稼ぐ力の強化に向けた知財・無形資産戦略

2025年7月11日にKPMGジャパンが公開した記事『「稼ぐ力」の強化に向けた知財・無形資産戦略』では、志賀国際特許事務所とKPMGコンサルティングとの対談形式で、企業が持続的な成長（＝「稼ぐ力」）を確立するうえでどのように知的財産（知財）・無形資産を戦略的に活用すべきかが議論されています。
なぜ今、知財・無形資産戦略が重要か
日本企業は他国に比べて知財・無形資産への投資が小さく、その結果、PBR1倍割れなど企業価値の停滞につながっていると指摘。経営戦略と知財戦略の統合こそが、稼ぐ力を高める鍵だ。
知財は専門領域ゆえ経営層や他部門との共通認識が十分ではないことが課題。
戦略と可視化
保有する知財・無形資産を可視化することの重要性を強調。現状分析に基づきビジネスへの貢献度を把握し、不足する資産と今後の価値創造に必要な資産を明らかにすることが、戦略立案の第一歩。
個別と全社の統合視点
「事業戦略と知財資産の統合」と「経営戦略との結びつけ」の二軸が必要と指摘。前者は一定の進展がある反面、後者に関してはポートフォリオ戦略や資源配分との連動が未成熟。
「量」より「質」に軸足を移すべきとし、知財の「質」とは強い権利範囲という技術的指標に留まらず、経営や事業への貢献という視点を含むべき。
部門間連携と人材交流
知財部門と経営企画や事業部門との距離を縮めることが必要。年度ごとの予算割当や縦割り組織では経営視点から必要な知財を計画的に獲得できず、真に価値ある資産創出に課題が残る。人材のローテーションや社内交流により、経営・知財双方の視点を持つ人材の育成が有効。
効果的な可視化とKPIの設定
知財の可視化を通じて部門間比較や時系列分析を可能にするKPI設定が重要。一定の企業で導入が進んでいる一方、定義や運用はまだ標準化されていない。
まとめ
知財・無形資産を単なる法務・技術の領域ではなく、経営戦略と連動させて活用するのが新たな知財経営の姿。
 
「稼ぐ力」の強化に向けた知財・無形資産戦略
https://kpmg.com/jp/ja/home/insights/2025/07/ip-strategy.html
 
 
Intellectual Property and Intangible Asset Strategy to Strengthen "Earnings Power"
 
In the article published by KPMG Japan on July 11, 2025, titled "Intellectual Property and Intangible Asset Strategy to Strengthen 'Earnings Power'," a dialogue between Shiga International Patent Office and KPMG Consulting explores how companies can strategically leverage intellectual property (IP) and intangible assets to achieve sustainable growth—defined as enhanced "earnings power."
Why IP and Intangible Asset Strategies Are Crucial Now
Japanese companies lag behind their global counterparts in investments toward IP and intangible assets. This underinvestment has contributed to stagnant corporate value, as exemplified by many companies trading below a price-to-book ratio (PBR) of 1. The article argues that integrating business strategy with IP strategy is key to enhancing earnings power. A major challenge is that IP is often regarded as a technical field, making it difficult to establish a shared understanding between management and other departments.
Strategy and Visualization
The importance of visualizing owned IP and intangible assets is emphasized. By analyzing the current status and assessing how these assets contribute to business, companies can identify both missing elements and assets necessary for future value creation. This is the first step in building a strategic plan.
Integrated View: Individual and Company-Wide Perspectives
The article highlights the need for a two-pronged approach: (1) integrating business strategies with IP assets, and (2) linking them to overall management strategy. While some progress has been made in the former, the latter remains underdeveloped, particularly in aligning IP strategies with portfolio management and resource allocation.
Companies should shift their focus from “quantity” to “quality.” The "quality" of IP should not only refer to the technical breadth of patent claims but also its contributions to business and management.
Cross-Departmental Collaboration and Talent Exchange
To create truly valuable assets, collaboration between the IP department and corporate planning or business units must be strengthened. Traditional budget allocations and siloed organizations hinder the ability to strategically acquire necessary IP from a management perspective. Rotating personnel and encouraging internal exchanges help develop talent who can bridge both managerial and IP perspectives.
Effective Visualization and KPI Setting
Setting KPIs that enable comparisons across departments and longitudinal analysis through IP visualization is critical. While some companies have started adopting such metrics, their definitions and implementation methods are not yet standardized.
Conclusion
A new approach to IP management is emerging—one that treats IP and intangible assets not merely as legal or technical matters but as essential components aligned with corporate strategy.