Management Challenges
Shift in Complexity of Filings / Sustained Emphasis on Quality
— The USPTO must address the challenges of rising workloads, the
shift of applications from traditional arts to more complex technologies,
and the reality that any limitations and delays in implementing the 21st
Century Strategic Plan initiatives will delay some of the quality improvements
and many efficiency gains projected in the Strategic Plan. Technology
has become increasingly complex, and responding to demands from the public
for higher quality products and services continues to be a priority.
Electronic Workplace — The Patent and
Trademark operations are rapidly moving to eliminate paper documents from
their processes. As the reliance on paper disappears from internal processes,
the costs for handling applications and related materials will be substantially
reduced. Electronic communications will be improved, encouraging more
applicants to do business electronically with the delivery of web-based
text and image systems. Both Patent and Trademark organizations have made
significant progress in support of the long-term goal to create an e-government
operation, and the Trademark organization now relies exclusively on trademark
data submitted or captured electronically to support examination, publish
documents, and issue registrations. However, this increased reliance on
electronic systems presents challenges in storage and maintenance for
data recovery in the event of outage. Keeping systems robust and adaptable
to continuous improvement is imperative.
Strengthening IPR System — An effective
IPR system is important to trade because it provides confidence to businesses
that rights will be respected and that profits will be returned to IPR
holders. The tremendous ingenuity of American inventors, coupled with
a strong intellectual property system, encourages and rewards innovation
and helps propel the economic and technological growth of our nation.
Our challenges include deepening the dialogue on global intellectual property
policy, facilitating technical cooperation with foreign countries, surveying
and exchanging information on the current status of IPR protection and
administrative systems, and arriving at agreement on standards of enhanced
intellectual property enforcement to include increased criminal and civil
protection, as well as tighter controls on circumventing technological
protection.
Human Capital Strategy Improvements attract and retain talent
and build an exceptional employee base — The USPTO
knows that a talented human resource base can be a competitive advantage
in any economic environment. However, building this base is a challenge
when faced with ever changing market requirements, increased employee
demands, and competition for talent. Therefore, the human capital strategy
must include elements that anticipate resource requirements and establishes
a long-term approach to securing them. This includes a brand in the labor
marketplace and investing in talent, a valuable corporate asset, as well
as providing for varied motivitional factors. The long-term approach must
also attempt to integrate systems to monitor the needs of employees and
ensure that human capital policies continue to reflect employee goals
linked to corporate strategy.
Long-Term Funding Stability — Adequate
funding is important for helping the USPTO accomplish its mission of evaluating
patent and trademark applications in a timely and quality manner. Long-term
funding stability, will create a predictable environment for planning
purposes.
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