Global IP Strategy for Multinational Boards

What directors need to know to safeguard innovation and growth across borders

Why Global IP Strategy Deserves a Spot on the Board Agenda

When a company grows across borders—through acquisition, new markets, or research hubs—its intellectual property strategy must evolve just as quickly. Yet many boards still approach IP as a jurisdiction-by-jurisdiction issue, or worse, as a function of contracts alone.

In today’s interconnected world, that approach creates risk. IP laws vary dramatically between countries. Trade secret protection may be strong in one region, weak in another. Patent filing timelines differ. And cross-border enforcement? Often inconsistent.

For boards guiding companies through global expansion, it’s no longer enough to ask, “Do we have patents?” The right question is: Do we have the right protections in the right places—aligned with where we innovate, operate, and grow?

IP Is an Asset—But Only If It’s Recognized That Way

Boards understand balance sheets. But too often, intangible assets like patents, trade secrets, and proprietary data don’t make it onto the radar until they’re at risk.

In multinational companies, IP may reside in different geographies—sometimes without the board’s full visibility. For example:

Is the company’s most valuable algorithm developed in Switzerland but owned by a U.S. entity?

Are key engineers in India developing innovations without clear IP assignment language?

Are regional subsidiaries licensing tools or tech in ways that could create long-term exposure?

These are not theoretical concerns. A global IP strategy ensures ownership is clear, licensing is consistent, and value is protected—no matter where innovation occurs.

Legal Isn’t the Bottleneck—It’s the Bridge

A global IP strategy isn’t just a legal checklist. It’s a cross-functional process that touches product, R&D, data governance, and finance.

Boards should encourage management to engage legal counsel early—especially when setting up joint ventures or cross-border R&D hubs, negotiating licensing or distribution deals, or evaluating IP implications of M&A in unfamiliar regulatory environments.

At the board level, legal counsel can help translate complex IP structures into strategic guidance. This is particularly important for directors who aren’t IP experts but are tasked with fiduciary oversight.

Questions the Board Should Be Asking

To move beyond reactive risk management, boards can start with these forward-looking questions:

Do we know where our key IP is created, housed, and enforced?

Have we assessed whether our protections align with our most valuable innovations and markets?

Are we tracking emerging IP challenges in countries where we plan to grow?

Have we reviewed our cross-border data flows for IP and regulatory exposure?

Directors don’t need to solve these issues. But they do need to ensure the right questions are being asked—and answered—before a problem arises.

What’s at Stake Isn’t Just Patents—It’s Trust

Poor IP governance can erode value, stall expansion, and trigger regulatory action. But equally important is the impact on reputation.

In a global economy increasingly focused on innovation, investors, partners, and regulators are watching how companies handle intangible assets. A patchwork or reactive approach signals weakness. A thoughtful, global IP strategy demonstrates resilience, foresight, and board-level engagement.

Let’s Talk

Is your board taking a proactive approach to global IP risk and value protection? We’d love to hear how your company is tackling these issues—or help you think through where to start.

Let’s keep building what’s next—together.