Hosting the “2025 Life Sciences IP Forum” Intellectual Property Practice at a Turning Point: What Is Required of Professionals in the Field

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On February 4, 2025, the “2025 Life Sciences IP Forum,” organized by the JPMA, was held at the Solacity Conference Center (Chiyoda Ward, Tokyo).Titled “Intellectual Property Practice at a Turning Point: What Is Required of Professionals in the Field,” the 2025 forum featured presentations and a panel discussion by five experts. Continuing the format from 2024, the event was held as a hybrid gathering combining an in-person venue with an online component, and it was a great success, attracting approximately 250 participants, including on-site attendees.This article provides an overview of the presentations and the panel discussion.

Introduction

At a recent Life Sciences IP Forum, the theme for 2023 was “Toward the Social Implementation of Digital Therapeutics (DTx),” focusing on the transformation of pharmaceutical manufacturers from providing “products” as medicines to delivering “experiences.”and the 2024 session focused on measures to create a virtuous cycle within the drug discovery ecosystem—involving numerous players, including those from other industries—to successfully achieve drug discovery.Against the backdrop of these dramatic changes in the business environment—which differ significantly from traditional drug discovery—it has become clear that, in order to bring new products and services to fruition, it is essential to maintain a broad perspective on the business environment and build relationships that are mutually convincing and trustworthy among all stakeholders,Furthermore, given the need to develop such talent, we have decided to focus on intellectual property (IP) professionals at the 2025 IP Forum—though this is a very broad theme.

Therefore, at this forum, we invited speakers from industry, academia, and government to deliver a wide-ranging series of presentations on topics such as the intellectual property (IP) professionals in demand, the skills and mindset required of such professionals, the evolving role of IP departments at pharmaceutical companies, and the application of AI to business operations. During the panel discussion, participants engaged in a lively debate—truly transcending the boundaries of industry, academia, and government—on IP professionals, focusing on key skills and mindset,as well as talent shortages, turnover, and globalization—all centered on the topic of IP professionals. The discussion was truly lively and transcended the boundaries of industry, academia, and government.

Below is a transcript of the presentations and panel discussion.

Presentation

IP Professionals Sought in the AI Era—Focusing on IP Information Analysis and IP Landscaping

Mr. Atsushi Nozaki, President and CEO, E-Patent Co., Ltd. / IP Information ^Consultant®

With the release of ChatGPT-3.5 in November 2022, it has become virtually impossible to discuss intellectual property (IP) professionals without addressing generative AI.The “IP Professional Skills Standard ver. 2.0,” issued by the Japan Patent Office in 2017, outlines the skills required of IP professionals, categorized by level into strategy and execution. However, these skills represent the capabilities that the IP function as a whole should possess; it is not expected that a single IP professional will cover all of them.For example, the skill set required for IP operations (focused on research and analysis) includes “business acumen,” “information gathering, search, and analysis skills,” and “information utilization skills.” However, it is not necessary to possess a high level of proficiency in all three of these skills; rather, it is considered essential to have a strength in one of them, maintain an interest in the others, and actively seek out information on a regular basis.In particular, over the past decade, IP landscaping—which is also mentioned in the IP Professional Skills Standards—has garnered significant attention. I believe that IP departments and professionals who excel in traditional IP skills are now expected to strengthen their “business acumen,” which involves skills related to investing in and strategically utilizing intellectual property.

Considering the potential and applicability of generative AI to IP work in this environment, it can be said that the impact of generative AI on IP work has reached a stage where IP work can no longer be discussed without taking it into account.For example, at E-Patent Co., Ltd., we utilize six types of generative AI—including ChatGPT—in our intellectual property information operations, selecting and applying them based on their specific purposes and characteristics (such as their tendency to produce hallucinations).Additionally, for startups and large corporations that do not specialize in patent research and analysis, we have created and made freely available tools using ChatGPT, such as “GPT for Creating Patent Search Formulas,” “GPT for Creating Patent Analysis Criteria,” and “Chatbots for Patent Research and Analysis.” We encourage you to feel free to use them.

