WIPO Catalyst

Empowering IP Offices for the Future

Across the world, intellectual property offices are moving beyond their traditional role of registering and administering IP rights. They are increasingly becoming enablers of innovation and creativity — connecting inventors, creators, businesses, and policymakers within national innovation ecosystems.
WIPO Catalyst brings together the experiences, tools, and insights that support this transformation. It helps IP offices anticipate change, strengthen their institutional capacity, modernize their services, and engage with a wider range of stakeholders to foster economic and creative growth. 
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Explore the roles and functions of IPOs of the Future

The Catalyst framework maps 39 IP offices' (IPOs) functions across six interconnected areas, revealing how modern offices operate beyond traditional boundaries.

Cluster A: Financing, infrastructure, and new technologies

Cluster A focuses on the foundations that allow Intellectual Property Offices (IPOs) to operate effectively and adapt to rapid change.

Generation of timely responses to user demands

IPOs can procure necessary resources and develop appropriate services to meet the needs of users in a timely fashion.

Digitalization of documentation and becoming data-driven

IPOs can become a data-driven organization and early adopter of digital technologies. For the purpose of using data effectively, IPOs can develop an organization-wide strategy and management plans so that data is used ethically and in a transparent manner without bias or discrimination. (i.e. By complementing national data sets through the WIPO IP statistics center as well as statistical country profiles.)

Digital service delivery, including through mobile apps

IPOs can connect with remote locations without the need of physical traveling and promote inclusiveness through digitized and mobile-based services. IPOs can harness mobile technologies to facilitate the business of new entrepreneurs and enable innovators to transfer information and complete tasks quickly. (i.e. IPOs can consult WIPO IP office Business Solutions and explore technical assistance in this area.)

Implementation of IT solutions (e.g. IPAS, cloud solutions and interconnection to other public registries)

IPOs can develop and implement IT and software solutions through pilot testing and tools to face individual or shared challenges. IPOs can collaborate with other stakeholders, including with WIPO IP Office Business Solutions in IT development.

Accessing or developing state-of-the-art technologies (e.g. artificial intelligence)

IPOs can utilize disruptive technologies including AI to gain efficiencies in IP services and decision-making processes, as well as capacity to keep themselves updated on the evolving technological landscape that could help bring more efficiencies for their work.

Seeking and adopting financing models for the office to fulfill its mission

IPOs can explore the challenges and opportunities of financial autonomy to adapt to changes in the market and to modernize necessary infrastructure. IPOs can explore financing models currently being used in national authorities as well as leverage research done in this area, such as the WIPO Models of Intellectual Property Governance and Administration.

Investing in cybersecurity

IPOs can ensure their operations and information are well protected to hackers and data theft and therefore investing in cybersecurity is a key feature for the IPO.

Cluster B: Management and Enforcement of IP Rights

Cluster B represents the core responsibilities of Intellectual Property Offices (IPOs). It brings together two complementary aspects: the day-to-day management of the IP system and the enforcement of rights when infringements occur.

Adoption of telework within the IPO

IPOs can use digital media and other virtual channels, work plans and modalities need to accelerate remote working, while continue to function effectively.

Using Strategic Foresight to landscape environmental changes

IPOs can use strategic foresight to navigate uncertainties within its environment and become more resilient to future challenges. This means using foresight tools in combination with quantitative and qualitative data to scan the horizon for emerging changes and build strategies based on different scenarios for the future that capture the uncertainty ahead.

Generation of quality/productivity indicators (including pendency, and quality report)

IPOs can establish a quality control system including the development and implementation of indicators to evaluate IP office management.

Ensuring sufficient disclosure of information in IP applications

IPOs can ensure that the necessary information is required in IP applications to be able to fulfill the disclosure needs to promote innovation, knowledge sharing, transparency and legal certainty.

Management of the IP registry and, if applicable, traceability of rights, including legal contracts related to IP rights

IPOs can provide quality information on the register as well as IP ownership therefore introducing transparency and efficiency of the IPR market. Access to this information allows for better efficiencies in facilitating licensing and other IPR transactions (e.g. sale of rights).

Integrating procedures of different IP rights

IPOs can analyze and assess the challenges and opportunities of integrating different IP rights application processes and centralizing IP functions in one organization.

Developing and offering options for application processing (including the use of expedited application procedures)

IPOs can provide different types of examination processes and registration to provide alternatives to applicants’ needs regarding examination and registration timelines.

Authorizing the establishment of collective management organizations

IPOs can analyze and assess the challenges and opportunities of playing a regulatory role, including authorizing the establishment of collective management organizations.

Perform control functions of collective management organizations

IPOs can analyze and assess the challenges and opportunities of providing auditing and surveillance functions of collective management organizations.

Articulating/Participating in interinstitutional coordination instances in charge of IP enforcement

IPOs can develop or participate in coordination efforts to improve the efficiency and information exchange in IP enforcement activities, such as engaging with customs border controls, tax and health authorities among others.

