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Implementing WIPO’s Development Agenda

Friday, July 3rd, 2009

Implementing the World Intellectual Property Agendais now available at IDRC’s Open Books.

Implementing the DA, edited by Jeremy De Beer, is a series of essays, emerging from the work of the EDGE network series about to develop concrete strategies for implementing the Development Agenda. Formally the Development Agenda is a series of 45 recommendations adopted by the General Assembly of the World Intellectual Property Organisation in October 2007. These recommendations were adopted in an attempt to focus WIPO on its mandate as a United Nations agency to support development. Although its unlikely to be acknowledge in official pronouncements the adoption was also an attempt to restore confidence in the World Intellectual Property Organisation as a multilateral organisation which represents the interests of all its members, rather than a vehicle for rent seeking by a handful of multinational corporations based in the global North.

More broadly though, as de Beer points out in the introductory chapter the Development Agenda is far more than a the list of recommendations, it is an attempt to change the paradigm for intellectual property laws in the 21st century.

Essays examine how to define the DA, how the DA may take into account different levels of development, how the impact of the DA might be assessed, the governance and leadership of WIPO and the DA, how emerging economies interact with the DA. Eleven of the twelve essays approach the DA from a process perspective, how may it be implemented. One chapter, which I wrote, on Treaty Provisions on Minimum Exceptions and Limitations for Education takes a different approach, considering how on aspect of the Development Agenda might be concretely implemented by WIPO through an international agreement setting minimum exceptions and limitations for education. In so doing it draws on specific recommendations from the 45, shows how these relate to the Millennium Development Goals adopted by the United Nations, and makes a case for minimum international exceptions.

As a contributor I am very grateful to Jeremy de Beer for the work involved in bringing together a range of scholars, encouraging the conversation, and editing a timely and important book. Most importantly I hope that this book will contribute to implementation of the Development Agenda, because as Jeremy says in the opening chapter: “Implementation is the litmus test for the Development Agenda’s success”.

Book Review: Strategy Safari

Thursday, August 14th, 2008

Strategy Safari, a Guided Tour through the Wilds of Strategic Management by Henry Mintzberg, Bruce Ahlstrand and Joseph Lampel

The authors, who are management academics, review the various schools of business managment thinking, employing the conceit of a safari in search of the fabulous beast of business strategy in the jungle of management theory.

Each school has it emphases, its insights and its blind spots.  The schools are considered in rough order of historical emergence from the Design, Planning and Positioning Schools which insist on detailed anaylsis and planning by a central strategist, through the Entrepreneurial, Cognitive and Learning schools which empasise adapation to change by organisation, the Power and Cultural schools which examine the political and organisational dynamics of strategy, the Environmental school which considers the environment which conditions strategy, the Configuration school which tries to integrate all the preceding schools by strategy formation as a process of transformation. The authors conclude by unearthing the questions management theory hasn’t resolved or addressed. The narrative is enhanced by Mintzberg’s ability to draw on his own work in several of the schools.

Anyone looking for a plug and play business or marketing strategy will be disappointed. The book is a worthwhile read for anyone trying to make sense of business strategy. It gives a perfectly adequate overview of the area, salted with the shrewd comments which underscore both the uses and the limits of business strategy. It has proved to be sufficient coverage of business strategy for someone whose primary interest is to glean insights from business strategy to what might be termed development strategy, providing useful insights into the origins of the dated strategy paradigms, the Design and Planning Schools, which dominate what passes as development strategy.

It’s not an easy read, discussing strategy can become a melange of phrases which make formal sense but without an accompanying picture or sense of how strategy affects quotidian activity . Mintzberg and company try to avoid this, but cannot quite escape the nature of the subject itself.