Strategic Plan 2007-2012 (page 6 of 12)

Strategic Plan 2007-2012 (PDF – 7.3 MB – 23 pages)

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4. A framework for action

4.1 Roles of a leading IPO

Canadian innovators who reap the full benefits offered by the IP system will become more productive and competitive in domestic and international markets. Canada needs to have in place a modern, internationally competitive IP system that generates timely, quality IP rights and facilitates the effective use of IP information by Canadians. This is a critical strategic determinant of Canadian innovation, competition, productivity and development.

Building upon the successes of the past five years, CIPO is now better positioned to pursue our mission and mandate in an increasingly complex 21st century context. Our vision is to become a leading IPO, for the benefit of Canadians:

To be a leading intellectual property office recognized for excellence in our products and services and for strengthening Canada's innovative capacity through ongoing quality improvement, continuous development of our employees and adherence to our values.

This vision highlights the three key roles CIPO plays in support of Canada's IP system: 1) as a provider of IP products and services; 2) as a contributor to the Government's domestic and international agendas; and 3) as an employer. In developing this strategic plan, CIPO reflected on the nature and scope of each of these roles to determine if, and to what extent these roles needed to be enhanced or realigned in light of government priorities and an evolving global environment.

Mindful of the economic outcomes that the Government of Canada is working to achieve, including "an innovative and knowledge-based economy," CIPO has identified the following priorities:

  • to provide clients with quality IP rights in a timely fashion;
  • to effectively respond to Canadians' evolving IP knowledge needs and expectations, including the particular challenges facing SMEs (general information regarding the existence, benefits and obligation of IP rights; access to the technical information, business data and intelligence contained in IP documents that could be used for innovative/commercial purposes);
  • to administer a modern, internationally competitive IP framework;
  • to play an active role of influence and collaboration with domestic and international IP partners and stakeholders; and
  • to be an innovative organization, with a proactive orientation, that strives to continually enhance the value and contributions of its products and services, and its people.

These priorities led to the development of five strategic directions. These strategic directions, and their corresponding outcomes, focus upon client services and outreach — which together constitute the core of our business, the IP administrative framework and international activities — which are key IP enablers for client services and outreach, and our people — CIPO's single most important asset.

4.2 Our strategic directions and outcomes

The following table outlines our five strategic directions and outcomes for each. Each strategic direction is described in more detail in the following sections 5 through 9 of this plan.

Client services:
Strategic directions
To improve products, services and processes in areas of highest priority to clients while supporting the greater public good.
Outcomes
  • The delivery and quality of CIPO's products and services respond to client needs and expectations, and meet or surpass the performance of leading IPOs.
  • CIPO clients including the public can easily locate the information and people they need.
Outreach:
Strategic directions
To lead IPOs in the development of customized IP information, tools and services to assist Canadian SMEs in acquiring competitive advantage in the marketplace so that increased IP knowledge and use become measurable factors in their global success.
Outcomes
  • Canadian SMEs have gained competitive advantage through the effective use of IP assets and information.
  • Secondary and post-secondary graduates are aware of the benefits of IP and using IP information, so that they will be better positioned to contribute to the realization of the business value of IP.
Administrative framework for IP:
Strategic directions
To improve IP (administrative) policy to benefit Canadians. Administrative framework for IP includes legislation, regulations and office practices.
Outcomes
  • Canada's IP administrative framework is internationally competitive.
  • CIPO leverages its expertise to contribute to the domestic IP agenda.
International:
Strategic directions
To contribute to the improvement of the worldwide IP system and to benefit Canadians, through influencing international IP administrative policies and practices, and sharing and acquiring best practices and business intelligence.
Outcomes
  • CIPO is proactive and demonstrates leadership in advancing Canada's IP position internationally.
  • The IP assistance provided to developing countries is recognized as being of high quality.
Our people:
Strategic directions
To be recognized as one of the best employers in the Government of Canada.
Outcomes
  • CIPO attracts and retains individuals with the competencies it needs.
  • CIPO is a learning organization where individual capabilities and organizational leadership are reinforced.
  • Employees are committed, supportive and involved in their job and organization.

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