Does your company have a strategy on intellectual property?

In the global economy, intellectual property (IP) is no longer just a legal category. It is becoming one of the most important elements of business strategy, directly affecting a company’s value, investment attractiveness, and ability to compete in international markets. It is no coincidence that more than 80% of the market value of modern companies consists of intangible assets – patents, trademarks, designs, software, know-how, reputation and the like. However, along with the growing importance of IP, uncertainty is also rapidly increasing.

IP – an asset that ages faster than business plans

Technology, especially artificial intelligence, is developing faster than legal regulation. These challenges are intensified by sanctions, geopolitical risks, customs duties, export restrictions, counterfeiting, unfair competition, and commercial espionage. The logic of IP protection in the global market is becoming fragmented and difficult to predict. This means one simple thing: IP protection can no longer be a one-off action or a formal “checkbox.” It must become a continuous, dynamic process integrated into business decision-making. A strategic question for company managers: who is responsible for this task in your company? One of the most dangerous things is when everyone and no one is responsible for IP governance in a company. Today, investors and shareholders are increasingly asking:

• Who owns IP in your company?
• Is it adequately protected in key markets?
• Is there a risk of disputes?
• Does the company understand the value of its IP and use it?

That is why more and more companies are creating a clear role – an “IP person” who combines legal, business, technological, and strategic decisions. This is not just a legal function – it is a function of managing future value.

Why should the value of IP be assessed, even if it is complicated?

Unassessed IP constitutes unrealized assets. In practice, IP assessment allows you to:

• make inventory of the company’s IP assets,
• justify investment decisions,
• attract capital,
• set license prices,
• calculate losses in the event of violations,
• using IP as a financial instrument (collateral, insurance),
• even become a critical stability factor in the event of a crisis or bankruptcy.

Evaluation methods may vary, ranging from cost or income methods to more flexible solutions. The most important thing is not the method, but the managerial decision to treat IP as an asset rather than an abstract concept.

Global expansion: why does one strategy no longer fit all?

There is no longer a single formula for IP protection in different countries. Different markets mean:

• different registration requirements,
• language and translation risks,
• “first-to-use” and “first-to-file” systems,
• inconsistent practices among authorities,
• the impact of sanctions and geopolitical factors.

This means that global expansion without an IP strategy becomes a catalyst for risk rather than growth.

Where shall you start?

The practical path to your company’s IP strategy usually begins with 5 steps:

1. conduct an IP audit,
2. clearly define ownership rights,
3. ensure adequate protection in priority markets,
4. clearly assign responsibilities within the organization,
5. invest in the education of managers and key teams and the creation of an IP culture in your team.

Today, intellectual property is not a legal add-on, but a strategic asset that either creates long-term value or quietly increases risk. The difference lies not in the number of registrations, but in the maturity of the IP strategy. Put your IP first – again.