Making IP & Innovation Decisions
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1. Which of these IP and innovation questions are most important to your role? (pick one)

Which of these IP and innovation questions are most important to your role? (pick one) What changes are taking place in the competitive environment?

Which white spaces are of sufficient value and minimal risk to explore?

How can we identify the best strategic partners to accelerate our pipeline?

Which external IP or innovations will provide additional capabilities most rapidly and cost effectively?

How can we confirm the freedom to operate?

What is the valuation of a particular portfolio of IP or intangible assets?

Other (please specify)

2. When do you most often see your organization investing to answer IP and innovation questions like those in Question 1? (pick one)

When do you most often see your organization investing to answer IP and innovation questions like those in Question 1? (pick one) During strategic planning

During annual budgeting

In advance of discrete technology and/or market investments

When a deal appears likely

When a litigation is imminent

Other (please specify)

3. How often are you involved in technology or IP analysis to help your organization address questions like those in Questions 1? (pick one)

How often are you involved in technology or IP analysis to help your organization address questions like those in Questions 1? (pick one) Never

Once or twice in the past

Once or twice per year

Several times a year

Other

Other (please specify)

4. Rate how likely each strength is to encourage you to engage external analytics solutions (tools & services outside your organization) to address IP and innovation questions like those in Question 1.

	Least Likely				Most Likely
Spotting hidden patterns	*Rate how likely each strength is to encourage you to engage external analytics solutions (tools & services outside your organization) to address IP and innovation questions like those in Question 1. Spotting hidden patterns Least Likely	Spotting hidden patterns	Spotting hidden patterns	Spotting hidden patterns	Spotting hidden patterns Most Likely
Increasing certainty in decision-making	Increasing certainty in decision-making Least Likely	Increasing certainty in decision-making	Increasing certainty in decision-making	Increasing certainty in decision-making	Increasing certainty in decision-making Most Likely
Augmenting the knowledge of our researchers	Augmenting the knowledge of our researchers Least Likely	Augmenting the knowledge of our researchers	Augmenting the knowledge of our researchers	Augmenting the knowledge of our researchers	Augmenting the knowledge of our researchers Most Likely
Collecting critical evidence for later use	Collecting critical evidence for later use Least Likely	Collecting critical evidence for later use	Collecting critical evidence for later use	Collecting critical evidence for later use	Collecting critical evidence for later use Most Likely
Saving time for our more costly experts and/or counsel	Saving time for our more costly experts and/or counsel Least Likely	Saving time for our more costly experts and/or counsel	Saving time for our more costly experts and/or counsel	Saving time for our more costly experts and/or counsel	Saving time for our more costly experts and/or counsel Most Likely
Using visualizations & insights to better communicate complex situations	Using visualizations & insights to better communicate complex situations Least Likely	Using visualizations & insights to better communicate complex situations	Using visualizations & insights to better communicate complex situations	Using visualizations & insights to better communicate complex situations	Using visualizations & insights to better communicate complex situations Most Likely
Relating the external environment to our organization	Relating the external environment to our organization Least Likely	Relating the external environment to our organization	Relating the external environment to our organization	Relating the external environment to our organization	Relating the external environment to our organization Most Likely
Developing believable valuation estimates	Developing believable valuation estimates Least Likely	Developing believable valuation estimates	Developing believable valuation estimates	Developing believable valuation estimates	Developing believable valuation estimates Most Likely
Monitoring IP and innovation landscapes in consistent and efficient manners	Monitoring IP and innovation landscapes in consistent and efficient manners Least Likely	Monitoring IP and innovation landscapes in consistent and efficient manners	Monitoring IP and innovation landscapes in consistent and efficient manners	Monitoring IP and innovation landscapes in consistent and efficient manners	Monitoring IP and innovation landscapes in consistent and efficient manners Most Likely
There are no perceived strengths in using external analytic solutions to the IP and innovation questions provided	There are no perceived strengths in using external analytic solutions to the IP and innovation questions provided Least Likely	There are no perceived strengths in using external analytic solutions to the IP and innovation questions provided	There are no perceived strengths in using external analytic solutions to the IP and innovation questions provided	There are no perceived strengths in using external analytic solutions to the IP and innovation questions provided	There are no perceived strengths in using external analytic solutions to the IP and innovation questions provided Most Likely

5. Rate how likely each weakness is to discourage you to engage external analytics solutions (tools & services outside your organization) to address IP and innovation questions like those in Question 1.

