Management of Technology and Innovation in Japan

Technology Planning Function
From Practice: IP Management in Japanese Companies 379
With respect to advanced technology development activities, accumulating information
from the standpoint of IP, and identifying ideas for technology development
directions, themes, technical subjects, and technology approaches. Having
the function of executing technology plans from the perspective of patent characteristics
relating to the technology concerned (application trends, degree of control
by other advanced companies, map density or open territory, etc.). Having the role
of navigator or pilot to sort out the organized knowledge in the world and then
elicit technology (implicit knowledge) creation activities in the company.
IP Planning Function
This is the more precise mission of the “patent technology function” in item A)
above, and it involves entering providing support for the task of expressing individual
technologies (tacit knowledge). At the same time, it strives to identify technical
concepts and build a specification request scope, without being particular
about individual technologies (regarded as practical applications or peripheral).
This function aims to draw out universal concepts that indicate the essence of the
technology from individual technology examples, through dialog with technology
specialists, opinion exchange, and revision. As an analogy, you can think of it like
the role of Socrates’ use of conversations in the discovery of truths (later arranged
by Hegel’s dialectic as “thesis – antithesis – synthesis”). The main point is that the
IP manager identifies the essential technological value through repeated opposition
and questions, rather than simply accepting the claims of the technology specialists.
IP managers are like the obstetricians of knowledge.
Business Planning Function
This function involves staying focused on the future of the business, and drafting
strategy to obtain patents (patent networks) that support the business strategy.
These are not merely the patents that can be obtained from the company’s technology,
but include the obtaining of patents necessary to succeed in the competitive
environment. There are various methods to strengthen the company’s business
position including obtaining patents that restrict the business freedom of other
companies, introducing patents from advanced patent holders, and eliminating the
patents of other companies. In order to fulfill this function, the IP manager must
carry out reliable business planning from the perspective of IP in order to
strengthen the business through IP, while being thoroughly familiar with the business
environment beyond the level of a technology specialist.
The above are the IP planning functions for high added value, in addition to
maintaining the conventional functions of the IP department.