With work becoming increasingly efficient through the use of AI, I have reflected on what kinds of talent and skills will be required.AI will not replace all intellectual property work; rather, it serves as a support tool to streamline tasks such as drafting patent specifications, reviewing contracts, and conducting patent searches and analyses. It can also serve as a tool for T-shaped professionals—who possess a single area of expertise—to extend their expertise, adding a differentiating factor and shifting toward more advanced π-shaped or super-T-shaped profiles.In this context, I believe it will become increasingly important to hone the skills necessary for differentiation: “Bright Side Skills”—which can be acquired through learning (such as patent attorney qualifications or an MBA)—and “Dark Side Skills”—unique human abilities that AI cannot replace (such as the power to influence and motivate people and organizations).

Finally, I would like to discuss how we should proceed with talent development in the IP field while utilizing generative AI. The target audience for talent development—including corporate IP departments, IP liaisons, and IP service firms such as patent law firms—can be categorized into new hires, mid-career professionals, and veterans. In the era of generative AI, the necessary initiatives and training methods are likely to differ for each of these groups.Particularly when training new hires, it is important to have them gain practical experience—such as drafting patent specifications and responding to office actions—rather than teaching them to use generative AI from the very beginning, as this could prevent them from learning to evaluate the accuracy of the AI’s output. Furthermore, senior managers responsible for training new hires must make appropriate judgments regarding when to allow them to begin using AI.

Technology Transfer Activities at the University of Tokyo TLO: The Role of Intellectual Property in Promoting Industry-Academia Collaboration

Ms. Keiko Honda, President and CEO, The University of Tokyo TLO, Inc., Patent Attorney

Today, I would like to introduce the types of people who work at the University of Tokyo TLO and how they work.

First, I’ll outline the company’s history.Our company was founded in 1998. Following the transition of the University of Tokyo to a National University Corporation, we became its exclusive TLO, and our caseload grew rapidly as our organization expanded. In 2023, we celebrated our 25th anniversary. Currently, we have 40 employees with an average age of 37, and women account for 75% of our workforce.

Regarding the University of Tokyo TLO’s technology transfer track record, there are 372 products and services generating royalties, 7 marketed pharmaceuticals, and cumulative revenue from intellectual property stood at approximately 12.5 billion yen as of the end of fiscal year 2022.We are strongly committed to supporting startups; 148 out of 526 University of Tokyo-affiliated startups utilize the University’s intellectual property.Of the approximately 1,400 intellectual property licenses held solely by the University of Tokyo, 57% (as of 2022) were granted to startups, and half of those are in the life sciences sector. This ratio reflects our progress toward a U.S.-style model, even as startup support lags behind in Japan as a whole.

Next, I’d like to introduce our technology transfer operations. We conduct interviews with the inventors for all approximately 600 invention disclosures received annually. For cases where the university plans to retain sole ownership, we also evaluate their licensing potential and provide feedback on this information to the university.For cases where the university has decided to file a patent application, we begin marketing activities immediately after filing. These marketing activities involve exploring licensing opportunities with industry and the potential for startup ventures; once companies expressing interest in adopting the technology become identified, we proceed to licensing activities, including contract negotiations. A key feature of our process is that a single dedicated representative manages the entire process from start to finish.

The significance of this end-to-end approach lies in providing researchers with feedback on market needs and corporate perspectives gained through licensing negotiations, working with them to envision societal implementation, and ultimately creating compelling intellectual property. We believe that repeating this process will increase the likelihood of successful societal implementation.

Since this type of work requires a wide range of skills, our company focuses on developing such talent starting with new graduates. In addition to in-house classroom training, we provide on-the-job training (OJT) to help them hone their skills through sharing and gathering information using our established network.Another crucial aspect is fostering a strong mindset characterized by enthusiasm and passion for bringing innovations to society. To achieve this, it is essential to create a motivating environment within the organization. In particular, success stories are highly effective in boosting motivation.