	Least Likely				Most Likely
Tools are too expensive/ too hard to use	*Rate how likely each weakness is to discourage you to engage external analytics solutions (tools & services outside your organization) to address IP and innovation questions like those in Question 1. Tools are too expensive/ too hard to use Least Likely	Tools are too expensive/ too hard to use	Tools are too expensive/ too hard to use	Tools are too expensive/ too hard to use	Tools are too expensive/ too hard to use Most Likely
Too expensive to work with external providers	Too expensive to work with external providers Least Likely	Too expensive to work with external providers	Too expensive to work with external providers	Too expensive to work with external providers	Too expensive to work with external providers Most Likely
Coordinating all required expertise is too difficult	Coordinating all required expertise is too difficult Least Likely	Coordinating all required expertise is too difficult	Coordinating all required expertise is too difficult	Coordinating all required expertise is too difficult	Coordinating all required expertise is too difficult Most Likely
Defining projects and objectives	Defining projects and objectives Least Likely	Defining projects and objectives	Defining projects and objectives	Defining projects and objectives	Defining projects and objectives Most Likely
Reports/ results can often be too long, vague and confusing	Reports/ results can often be too long, vague and confusing Least Likely	Reports/ results can often be too long, vague and confusing	Reports/ results can often be too long, vague and confusing	Reports/ results can often be too long, vague and confusing	Reports/ results can often be too long, vague and confusing Most Likely
Analytics services often lack subject matter expertise	Analytics services often lack subject matter expertise Least Likely	Analytics services often lack subject matter expertise	Analytics services often lack subject matter expertise	Analytics services often lack subject matter expertise	Analytics services often lack subject matter expertise Most Likely
Analytics services often are not collaborative enough	Analytics services often are not collaborative enough Least Likely	Analytics services often are not collaborative enough	Analytics services often are not collaborative enough	Analytics services often are not collaborative enough	Analytics services often are not collaborative enough Most Likely
Don't want to disclose real needs outside of the organization	Don't want to disclose real needs outside of the organization Least Likely	Don't want to disclose real needs outside of the organization	Don't want to disclose real needs outside of the organization	Don't want to disclose real needs outside of the organization	Don't want to disclose real needs outside of the organization Most Likely
Must start over/ redo work when new information emerges	Must start over/ redo work when new information emerges Least Likely	Must start over/ redo work when new information emerges	Must start over/ redo work when new information emerges	Must start over/ redo work when new information emerges	Must start over/ redo work when new information emerges Most Likely
We've done it before, it hasn't worked well or at all	We've done it before, it hasn't worked well or at all Least Likely	We've done it before, it hasn't worked well or at all	We've done it before, it hasn't worked well or at all	We've done it before, it hasn't worked well or at all	We've done it before, it hasn't worked well or at all Most Likely

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Making IP & Innovation DecisionsExit this survey

1. Which of these IP and innovation questions are most important to your role? (pick one)

2. When do you most often see your organization investing to answer IP and innovation questions like those in Question 1? (pick one)

3. How often are you involved in technology or IP analysis to help your organization address questions like those in Questions 1? (pick one)

4. Rate how likely each strength is to encourage you to engage external analytics solutions (tools & services outside your organization) to address IP and innovation questions like those in Question 1.

5. Rate how likely each weakness is to discourage you to engage external analytics solutions (tools & services outside your organization) to address IP and innovation questions like those in Question 1.

Making IP & Innovation Decisions
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