2012 Taking the Initiative

 

WIPO Strategic Realignment Program

Our Objective for the Strategic Realignment Program is for WIPO to be a responsive, efficient organization, equipped to provide global leadership on IP issues and to achieve its Strategic Goals. 

In seeking to accomplish its mission of promoting innovation and creativity through a balanced and effective international intellectual property system, WIPO operates in a highly dynamic and changing environment.

The challenges we face include addressing the stress on patent and copyright systems as a result of rapid technological change, globalization and increased demand, reducing the knowledge gap between developed and developing countries, and ensuring that the IP system continues to serve effectively its fundamental purpose of encouraging creativity and innovation in all countries. The Strategic Realignment Program (SRP) was launched in order to equip the Organization to address the challenges.

The SRP is an ambitious program with 19 inter-related initiatives. It aims to bring new focus to the Organization’s culture and values, greater efficiency in our business processes and better alignment of our programs, structure and resources to our nine Strategic Goals.

 

Our Core Values

The 19 SRP initiatives each contribute to strengthening our four Core Values :

 

Measuring Success

An annual Core Values Staff survey, in conjunction with the SRP results framework, will measure progress towards WIPO’s four Core Values. The following list of indicators form the SRP results framework:

 

	Satisfaction of member states, users and other stakeholders with business services provided by WIPO; Satisfaction of member states, users and other stakeholders with overall service provided by WIPO; Service orientation of WIPO staff; Awareness of IP and its role in encouraging creativity and innovation and of WIPO’s mission and activities.
	Perception from staff that WIPO “Works as One”; An up-to-date and enabling management and administrative infrastructure; Streamlined and efficient administrative processes and procedures; Degree of compliance from organizational units with established timing for closure of financial accounts.
	Management of organizational performance supported by organizational results; Management of individuals’ performance in accordance with the organizational expected results; Identification of staff with their individual and organizational goals; Reliability of financial management.
	Performing in an ethical manner; Caring about staff: diversity and equality; Caring about community: access for people with disabilities; Caring about the environment.

Completion of the process is expected by the end of 2012.