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Chapter from: "Teaching Old Dogs New Tricks"
Published by: Business Expert Press
Originally published in: 2023

Abstract

This chapter is excerpted from 'Teaching Old Dogs New Tricks'. This book will appeal to the multitude of corporate managers responsible for 'innovation' when they have no idea how to make that happen. C-suite executives and boards of directors are increasingly looking for companies to reinvent themselves or risk being left behind. Almost every big company in the United States requires their employees to assign their intellectual property rights to the firm. Anything the employee creates on company dime and time belongs to the employer. The problem is most of these contracts are not worth the paper they are printed on, because corporations rarely create anything from their employees' ideas. It will allow companies to monetize employee's ideas in a manner that doesn't cost a fortune or create conflicts of interest within the ranks. Not every creative expression is going to result in tens of millions of dollars in revenue - but many will create licensing opportunities that are, at the very least, essentially free money for new product development. Another cadre of readers will realize their innovation-rich futures are languishing in corporate purgatory. Should they quit and pitch their million dollar idea to another organization entirely (as outsiders), or can they take this book to their leaders and drive change, one manager at a time?

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Abstract

This chapter is excerpted from 'Teaching Old Dogs New Tricks'. This book will appeal to the multitude of corporate managers responsible for 'innovation' when they have no idea how to make that happen. C-suite executives and boards of directors are increasingly looking for companies to reinvent themselves or risk being left behind. Almost every big company in the United States requires their employees to assign their intellectual property rights to the firm. Anything the employee creates on company dime and time belongs to the employer. The problem is most of these contracts are not worth the paper they are printed on, because corporations rarely create anything from their employees' ideas. It will allow companies to monetize employee's ideas in a manner that doesn't cost a fortune or create conflicts of interest within the ranks. Not every creative expression is going to result in tens of millions of dollars in revenue - but many will create licensing opportunities that are, at the very least, essentially free money for new product development. Another cadre of readers will realize their innovation-rich futures are languishing in corporate purgatory. Should they quit and pitch their million dollar idea to another organization entirely (as outsiders), or can they take this book to their leaders and drive change, one manager at a time?

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