20180322 wing arcuserconference2018_productinfomation
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2018/03/22开催のウイングアークユーザー総会。最速のおもしろ製品トピックスです。
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NDS2019用OnTime資料です。
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?OnTime Group Calendar
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?まとめ
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2018/03/22开催のウイングアークユーザー総会。ユーザーグループ再起动にかける想いです。生成AI導入で業務効率化を実現 - 米国成功事例に学ぶメリット FUSIONDRIVER, INC.
生成AI導入で業務効率化を実現 - 米国成功事例に学ぶメリット FUSIONDRIVER, INC.FUSIONDRIVER, INC.
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生成AIの導入で大きく業務効率化を進められる可能性があります。先進的な米国の事例を紹介しながら、そのメリットを解説します。
本件のウエブサイト
/slideshow/ai-fusiondriver-inc/276172676
FUSIONDRIVER, INC.
ホームページ https://www.fusiondriver.biz/index.html
米国オフィス
830 Stewart Drive, Suite 277, Sunnyvale, CA 94085, USA
担当; 徳田 浩司
電話 日本 050-5534-1114 (国内電話で通じます)
E-mail: info@fusiondriver.bizにっほ?んの宝物 JAPANグランプリ 2024-2025 当日冊子_________
にっほ?んの宝物 JAPANグランプリ 2024-2025 当日冊子_________Undiscovered Gems of Japan
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目次：
?地域の原石を全国?世界レベルのヒット商品に育てるプロジェクト「にっぽんの宝物」とは？?ヒット商品が生まれる にっぽんの宝物の「9つの秘密」?
?シンガポールでの世界大会、2年目を開催！?シンガポールの日本食部門でNo.1に選ばれたレストランと協業！?
?全国大会2023-2024、世界大会2024で上位入賞をしたみなさんの声
?JAPAN GRAND PRIX 地域セミナー&地域グランプリ 主催者の声
?すでに全国23都道府県で実施実績「にっぽんの宝物を始めるには？」
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?全国から応援団が集まるにっぽんの宝物DAOとは？?宝物プロジェクトに共感する人々が、全国から既に947名参画！?
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?2024年度 参加地域?関係者情報
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?プロデューサー 羽根拓也 メッセージ
【チの共有】スタートアップの知財戦略, #スタートアップ, #知財戦略, #拡張知財
【チの共有】スタートアップの知財戦略, #スタートアップ, #知財戦略, #拡張知財kimotodaisuke16
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以下は、「スタートアップの知財戦略」の要約です。（約3000文字）
---
本資料は、スタートアップが知的財産（知財）戦略を策定する際に考慮すべき特有の事情とロジックを解説したものである。スタートアップの知財戦略は、大企業のそれとは異なる前提や条件を持つため、その戦略設計には特殊性が求められる。
**背景と問題意識**
スタートアップが抱える特有の事情として、資金や人材などのリソース不足、頻繁な事業ピボット、急速な組織変更、技術の陳腐化速度の速さなどがある。そのため、大企業が実施している知財戦略を単純に模倣しても成功しないことが強調されている。知財戦略の策定においては、こうしたスタートアップ特有の背景を踏まえた柔軟な思考が必要となる。
**戦略の定義**
戦略とは一般的に、「リソース（予算や人材）の配分とシナリオ（目的地への筋書）」である。スタートアップにおいては、リソース（兵站）が極めて限られているため、兵站（資金調達）の重要性が大企業よりも増す。特にスタートアップでは、知財の先願主義よりも「先調達主義」、つまり資金調達を戦略に織り込む視点が不可欠である。