I would like to introduce two success stories of University of Tokyo inventions that have been successfully commercialized. The first is the case of PeptideDream Co., Ltd. Initially, the company focused on licensing to corporations, but when that did not materialize, it shifted its strategy to establishing a startup.Today, the company has gone on to contribute to the development of the market for medium-molecular-weight compounds. The second example is Vedanta Biosciences. In this case as well, after initially failing to find a partner in Japan, the company was able to launch thanks to a U.S. venture capital firm that took notice of its research papers. It has since become a leading company in the microbiome field.

To further increase the number of such real-world implementation cases, our company exhibits and participates in overseas business matchmaking events. This allows us to identify trends and expand our network, which in turn broadens the horizons of participating employees and helps boost their motivation.

We at TLO believe we play a role in contributing to the formation of value chains, particularly to connect university inventions with societal implementation, and we are working to develop talent capable of excelling in this field.

Initiatives at the Japan Patent Office to Promote Open Innovation

Mr. Hidehiko Kaneko, Intellectual Property Utilization Planning and Coordination Officer, Planning and Research Division, General Affairs Department, Japan Patent Office

Today, I would like to introduce two initiatives by the Japan Patent Office aimed at promoting open innovation.

First, I will discuss the skills and mindset of IP professionals who contribute to the business growth of startups.This is a research study conducted in fiscal year 2022 through surveys and interviews with startups and external IP professionals. It examined what skills and mindset external IP professionals—such as patent attorneys at patent firms—should possess when supporting startups, and conversely, what knowledge startup representatives should have.Although this study focused on the relationship between external IP professionals (i.e., patent firms) and startups, we believe its findings can be applied to other scenarios—such as when in-house IP specialists (e.g., those in the IP department) interact with colleagues within their company who have limited IP knowledge, such as executive management.

First, we have summarized the skills and mindset that external IP professionals should possess into the following nine points.

Furthermore, I’ve summarized how the skills and mindset required for external IP professionals to support startups change depending on the stage of the company’s development.

Next, regarding startups, we believe there are specific “IP sensibilities” required at each stage—from generating ideas and knowledge, to developing business models, and finally launching products and services—and have summarized these into the following six points.

As our second initiative, we would like to introduce a model contract designed to promote open innovation. This model contract was created by the Japan Patent Office in response to a 2020 survey conducted by the Japan Fair Trade Commission on the actual state of business practices involving startups, which revealed that contract terms were not always fair.The report cites several specific cases; for example, it points out issues such as the failure to pay the required compensation under proof-of-concept (PoC) agreements, or problems regarding the assignment of intellectual property rights in joint research agreements.

Based on these examples, we have drafted a model contract aimed at promoting collaboration between large corporations and startups. This model contract provides an explanation, through role-playing scenarios, of the key considerations for both parties when collaborating, and we hope it will serve as a useful reference.

In fact, while drafting this model contract, I realized that agreements between large corporations and startups differ in nature from other types of contracts. Take risk hedging as an example: the startup’s focus on growth and speed differs from the large corporation’s values, so it’s crucial to maximize the benefits for both parties.Therefore, to help both parties share their goals and vision, overcome cultural differences, and advance open innovation smoothly and effectively, we have also prepared a guidebook containing tips and best practices for approaching contract negotiations. We hope this will serve as a useful reference for those involved in open innovation.

Expanding and Connecting: The Expected Roles and Fields of Activity for IP Professionals—From the Perspective of Intangible Assets (Human Capital and Intellectual Property)

Mr. Makoto Kobayashi, Representative Director and CEO, Cyclo-Hygeia Co., Ltd.

Today, I will speak while touching on the theme of this forum: “Human Resources.”