Performing IP enforcement functions, including for border enforcement and administrative instances

IPOs can analyze and assess the challenges and opportunities of incorporating IP enforcement functions in their work, including cross border enforcement in order to support domestic stakeholders.

Promotion and/or offering alternative dispute resolution services (conciliation, mediation, arbitration)

IPOs can provide information on Alternative Dispute Resolution (ADR) procedures as well as promote its use in order to expedite the process of IP dispute resolution. IPOs can explore partnerships to offer ADR services, including with the WIPO Arbitration and Mediation Center.

Promotion of awareness raising activities to build respect for IP

IPOs can support or provide different types of awareness activities to educate and create a better understanding of the IP ecosystem and build respect for IP within the general population and stakeholders.

Cluster C: Public Policies and Regulations

Cluster C highlights the role of IPOs as policy shapers. Beyond administering rights, they help design the frameworks that connect intellectual property to national growth and progress.

Cluster C: Public Policies and Regulations

Cluster C highlights the role of IPOs as policy shapers. Beyond administering rights, they help design the frameworks that connect intellectual property to national growth and progress.

Generation of data and indicators to inform innovation and creative industries public policies

IPOs can generate data and indicators for implementing information-based public policy measures. IPOs can support and foster an innovation and creative ecosystem that uses IP as a tool for economic and social development.

Using global statistical data and indicators to inform public policies

IPOs can make use of WIPO resources such as the Global innovation Index, the IP statistic data center and other publications including, the WIPR and the IP, innovation and economic development series to inform policy changes and enhance the work of the IPO.

Designing and/or participating in IP-related policies and regulations

IPOs can play an active role in the development of IP, innovation and creative public policies, including through designing or participating in IP related legislative processes.

Cluster D: Training, Promotion, and User Services

Cluster D highlights how IPOs act as educators and enablers. They strengthen staff skills, raise awareness about the value of IP, and provide tailored support for diverse users such as SMEs, young innovators, and women entrepreneurs.

Strengthening and adapting training/skills of human resources within the IPOs in order to keep up in a changing dynamic landscape

IPOs can adapt to the changing needs of the innovation and creative landscape and train staff members to enhance their skills and knowledge including on new technologies, cybersecurity and data. IPOs can use WIPO resources for staff development and upskilling such as the WIPO Academy (i.e. distance learning courses or the Intellectual Property Training Institutions program (IPTIs).

Generation and deployment of IP communication and dissemination programs and strategies (including by social networks)

IPOs can develop and create promotional strategies and/or awareness programs on IP to position it within the general population, including through social media networks. IPOs can leverage IP awareness and perception statistics in resources such as WIPO Pulse to gauge the effectiveness of awareness programs and strategies.

Generation of support programs for SMEs, young people and women entrepreneurs

IPOs can develop special initiatives, including through granting awards and recognition to facilitate the use of IP by SMEs, young and women entrepreneurs, to enable them to become more competitive, innovative and creative. IPOs can explore and use corresponding WIPO resources including the SME Support Institutions Platform, the step-by-step IP Strategy checklist for SMEs, the Effective SME Intermediary Program, and the WIPO IP youth empowerment strategy.

Facilitating technology and innovation support centers (TISCs) establishment

IPOs can promote and facilitate the establishment of TISCs and therefore play a role in building capacities and supporting innovation and entrepreneurship. IPOs can partner with or collaborate with different stakeholders including the various WIPO Innovation support programs such as the WIPO TISC Program.

Supporting technology transfer programs

IPOs can promote and facilitate technology transfer within their economy including through connecting stakeholders and users of technologies through platforms such as WIPO Green, as well as leveraging resources such as the WIPO model transfer agreement for academic institutions.

Promoting collective management of rights

IPOs can explore the challenges and opportunities of promoting collective management of rights and contribute to facilitating a more efficient market of IP rights.

Connecting the IP system to local communities

IPOs can enable and assist local producers to use the geographical indication system and/or the trademark system to promote and commercialize local products unique to their economy on a local and global scale.

Provide support and promote plant variety protection

IPOs can facilitate plant variety protection including through the use of their patent system, a sui generis system (e.g. UPOV) or a combination of both.

Identify, promote and management of works and innovations in the public domain

IPOs can play an active role in identifying innovations and contents in the public domain and enable access to guidelines on how to use subject matter in the public domain. (e.g. The WIPO toolkits on Identifying and using Inventions in the Public Domain, and New Product development and inventions in the Public Domain.)

Identify, promote and management of orphan works

IPOs can explore the challenges posed by orphan works and enable access for their lawful use while safeguarding potential rights.

Connect and use of WIPO global IP protection system and classification treaties

IPOs use and offer access to WIPO global protection and classification treaties (i.e., PCT, Madrid Agreement/protocol, Hague agreement, Lisbon Agreement, Budapest Treaty, Locarno Agreement, Nice agreement, Strasbourg Agreement, Vienna Agreement).

