©2016. Published in Landslide, Vol. 9, No. 1, September/October 2016, by the American Bar Association. Reproduced with permission. All rights reserved. This information or any portion thereof may not be copied or disseminated in any form or by any means or stored in an electronic database or retrieval system without the express written consent of the American Bar Association or the copyright holder.
Due diligence projects often have rapidly changing parameters and tight deadlines. The realm of intellectual property (IP) is no different. The combination of high stress, high stakes, shifting goals, and time constraints can breed miscommunication and inefficiencies. To make matters more complex, due diligence projects often involve multiple parties and multiple departments within those parties, including business development, marketing, product development teams, and in-house and outside counsel, each with an array of timelines and objectives. Knowing how to deftly coordinate and communicate with in-house and outside counsel can mean the difference between feeling out of control and feeling prepared and level-headed.
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