that is getting the CIO to really understand how this works.  Here’s what Benson said in his email:"The CIO can't shepherd it faster through legal and other internal approvals until she figures out how it works. So it sinks like a great huge weight to the bottom of the project pile. We need it to stay on top, with all the excitement still intact that got us through the door with the prospect in the first place."

C: Look, I’ve done a million of these things.  It’s 11 pages long because that’s how long it has to be.  

A: Look, we just need to make it clearer.  

D: Would it be too risky to put firm time limits on it?

C: That would never work.

D:  Thanks for coming today, team.  As you recall from the email, we're trying to help this Open Innovation startup called "Innovation Exchange" get their contractual process better aligned with their business model. Let's hear some ideas.

B:  I wonder if this sort of thing could be implemented in one of those smart contracts?

C:  How would that work?

A:  Let’s worry about the details later.

D:  If their brand is about innovation, having an innovative legal structure behind it would make sense.

B:  It's pretty exciting to think about getting this agreement down to 2 pages.

A:  Since the first client is typically the Chief Innovation Officer - we need something that will help her quickly have a very clear idea of how the contract works.

B:  That's right. They've figured out that if it's opaque to the CIO and she just sends it over to legal it will sit there for months.

D:  What if we go way outside the box and make the agreement an interactive app?

A:  Or some sort of animated storyboard that makes it really clear what happens when, who does what, where the branching points are.

B:  Or maybe a video version for the CIO, something that's watchable and clear - like some of the really creative airline onboard safety  videos.

C: I love it, but we’ll need to check in with Benson to see if he’d go for something like.

B: Let’s also think about what we can do with the contract they show potential clients - it's currently 11 pages and, as Benson noted the other day "it's a pretty dry read" and "the person we are selling to has to read it and then sell it to their colleagues" - How might we make the contract a positive feature of the business rather than an obstacle to moving forward?

A: Key to that is getting the CIO to really understand how this works.  Here’s what Benson said in his email:"The CIO can't shepherd it faster through legal until she figures out how it works. So it sinks like a great huge weight to the bottom of the project pile. We need it to stay on top, with all the excitement still intact that got us through the door with the prospect in the first place."

B: Basically, they are desperate to get the turnaround with clients streamlined.  

A: This is great, a lot of good ideas on the board.  Let’s identify weaknesses we might need to think through.

D: There’s a risk in all the out-of-the box ideas of IX not getting taken seriously by their clients.

C: We’re talking about IP here.  IX has to make sure it’s giving clients confidence about that.

A: I have to admit to really hating those airline videos.

C: I think there's no way legal cooperates with the CIO if she shows them a video.

D: IX has a jumble of legal AND business decisions to make.  We can’t just focus on the legal aspects.

Extracting Insights

The Path to How Might We

 the value of a really salient realization of something that's true.

OR

Extracting Insights

What is an INSIGHT?

• the recognition of something that matters

• when what matters is different from what we have been looking at or thinking about, the lived experience is "aha!"

• a discovered secret

• an insight is your data saying "look here!"

• an insight is a heretofore unrecognized point of intervention

• new way to see the world that lets us re-envision the status quo

• an insight is a reframing that reveals what's really going on here

Classic Insights

Success at tasks makes teams gel, not the other way round.

Classic Insights

cool
trumps
function

Classic Insights

a guanine cytosine pair is about the same shape and size as an adenine thymine pair

Classic Insights

people like
to drink
coffee
in the
living room

Classic Insights

NOW
TRUMPS
MINE

Classic Insights

People don’t want
quarter-inch
drill bits.
They want quarter-inch holes.

Classical Insights

Success
yields solidarity,
not the other way round.

Shift from the status quo means to the underlying end.

Person using public restroom needs trash can close to the door so they can open door with paper towel and dispose before leaving.

Person using public restroom who is worried about germs needs a way to open the door without touching it.

Dan Ryan djjrjr@gmail.com

Shift from the status quo means to the underlying end.

Child needs a stool to be able to reach the sink.

Child who wants to reach the sink needs a way to reduce the height difference between them.

Dan Ryan djjrjr@gmail.com

Insight Formulae

Insight Formulae

Whys and Becauses

Contract
too long
and
tedious

and because of
this...

and because of
this...

but
why??
 

but
why??
 

Whys and Becauses

Whys and Becauses

HeadsTogether: Compare,
reconcile
into one
table-sized
why-why-why-
because-
because

Problem

Ideas

Problem

Ideas

YOU YOU YOU

Problem

Ideas

YOU YOU YOU

Problem

Ideas

YOU YOU YOU

Problem

Ideas

Somebody's

Problem

Ideas

Somebody's

SEE IT

from their

POINT OF VIEW

Craft a

PERSONA

Generate

Insights

Ask

How Might We...