In the fast-paced world of business, intellectual property (IP) strategy can be a game-changer. Yet, even the most brilliant IP experts often face an uphill battle when presenting their ideas to top executives. I will guide you through the art of persuasion, helping you overcome common objections and secure a YES! for your IP strategy.
Overcoming Objections: A Guide to Persuading Senior Managers
First, you might face 3 types of attack when proposing your solution:
- We don't need your idea (solution), because the problem doesn't exist because ...
- OK, there's a problem, but your idea is not the solution because ...
- OK, there's a problem, your idea is interesting but ...
From these 3 possible types of attack, there are 24 possible objections and therefore 24 possible responses.
We don't need your idea (solution), because the problem doesn't exist because ...
Objection 1: "We've never needed this before"
When faced with the classic "if it ain't broke, don't fix it" mentality, remind executives of the ever-changing business landscape. Take the cautionary tale of Kodak, a company that failed to adapt its IP strategy to the digital age. Emphasize that adaptation is key to longevity and success in today's rapidly evolving markets.
We don't need your idea, because the problem doesn't exist because ...
Objection 2: "It's too expensive"
Budget concerns are valid, but innovation doesn't always require deep pockets. Highlight how companies like Apple started in a garage, revolutionizing the tech industry with limited initial resources. Explain that strategic IP management can actually save money in the long run by preventing costly litigation and creating new revenue streams through licensing.
We don't need your idea, because the problem doesn't exist because ...
Objection 3: "You're exaggerating the problem"
Some executives may downplay the importance of IP strategy. Counter this by sharing real-world examples of IP disputes that have cost companies millions. The Apple vs. Samsung patent war is a prime example of how underestimating IP issues can lead to significant financial and reputational damage.
We don't need your idea, because the problem doesn't exist because ...
Objection 4: "Are you saying we've failed?"
Reassure executives that implementing a new IP strategy is not an indictment of past performance. Instead, frame it as building upon existing successes. Cite companies like IBM, which has consistently reinvented its IP strategy to remain a leader in innovation.
We don't need your idea, because the problem doesn't exist because ...
Objection 5: "What's your hidden agenda?"
Transparency is crucial when faced with suspicion. Emphasize the collective benefit of a robust IP strategy. Point to respected industry leaders who support similar approaches, demonstrating that your proposal aligns with best practices.
OK, there's a problem, but your idea is not the solution because ...
Objection 6: "There are too many unanswered questions"
Acknowledge that new strategies often raise questions, but don't let this derail the conversation. Propose a phased approach, starting with small, reversible steps. This method has proven successful for companies like Amazon, which tested new IP strategies in limited markets before full implementation.
OK, there's a problem, but your idea is not the solution because ...
Objection 7: "Your idea is too far-fetched"
Balance visionary thinking with practical implementation. Explain how seemingly radical ideas, like Tesla's decision to open-source some of its patents, can lead to industry-wide innovation and market growth.
OK, there's a problem, but your idea is not the solution because ...
Objection 8: "You're confusing cause and effect"
When executives argue that certain prerequisites must be met before implementing your strategy, propose an iterative approach. Show how small IP initiatives can create a positive feedback loop, much like how Google's initial patent strategy enabled further innovation and market dominance.
OK, there's a problem, but your idea is not the solution because ...
Objection 9: "This reminds me of a failed approach"
Avoid unfair comparisons by focusing on the unique aspects of your proposal. If an executive likens your strategy to a past failure, highlight the differences and explain how your approach addresses previous shortcomings.
OK, there's a problem, but your idea is not the solution because ...
Objection 10: "This goes against our core values"
Demonstrate how your IP strategy actually reinforces company values. For instance, if innovation is a core value, show how strategic IP management can foster a culture of creativity and protect the company's inventions.
OK, there's a problem, but your idea is not the solution because ...
Objection 11: "It's too simple to work"
Simplicity can be a strength. Remind executives that elegant solutions often appear simple in hindsight. The success of companies like Dropbox, built on a seemingly simple idea backed by strong IP protection, illustrates this point.
OK, there's a problem, but your idea is not the solution because ...
Objection 12: "If it's such a good idea, why hasn't anyone else done it?"
Position your company as an innovator. Remind executives that every groundbreaking idea was once novel. Facebook's early social media patents, for example, gave them a significant edge in a then-unexplored market.
OK, there's a problem, but your idea is not the solution because ...
Objection 13: "Your proposal contains contradictions"
Clarify any perceived contradictions by reframing the discussion. If executives see a conflict between quality and affordability in your IP strategy, explain how strategic patenting can actually reduce costs while improving product quality.
OK, there's a problem, but your idea is not the solution because ...
Objection 14: "You've missed the real problem"
Thank the executive for bringing up additional concerns and assure them that your strategy is flexible enough to address newly identified issues. This approach worked well for companies like Procter & Gamble when refining their open innovation IP strategy.
OK, there's a problem, but your idea is not the solution because ...
Objection 15: "There are too many concerns"
Reframe numerous questions as a sign of engagement rather than skepticism. Explain how thorough discussion leads to better implementation, citing examples like Microsoft's collaborative approach to IP strategy development.
OK, there's a problem, but your idea is not the solution because ...
Objection 16: "We've tried this before and failed"
Acknowledge past attempts while highlighting how circumstances and your approach differ. Uber's success in patenting ride-sharing technology, despite earlier failures in the industry, demonstrates how timing and execution matter.
OK, there's a problem, your idea is interesting but ...
Objection 17: "It's too complex for our team to understand"
Emphasize your commitment to clear communication and training. Propose a comprehensive education program, similar to IBM's successful internal IP awareness initiatives.
OK, there's a problem, your idea is interesting but ...
Objection 18: "The timing isn't right"
Stress the importance of proactive IP management. Remind executives how companies like Arm Holdings gained a competitive edge by developing a strong IP portfolio early in the mobile computing revolution.
OK, there's a problem, your idea is interesting but ...
Objection 19: "This will overload our team"
Highlight how effective IP strategies can actually streamline operations. Share case studies of companies like Philips, which improved efficiency through strategic IP management.
OK, there's a problem, your idea is interesting but ...
Objection 20: "This won't work here; we're different"
Acknowledge the company's uniqueness while drawing parallels with successful IP strategies in similar industries. Explain how Qualcomm adapted its IP strategy to various markets while maintaining its core approach.
OK, there's a problem, your idea is interesting but ...
Objection 21: "This could lead to unforeseen consequences"
Assure executives that your strategy includes safeguards and regular reviews. Cite examples like Google's careful approach to AI patents, balancing innovation with ethical considerations.
OK, there's a problem, your idea is interesting but ...
Objection 22: "We need new funding for this"
Demonstrate how effective IP management can be achieved with existing resources. Share stories of startups that built valuable IP portfolios on shoestring budgets, like early-stage SpaceX.
OK, there's a problem, your idea is interesting but ...
Objection 23: "You'll never get unanimous agreement"
Remind executives that innovation often starts with a visionary minority. Recount how Steve Jobs' insistence on patenting the iPhone's design initially faced internal skepticism but ultimately proved crucial.
OK, there's a problem, your idea is interesting but ...
Objection 24: "We lack the necessary infrastructure"
Propose a gradual build-up of IP capabilities. Highlight how companies like Netflix developed their IP infrastructure alongside their core business growth.
By addressing these objections with confidence, clarity, and real-world examples, you'll be well-equipped to persuade even the most skeptical executives of the value of your IP strategy.
Dr Ari Massoudi - https://www.linkedin.com/in/arimassoudi/