First, looking back at the current era, since the start of the Reiwa era, we have faced extremely difficult issues with no clear-cut answers—such as environmental concerns, well-being, and political instability—and we have entered an era where we must create something from nothing.Looking more closely at the issue from a human resources perspective, “investment in human capital” was the area where the gap between companies and investors was the widest regarding key elements of medium- to long-term investment strategies.Investors place great importance on initiatives that align business strategy with talent strategy. To achieve this, it is essential for autonomous individuals and the company to grow together. However, although the data is not the most recent, Japan’s investment in human capital tends to be lower than that of other countries, and survey results show that the percentage of people who do not engage in self-development is higher in Japan than in other nations.The relationship between management and employees has traditionally been characterized by a monoculture that emphasized homogeneity; however, diversity is now widely accepted, and there is a growing demand for an open relationship in which both parties can choose and be chosen by one another.

Furthermore, the Corporate Governance Code was revised in 2021, incorporating intellectual property considerations for the first time. While there was initial criticism that important information related to competitiveness—such as IP strategy—could not be disclosed, what is actually required is the disclosure and provision of information regarding “alignment with the company’s management strategy and management challenges.”We must not view this solely from an IP perspective but consider it from a broader, holistic view of corporate activities. Furthermore, we need professionals capable of implementing this—that is, professionals who possess not only traditional IP expertise but also skills in management and business.Institutional investors are also focusing on intellectual property as one aspect of their evaluation. Furthermore, implementing ESG-conscious management is a factor in investment decisions, and the SDGs are not unrelated to intellectual property. This is because innovation is necessary to fundamentally solve the challenges associated with every SDG goal.A broad range of intellectual property and intangible assets—including know-how and data—is critical to competitiveness, and the skills required of IP professionals are expanding to include “strategic skills.” A shift is necessary to align with the changing expectations of investors and management.While strategies were previously formulated using only competitor and market information, going forward, intellectual property information will be incorporated and utilized as part of business intelligence.

Many intellectual property professionals are skilled at thinking within the framework of rules (laws)—what might be called “routine performance”—but struggle with devising strategies in situations where there is no single correct answer—what might be called “freestyle performance.” However, going forward, the “freestyle performance” aspect will be emphasized.Building an IP governance framework that is firmly embedded within an organization requires a certain mindset, and it is crucial to effectively balance hard skills—such as the ability to analyze and interpret information—with soft skills, such as the drive to implement initiatives.In the market of the future, it will be necessary to combine traditional IP management with a management perspective on IP governance, a business perspective on IP landscapes, a “IP mix” perspective that takes a broad view of issues, and a perspective on open and closed approaches to corporate collaboration.While it is difficult to become, develop, or recruit talent that possesses all of these qualities, it is important to design one’s career by considering how one can contribute to society and the organization, and what value one wishes to provide.

Finally, as evidence that intellectual property operations are expanding into the realms of innovation and taxation, we will introduce the Innovation Hub Tax System (Innovation Box Tax System), which was established through the fiscal year 2024 tax reform. This is a system that provides an income tax deduction for licensing income or capital gains derived from intellectual property that meets certain criteria.While the current financial impact is by no means sufficient, this is a system that should be further revised in the future to make it more user-friendly and to expand its scope. To that end, I strongly encourage pharmaceutical companies to actively take advantage of this system.

The Pharmaceutical Industry at a Turning Point and the IP Professionals It Needs

Hiroya Okumura, Chairperson, Intellectual Property Committee, Japan Pharmaceutical Manufacturers Association

Under the theme “The Pharmaceutical Industry at a Turning Point and the Need for Intellectual Property Professionals,” I will present the results of discussions held by the JPMA Intellectual Property Committee Task Force regarding the impact of the pharmaceutical industry’s current environment—including the rise of new modalities and the shift toward open innovation—the resulting changes in the role expected of intellectual property, as well as efforts to utilize AI and the skills and personnel required of intellectual property departments.

First, I will present the changing environment facing the pharmaceutical industry, supported by data. Looking at trends in prescription drug sales, it is clear that the share of new modality products is increasing year by year. At the same time, spending on pharmaceutical research and development continues to rise.Pharmaceutical R&D requires a long investment period, and the pharmaceutical industry stands out from other industries with R&D expenses exceeding 18% of sales.

