Looking to the future
An important perspective that needs to be developed through the diagnostic process is to identify future directions which the IP office will need to consider as part of its plans for improving the efficiency and effectiveness of the office. Ideally, the IPOD team will, as part of the desk research, identify broad trends which may have an impact on the future directions and operations of the IP office. While the focus of the recommendations of the IPOD report should be on what needs to be done to improve the office over the next 3 to 5 years, the report should also factor in what future trends and directions may need to be considered and how to better position the IP office to take advantage of these trends as they become accessible to the IP office.
For example, a broad understanding of the implications of the technologies of the Industrial Revolution 4.0 for the operations of the IP office and its customers, including the potential uses of artificial intelligence for the processing of IP applications, and the likely role of blockchain technology to manage securely registries of rights. These are known future trends which should be introduced into the discussion in the IPOD report and where appropriate influence the recommendations of the report. The question arises whether the IP office is reactive to developments in IT, seeking to apply these to existing business processing models, or whether it is, or wishes to be, proactive in developing a strategic approach to IT that will use the latest developments to revise and update the business processing model. This is an issue that can be discussed at the initial meeting with senior management.
One of the critical areas for the future of all IP offices, which will need to be reviewed and analyzed thoroughly in the diagnostic process, will be the provision and usage of IT systems to support the work of the IP office. Most IP offices have at some level implemented IT systems to support rights processing and management (often using IT systems developed and supported through WIPO). However, in many cases the implementation aspects are basic and often need significant further enhancement and review to provide the IP office with efficient and effective IT system support for their current and future needs. The future success of all IP offices will depend on sound implementation of appropriate IT systems to support the work of the office. And because technology is continuing to develop rapidly, a key element of the diagnostic process will be to identify where existing IT systems do not meet current requirements and to suggest what the office may need to consider to develop future implementations of IT systems. While an IP office diagnostic cannot provide a detailed IT system business analysis upon which new systems could be built, it can provide the basic analysis and groundwork to support management decision-making for future IT systems developments.
The IPOD report should therefore include where appropriate recommendations for the development of further strategic plans for the IP office to address issues such as the use of technology in the work of the office.