Cluster E: Strategic Partnerships and Collaboration with multiple stakeholders

Cluster E highlights the role of IPOs as conveners and collaborators. Intellectual property flourishes when creators, businesses, researchers, governments, and international partners work together. By connecting diverse actors, strengthening training, and promoting commercialization pathways, IPOs help transform innovation into real economic and social benefits.

Connecting and collaborating with multiple stakeholders (applicants, businesses (including SMEs), associations, professionals, academics, researchers, creators, innovators, other governmental agencies, international organizations, etc)

IPOs can connect and collaborate with stakeholders who have different interests and needs including through public-private councils or partnerships.

Support and strengthen IP training centers

IPOs can develop or strengthen IP training centers within their jurisdiction including through online courses and training programs. IPOs can also make use of or offer access to key WIPO training resources such as the WIPO Academy distance learning courses.

Support and promotion of IP financing, valuation, and commercialization alternatives

IPOs can support the commercialization of IPRs by developing IPR trading platforms or facilitating a marketplace for IP protected intangible assets. In addition, IPOs can facilitate information about IP valuation models and collaborate in using IP as a tool for financing business and entrepreneurs.

Cluster F: Other functions

Cluster F brings together specialized responsibilities that may not fit neatly into other categories but are essential for resilient IP systems.

Management and promotion of IP topics related to traditional cultural expressions, traditional knowledge and genetic resources

IPOs can manage and promote IP issues related to traditional knowledge, traditional cultural expressions and genetic resources including through carrying out capacity-building activities, and experience sharing sessions on the protection and management of cultural and traditional knowledge and resources as well as promoting the use of collective marks, geographical indications and/or appellations of origins.

Monitoring the development and impact of disruptive technologies on the IP system

IPOs can monitor the development of disruptive technologies and prepare to respond to the challenges and opportunities related to the emerging technological progress and its impact in the IP system. IPOs can use or facilitate access to WIPO resources such as the Technology trends reports, the Patent landscape reports and the TISC Annual Report series.

Cluster B: Management and Enforcement of IP Rights

Cluster B represents the core responsibilities of Intellectual Property Offices (IPOs). It brings together two complementary aspects: the day-to-day management of the IP system and the enforcement of rights when infringements occur.

Roles and functions

IPOs can use digital media and other virtual channels, work plans and modalities need to accelerate remote working, while continue to function effectively.

IPOs can use strategic foresight to navigate uncertainties within its environment and become more resilient to future challenges. This means using foresight tools in combination with quantitative and qualitative data to scan the horizon for emerging changes and build strategies based on different scenarios for the future that capture the uncertainty ahead.

IPOs can establish a quality control system including the development and implementation of indicators to evaluate IP office management.

IPOs can ensure that the necessary information is required in IP applications to be able to fulfill the disclosure needs to promote innovation, knowledge sharing, transparency and legal certainty.

IPOs can provide quality information on the register as well as IP ownership therefore introducing transparency and efficiency of the IPR market. Access to this information allows for better efficiencies in facilitating licensing and other IPR transactions (e.g. sale of rights).

IPOs can analyze and assess the challenges and opportunities of integrating different IP rights application processes and centralizing IP functions in one organization.

IPOs can provide different types of examination processes and registration to provide alternatives to applicants’ needs regarding examination and registration timelines.

IPOs can analyze and assess the challenges and opportunities of playing a regulatory role, including authorizing the establishment of collective management organizations.

IPOs can analyze and assess the challenges and opportunities of providing auditing and surveillance functions of collective management organizations.

A paragraph is a self-contained unit of a discourse in writing dealing with a particular point or idea. Paragraphs are usually an expected part of formal writing, used to organize longer prose.

A paragraph is a self-contained unit of a discourse in writing dealing with a particular point or idea. Paragraphs are usually an expected part of formal writing, used to organize longer prose.

A paragraph is a self-contained unit of a discourse in writing dealing with a particular point or idea. Paragraphs are usually an expected part of formal writing, used to organize longer prose.

A paragraph is a self-contained unit of a discourse in writing dealing with a particular point or idea. Paragraphs are usually an expected part of formal writing, used to organize longer prose.

The Catalyst Blog Series: Voices from the Innovation Ecosystem

The Catalyst Blog Series brings together perspectives from heads of Intellectual Property Offices (IPOs) across all regions, as well as reflections from business leaders, academic experts, and representatives of the creative and innovation sectors who engage with IP systems every day.
Each contribution offers a first-hand look at how IP offices are addressing today’s challenges and preparing for tomorrow — from strategies for digital transformation and sustainable financing to awareness-raising, partnership-building, and user engagement.
These insights highlight the diversity of approaches taken by IP offices when preparing for the future, and provide a better understanding of the complex systems that IP offices need to navigate.