Changes are also evident in the number and types of patents related to pharmaceuticals.While traditional small-molecule pharmaceuticals do not have a particularly large number or variety of patents, new-modality products have complex molecular structures and involve a wide range of related technologies. Although they do not reach the levels of the automotive or IT industries—which have hundreds to thousands of patents—the number of related patents per product is high, requiring a patent strategy different from that used for traditional small-molecule drugs.

Furthermore, in the research and development of new-modality products, partnerships with multiple stakeholders—such as academia and venture companies—are being explored. Within the drug discovery ecosystem, intellectual property serves as a vital link connecting players such as venture companies, universities, pharmaceutical companies, and startups; personal connections and contracts play a crucial role in fostering a virtuous cycle among them.

Traditionally, corporate IP activities centered on research, filing, and management; however, with the rise of open innovation, changes have emerged, and new IP roles—such as partner identification, evaluation, and contract management—have been added. Furthermore, with the establishment of the Corporate Governance Code and Governance Guidelines, these have also become important responsibilities for IP departments.

Next, I’d like to discuss efforts to utilize AI in the pharmaceutical industry. Based on interviews with several member companies participating in the JPMA’s Intellectual Property Committee, the areas where they see potential for AI application are patent searches, translation, and IP landscape analysis—which I believe aligns with the assessment provided earlier by Professor Nozaki.

Due to the impact of generative AI, there is a possibility that the way work is actually done will change in the future. As the scope of AI applications expands, it is expected to influence operational efficiency, the range of tasks, and how work is carried out—and there are high expectations for this.

Next, I’d like to discuss the skills required of an IP department and the professionals who possess them.Depending on the stage of pharmaceutical development, various intellectual property tasks arise, such as FTO searches, patent and trademark applications, licensing due diligence, and disputes and litigation. In traditional corporate IP departments, it was common for a single staff member to handle a specific area of expertise—for example, someone specializing exclusively in patent applications.

However, recently—similar to the “end-to-end” approach Professor Honda mentioned—it has become increasingly common in companies for a single person to handle all intellectual property matters for a single project.

Earlier, in Professor Nozaki’s slides, the terms “T-shaped” and “super T-shaped talent” were mentioned.During our discussion in the task force, we noted that while the mainstream approach in the past was to develop “I-shaped” professionals specializing in specific fields, the trend has recently shifted toward cultivating “T-shaped” professionals who handle all aspects of IP work for a single project. We discussed how both approaches have their respective advantages and disadvantages.

This concludes my presentation; I would like to continue the discussion on the required skills for IP professionals during the panel discussion.

Panel Discussion

Moderator: Hiroya Okumura, Chairperson
Panelists: Atsushi Nozaki, Keiko Honda, Hidehiko Kaneko, Makoto Kobayashi

1. Skills and Mindset Required of IP Professionals

When it comes to the skills of IP professionals, is “the ability to see the big picture” still important? What about other skills?

Could you share your thoughts on how the skills required of IP professionals differ depending on the phase?

Do the results vary depending on whether one possesses a certain mindset—such as enthusiasm and the ability to collaborate?

2. Developing Intellectual Property Talent

Do IP professionals also need to acquire the skills required of planning department staff, such as proposing hypotheses and conducting analysis?

When it comes to talent development, I believe that not only the mindset of those doing the training but also the independence (self-direction) of those being trained is important. What are your thoughts on this?

If there are any talent development initiatives from the perspective of universities or external organizations, could you please share them with us?

Japan faces a shortage of IP professionals, but I’ve never heard of such a shortage overseas. Could the difference in workforce mobility be one reason?

Regarding the difference between IPOs and M&As from the perspective of workforce mobility, does M&A contribute to improving workforce mobility on the acquired side?

3. The Advancement of AI and the Future of IP Professionals

As AI continues to advance, will the skills required of intellectual property professionals change?

With the rise of AI, what new roles should humans take on?

From the perspective of global competition, what kind of talent will be needed?

It takes time to develop creativity and disruptive thinking, but I believe Japanese technology is bound to succeed even when compared to that of other countries. What do you think?

Scene from the panel discussion

(Intellectual Property Forum Executive Committee)

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