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"The hegemony competition surrounding national strategic technologies such as AI (artificial intelligence), biotechnology, and semiconductors is no longer a matter of 'who develops technology first.' The center of gravity in global competition has already shifted beyond laboratories to the struggle for dominance over patents — that is, an 'IP (intellectual property) war.'"
Im Hwan, President of the Korean Association for Research and Technology Transfer (KARIT), recently articulated the essence of technological hegemony competition in this manner during an interview with MoneyToday's startup media platform, Unicorn Factory. Lim (Chairman) also serves as a committee member of the IP Strategy Research Society and has consistently emphasized the need to restructure the system that connects technology development, patent strategy, and commercialization.
He stated, "We have entered an era where national competitiveness is determined not by the technology itself, but by how strategically patents are secured." Indeed, the United States continues to make massive investments in national strategic technologies to solidify its IP superiority, while China has launched a fierce pursuit by rapidly securing core patents in AI, semiconductors, and biotechnology. The European Union (EU) also established the Unitary Patent (UP) system in 2023, which allows for the acquisition and maintenance of patent rights across all 25 ratifying countries through a single application and registration, effectively binding the entire EU into one IP market.
In contrast, although South Korea has maintained world-class R&D (research and development) investment levels, it has faced criticism that these efforts have not translated into strong patent competitiveness capable of succeeding in global markets. Researchers are evaluated primarily based on publication records, while research institutional investors focus excessively on quantitative indicators such as the number of patents. As a result, analyses indicate that the structure linking 'R&D → patent strategy → technology commercialization' has become rigidly fragmented, with each component operating independently rather than as an integrated flow.
Lim (Chairman) remarked, "The recent expansion and restructuring of the Korean Intellectual Property Office into an Intellectual Property Agency, which strengthens national-level IP coordination functions, is undoubtedly a positive change." However, he emphasized that there is now a need for a policy Daejeon-hwan to redesign the entire technology policy framework around an IP-centric structure.
IP Strategy Must Be Embedded from the R&D Planning Stage... A 'Scale-up IP Ecosystem' Is Needed
The first solution Lim (Chairman) emphasized is embedding IP strategy from the very beginning of the R&D planning stage. Currently, at public R&D sites, preliminary patent searches and strategies to avoid IP disputes often remain merely formal procedures. From the perspective of researchers, patent strategy feels like an additional cost with high uncertainty.
He stated, "Patent competitiveness is not something that emerges after research is completed; it is largely determined at the moment a project is designed." He further added, "It is necessary to institutionalize a system that mandates allocating a certain percentage of research funds specifically for IP acquisition and technology commercialization, even if only for national strategic technology projects." The explanation is that by incorporating patent strategy not as an optional choice for researchers but as a fundamental component of the research structure, research outcomes can move beyond academic publications and lead to market entry.
The second priority identified is building a 'scale-up IP ecosystem.' Lim (Chairman) noted, "Today's competitiveness in strategic technology fields is not determined by a single patent." He explained, "What matters is how densely interconnected follow-on patents, standard patents, and barrier patents that deter competitors are around core patents." However, most domestic universities, government-funded research institutions, and early-stage technology companies lack the financial capacity to invest sufficiently in such follow-on patent strategies.
To address this, he argued for a new investment structure combining government IP-R&D support with private technology financing. Lim (Chairman) proposed alternatives including expanding IP collateral loans and guarantee systems, establishing specialized IP funds for strategic technologies, and promoting spin-off startups based on foundational patents from research institutes and universities. He stressed, "We need to create an ecosystem that recognizes patents not as costs but as investment assets."
He also identified the need to change R&D evaluation methods as an urgent task that can no longer be delayed. He stated, "When IP-based indicators such as the level of prior patent acquisition, the quality of patent portfolios, and commercialization potential are placed at the forefront of evaluations, research directions will naturally align with global markets."
Additionally, Lim (Chairman) emphasized the need to advance the IP valuation system. He pointed out, "Current valuation criteria fail to adequately reflect the growth potential of advanced technologies, often preventing companies from effectively utilizing their patents in financial sectors." He added, "Valuations must be sophisticated enough to assess not only technological performance and marketability but also legal stability, interconnections within portfolios, and strategic value." As trust in valuations increases, IP-based investments will grow, which in turn will drive corporate growth and technology commercialization.
Finally, he highlighted the role of public TLOs (Technology Licensing Organizations). He noted, "While a significant portion of national strategic patents originates from research institutes and universities, on-the-ground TLOs currently suffer from insufficient organizational status, authority, personnel, and budgets." He pointed out that operating solely with a focus on short-term results makes it difficult to plan, manage, and commercialize strategic patents. Lim (Chairman) argued that TLOs must be redefined not merely as support organizations but as strategic entities within institutional investors. He stressed, "Securing stable professional personnel, expanding budgets, and ensuring operational autonomy are essential. Furthermore, joint IP analysis among institutional investors is necessary to build collective barriers for public IP."
[MoneyToday startup media platform 'Unicorn Factory']
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