The establishment of patent department includes its position in the organizational structure of enterprises and the internal organizational structure of patent department.
Today, let's talk about the position of patent department in the organizational structure of enterprises. At present, the most typical organizational forms of enterprise patent management mainly include patent business into five forms: technical organization, legal organization, intellectual property organization, marketing organization and other organizations, which are analyzed one by one every week.
Among them, the mode of bringing patent business into marketing organization management is most recommended by "patent pragmatist" Dong. Why? Because the essence of patent management business is a series of activities to achieve commercial purposes by means of technological improvement and legal protection.
The main business lines of enterprise management are technology, production and marketing; The main line of resources is people, money and things (including information). Patent department, law, finance, personnel and administration all belong to the support system, which provides support for the main business line. The technical department is the place where patents are produced and the marketing department is the place where patents are used, so it is necessary to manage the production of patents for the use of patents; In other words, we should "customize" patented products from the perspective of market demand. This is the same reason that enterprises understand customer needs through market research and other activities, and then develop products accordingly.
Incorporating patent business into marketing organization is conducive to the customization of patented products.
Marketing organizations can know where the war of commercial competition lies and the market heights that enterprises need to seize in their development strategies, so marketing departments should guide the development of patent business. If the patent business and marketing are too independent, and the leaders in charge of patent work have no marketing experience, the "confidential" information about market competition and enterprise development strategy held by marketing institutions will be difficult to pass to the patent department.
For small enterprises, the knowledge of patent business is mainly patent file management. Because enterprises believe that substantive patent creation activities are carried out by technicians, and the legal activities involved in patent writing are entrusted by external patent agents, the patent business within enterprises is a window function, managing files, and coordinating and organizing technicians and patent agents to carry out patent activities. Therefore, the patent manager's job responsibilities are the same as this link, and they all belong to the "archivist". /view/5d 780 d9d 6294 DD 88d 1 d26b 24 . html .
In this regard, the "patent pragmatist" Dong's understanding is that in the early stage of enterprise development, due to the lack of strength, the business volume of patent management business is not enough to meet the workload of a full-time staff, so there is no need to set up full-time patent managers, and they can choose to outsource to patent agencies. Entrust a patent agency to provide professional services such as patent mining, patent application and patent training; Enterprises only need to set up an interface for internal coordination in technical management positions or positions such as the president's office. This practice may not be professional, only 60 points (the score of "Patent Pragmatism" is purely personal). However, because the president's office reports directly to the president, it is beneficial for the president to master the patent business dynamics. As long as it is strengthened, the president has a high patent awareness, formulates the annual patent development direction, and then the president does it. This model is also very efficient.
Next week, we will talk about patent management under the technology organization mode led by CTO.
Reference information:
Dong: Executive Vice President. He used to be the deputy director of new product technology development department of Shuguang Electronics Group, the deputy director of Tsinghua University LCD Technology Engineering Research Center, the company's strategic and technical director, chief technology officer and executive vice president. He is currently the Executive Vice President of the Company, the Secretary-General of the Strategy Committee of the Board of Directors and the Director of the Technology and Product Strategy Committee. At the same time, he is also a member of the National Informationization Expert Advisory Committee, a member of the Electronic Science and Technology Committee of the Ministry of Industry and Information Technology, a deputy director of the National Flat Panel Display Device Standardization Technical Committee, a member of the Teaching Steering Committee of the Ministry of Education, a vice chairman of the National Engineering Laboratory Council for Standardization of Electronic Information Products, and a member of the National Knowledge Management Standardization Technical Committee.
Song Liuping: Tutor, Senior Vice President, postdoctoral fellow of Beijing Institute of Technology. Joined Huawei from 65438 to 0996, and served as manager of product strategic planning office, minister of intellectual property, minister of foreign cooperation, member of PSST, president of legal department, chief law officer, director of patent committee, director of trade compliance and customs compliance committee, member of discipline and supervision subcommittee of human resources committee, member of finance and economics committee, etc.
Shen Nan: Vice President, Chief Intellectual Property Officer. I haven't found a more comprehensive introduction.
Wang Xiang: Senior Vice President, graduated from Beijing University of Technology with a bachelor's degree in electronic engineering. Wang Xiang has more than 20 years of rich experience in the field of semiconductors and communications, and worked in Qualcomm for 13 years. During his tenure as Senior Vice President of Qualcomm and President of Greater China, he was fully responsible for the business and operation of Qualcomm in Greater China. Under his leadership, Qualcomm has continuously expanded and deepened its partnership in the China market, and the number of manufacturers' customers has increased rapidly. Before joining Qualcomm, he worked in Motorola, Lucent /Agere and other companies, holding important positions in sales and marketing. On 20 15, Wang Xiang joined Xiaomi as senior vice president, responsible for supply chain and intellectual property rights.