Dr Mohammed Aljafari IPCOi PARK Royal Scientific Society

Dr Mohammed Aljafari IPCO-i. PARK, Royal Scientific Society Delicate Balances in Institutional IP Management

Established in 1970, the largest applied research institution, consultancy, and technical support service provider in Jordan Set up Jordan’s first TTU in 2004: In order to realize its vision, goals and policies especially those related to the economic development in Jordan At i. PARK, we Support Train Enable Back Encourage Care for Mentor Develop Guide Nurture Ground. Protect Maintain Teach Appreciate innovators Aid & entrepreneurs

IPCO Network Partners: IPCO Jordan University of Science and Technology University of Jordan Petra University Amman Chamber of Industry Jordan Industrial Estates Company (JIEC) Jordan Enterprise Development Corporation (JEDCO) Al Urdonia Lil Ebda Mutah University Yarmouk University King Abdullah II Design and Development Bureau (KADDB) King Abdullah II Fund for Development (KAFD) Applied Scientific Research Fund (ASRF) Mono. Jo Hashemite University Legal IP Agents Princess Sumaya University for Technology National Center for Agricultural Research and Extension (NCARE) German Jordanian University (P) Zaytoonah Private University Jo Tech Transfer Network central office National Center for Research and Development Tafilah Technical University Al-Ahliyya Amnman University Al-Istaa University & Industry Support Investment planning Deal structuring IP Policy (legal framework)

Open Innovation Create Deal Deal Industry Technology moves forward through partnerships Identify a partner to absorb technology and unlock value Identify a viable value chain to reach this partner

Patents are not assets, they are partnership-forming tools Patent to Defend in Court Patents as a means for partnership

Most early institutional failures come from trying to do too much and ending up with an unsustainable budget National- PCT and/or phase limited patenting territory maneuvers

The most successful institutions stick to their mandate; any thing beyond that is handled separately, and preferable under separate bodies Gain casual equity in startups/ spinouts Embrace your investment role as a separate entity

IP policy consideration 2: Anticipated Impact Not to get in the way Protect Regulate Clarify Systemize Attract talent Freedom to do what’s right Create awareness Drive a culture of innovation Drive a hunger for impact The right IP policy is part of a wider strategic effort

IP policy consideration 3: Where does it come from Reality • Budget • Law • Network Strategy Policy • targets • Initiatives A bad policy is a policy that dictates strategy