**知財戦略の本質**
本資料での「知財」は広義の意味（拡張知財）であり、無形資産全般を指す。ここには特許権などの法定知財に加え、MVV（ミッション?ビジョン?バリュー）、人事、広報、ブランド、契約といった非法定知財も含まれる。よって知財戦略は「無形資産のリソース配分とシナリオ」として理解されるべきである。
**特許投資の性質**
特許投資はスタートアップにおいても重要であるが、特許出願から登録までには複数回の手続きがあり、国内出願だけでも約100万円、外国出願も考慮すれば数百万円という多額の費用が必要になる。これらは一括投資ではなく段階的に発生し、ランニングコストとして重くのしかかることから、資金繰りが不安定なスタートアップにとっては慎重なリソース配分が求められる。
**経営戦略との関係**
知財戦略は単体で成立するものではなく、経営戦略の一部として位置付けられる。経営戦略が企業全体のリソース配分を決定するものである以上、知財予算の絶対額や配分も経営戦略との整合性が不可欠である。スタートアップにおいては、独立性の高い知財部門を早期に形成すると、短期的な投資効果が見えにくいために「絵に描いた餅」となりやすい。したがって、一定規模になるまでは、知財予算は経営が直接管理するのが望ましい。
また、知財戦略を「拡張知財」として捉えると、その戦略設計は経営戦略並みの視座が必要となる。これは、拡張知財が企業のほぼすべての部門で生成される無形資産を対象とするからである。
**スタートアップの知財戦略のロジック（FIT）**
スタートアップの知財戦略には、以下の3つの特徴（FIT）がある。
- **柔軟性（Flexibility）**
知財は投資効果の発動までに時間がかかるため、短期的な事業方針の変化に影響されにくく、逆に予算の柔軟な再配分（削減など）を容易に行える。
- **干渉性（Interference）**
拡張知財は企業内のほぼすべての部門に干渉し影響を与える。そのため、知財部は企業全体の情報を集約し、経営のリソース配分に関与する役割を担うことが求められる。
- **変容性（Transformation）**
企業の成長ステージ（シード期、アーリー期、ミドル期、レイター期など）に応じて知財の目的や戦略も変化する。シード期は技術力の認知を目的としたコア特許の出願、成長期は参入障壁構築、成熟期は巨大な特許ポートフォリオによるクロスライセンスの準備が必要となる。
**具体的な戦略イメージ**
例えば、初期のプロトタイプ段階ではコアとなる技術を1件の特許で押さえ、技術的な認知を得る。その後のシリーズAなどの資金調達後は参入障壁を築くために特許ポートフォリオを拡充し、最終的には市場シェアを維持するためにクロスライセンスに耐えるだけの知財資産を形成する、というのが理想的なステージに合わせた知財戦略の変容である。
**まとめと残論点**
知財戦略はスタートアップにおいて、経営戦略と一体であり、柔軟かつ企業全体に干渉的で変容可能な戦略として捉えられるべきである。リソースが限られるスタートアップでは、知財への投資が他部門のリソースを圧迫するため、全体最適の視点が不可欠である。
さらに、知財戦略の具体的手法（特許戦略、オープン?クローズ戦略）や非法定知財（契約、人事、広報、研究開発）との融合に関しては別途検討が必要とされている。今後、これらの各論についての検討を深めることが求められる。
---
以上のように、スタートアップの知財戦略は、限定的なリソースを最大限に活用しつつ、企業の成長段階に柔軟に適応する包括的な戦略として理解し実践されるべきである。FUSIONDRIVER, INC.による経営視点×AI 6ヶ月パッケージのご案内：短期集中型AIコンサルティング
FUSIONDRIVER, INC.による経営視点×AI 6ヶ月パッケージのご案内：短期集中型AIコンサルティングFUSIONDRIVER, INC.
?
生成AIの導入で大きく業務効率化を進められる可能性があります。経営視点の観点から、経営課題を抽出し、優先順位の高いものからAIでの解決を探ります。経営実務とITプロジェクトの実務経験豊富なコンサルタントがソリューション提供まで対応します。
本件のウエブサイト
https://www.fusiondriver.biz/ai.html
FUSIONDRIVER, INC.
ホームページ https://www.fusiondriver.biz/index.html
米国オフィス
830 Stewart Drive, Suite 277, Sunnyvale, CA 94085, USA
担当; 徳田 浩司
電話 日本 050-5534-1114 (国内電話で通じます)
E-mail: info@fusiondriver.biz 
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生成AI導入で業務効率化を実現 - 米国成功事例に学ぶメリット FUSIONDRIVER, INC.
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?
生成AIの導入で大きく業務効率化を進められる可能性があります。先進的な米国の事例を紹介しながら、そのメリットを解説します。
本件のウエブサイト
/slideshow/ai-fusiondriver-inc/276172676
FUSIONDRIVER, INC.
ホームページ https://www.fusiondriver.biz/index.html
米国オフィス
830 Stewart Drive, Suite 277, Sunnyvale, CA 94085, USA
担当; 徳田 浩司
電話 日本 050-5534-1114 (国内電話で通じます)
E-mail: info@fusiondriver.bizにっほ?んの宝物 JAPANグランプリ 2024-2025 当日冊子_________
にっほ?んの宝物 JAPANグランプリ 2024-2025 当日冊子_________Undiscovered Gems of Japan
?
2025年2月26日?27日に東京で開催された「にっぽんの宝物 JAPANグランプリ2024-2025」の当日配布冊子です。
目次：
?地域の原石を全国?世界レベルのヒット商品に育てるプロジェクト「にっぽんの宝物」とは？?ヒット商品が生まれる にっぽんの宝物の「9つの秘密」?
?シンガポールでの世界大会、2年目を開催！?シンガポールの日本食部門でNo.1に選ばれたレストランと協業！?
?全国大会2023-2024、世界大会2024で上位入賞をしたみなさんの声
?JAPAN GRAND PRIX 地域セミナー&地域グランプリ 主催者の声
?すでに全国23都道府県で実施実績「にっぽんの宝物を始めるには？」
?HISTORY
?にっぽんの宝物プロジェクト 過去の開催地域一覧
?審査員の皆様から グランプリに寄せてメッセージ
?グランプリ審査員リスト
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?プロデューサー 羽根拓也 メッセージ【チの共有】スタートアップの知財戦略, #スタートアップ, #知財戦略, #拡張知財
【チの共有】スタートアップの知財戦略, #スタートアップ, #知財戦略, #拡張知財kimotodaisuke16
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以下は、「スタートアップの知財戦略」の要約です。（約3000文字）
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本資料は、スタートアップが知的財産（知財）戦略を策定する際に考慮すべき特有の事情とロジックを解説したものである。スタートアップの知財戦略は、大企業のそれとは異なる前提や条件を持つため、その戦略設計には特殊性が求められる。
**背景と問題意識**
スタートアップが抱える特有の事情として、資金や人材などのリソース不足、頻繁な事業ピボット、急速な組織変更、技術の陳腐化速度の速さなどがある。そのため、大企業が実施している知財戦略を単純に模倣しても成功しないことが強調されている。知財戦略の策定においては、こうしたスタートアップ特有の背景を踏まえた柔軟な思考が必要となる。
**戦略の定義**
戦略とは一般的に、「リソース（予算や人材）の配分とシナリオ（目的地への筋書）」である。スタートアップにおいては、リソース（兵站）が極めて限られているため、兵站（資金調達）の重要性が大企業よりも増す。特にスタートアップでは、知財の先願主義よりも「先調達主義」、つまり資金調達を戦略に織り込む視点が不可欠である。
**知財戦略の本質**
本資料での「知財」は広義の意味（拡張知財）であり、無形資産全般を指す。ここには特許権などの法定知財に加え、MVV（ミッション?ビジョン?バリュー）、人事、広報、ブランド、契約といった非法定知財も含まれる。よって知財戦略は「無形資産のリソース配分とシナリオ」として理解されるべきである。
**特許投資の性質**
特許投資はスタートアップにおいても重要であるが、特許出願から登録までには複数回の手続きがあり、国内出願だけでも約100万円、外国出願も考慮すれば数百万円という多額の費用が必要になる。これらは一括投資ではなく段階的に発生し、ランニングコストとして重くのしかかることから、資金繰りが不安定なスタートアップにとっては慎重なリソース配分が求められる。
**経営戦略との関係**
知財戦略は単体で成立するものではなく、経営戦略の一部として位置付けられる。経営戦略が企業全体のリソース配分を決定するものである以上、知財予算の絶対額や配分も経営戦略との整合性が不可欠である。スタートアップにおいては、独立性の高い知財部門を早期に形成すると、短期的な投資効果が見えにくいために「絵に描いた餅」となりやすい。したがって、一定規模になるまでは、知財予算は経営が直接管理するのが望ましい。
また、知財戦略を「拡張知財」として捉えると、その戦略設計は経営戦略並みの視座が必要となる。これは、拡張知財が企業のほぼすべての部門で生成される無形資産を対象とするからである。
**スタートアップの知財戦略のロジック（FIT）**
スタートアップの知財戦略には、以下の3つの特徴（FIT）がある。
- **柔軟性（Flexibility）**
知財は投資効果の発動までに時間がかかるため、短期的な事業方針の変化に影響されにくく、逆に予算の柔軟な再配分（削減など）を容易に行える。
- **干渉性（Interference）**
拡張知財は企業内のほぼすべての部門に干渉し影響を与える。そのため、知財部は企業全体の情報を集約し、経営のリソース配分に関与する役割を担うことが求められる。
- **変容性（Transformation）**
企業の成長ステージ（シード期、アーリー期、ミドル期、レイター期など）に応じて知財の目的や戦略も変化する。シード期は技術力の認知を目的としたコア特許の出願、成長期は参入障壁構築、成熟期は巨大な特許ポートフォリオによるクロスライセンスの準備が必要となる。
**具体的な戦略イメージ**
例えば、初期のプロトタイプ段階ではコアとなる技術を1件の特許で押さえ、技術的な認知を得る。その後のシリーズAなどの資金調達後は参入障壁を築くために特許ポートフォリオを拡充し、最終的には市場シェアを維持するためにクロスライセンスに耐えるだけの知財資産を形成する、というのが理想的なステージに合わせた知財戦略の変容である。
**まとめと残論点**
知財戦略はスタートアップにおいて、経営戦略と一体であり、柔軟かつ企業全体に干渉的で変容可能な戦略として捉えられるべきである。リソースが限られるスタートアップでは、知財への投資が他部門のリソースを圧迫するため、全体最適の視点が不可欠である。
さらに、知財戦略の具体的手法（特許戦略、オープン?クローズ戦略）や非法定知財（契約、人事、広報、研究開発）との融合に関しては別途検討が必要とされている。今後、これらの各論についての検討を深めることが求められる。
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以上のように、スタートアップの知財戦略は、限定的なリソースを最大限に活用しつつ、企業の成長段階に柔軟に適応する包括的な戦略として理解し実践されるべきである。FUSIONDRIVER, INC.による経営視点×AI 6ヶ月パッケージのご案内：短期集中型AIコンサルティング
FUSIONDRIVER, INC.による経営視点×AI 6ヶ月パッケージのご案内：短期集中型AIコンサルティングFUSIONDRIVER, INC.
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生成AIの導入で大きく業務効率化を進められる可能性があります。経営視点の観点から、経営課題を抽出し、優先順位の高いものからAIでの解決を探ります。経営実務とITプロジェクトの実務経験豊富なコンサルタントがソリューション提供まで対応します。
本件のウエブサイト
https://www.fusiondriver.biz/ai.html
FUSIONDRIVER, INC.
ホームページ https://www.fusiondriver.biz/index.html
米国オフィス
830 Stewart Drive, Suite 277, Sunnyvale, CA 94085, USA
担当; 徳田 浩司
電話 日本 050-5534-1114 (国内電話で通じます)
E-mail: info@fusiondriver.biz Featured (20)
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20180322 wing arcuserconference2018_productinfomation
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- 4. ２つの成长の物语
- 7. 早い ＋ 安い ＋ 簡単 ＝ 80万
- 17. Future
- 18. with IoT
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- 29. Future
- 32. 32