AI as a Transformative Force
AI is no longer a horizon prospect for IP functions; it is actively reshaping daily operations. As the Chief IP Counsel at Ford Motor Company observes,
“
AI is changing how we practice IP, in my opinion… we are very focused on testing and making AI part of our daily existence in our group. And we will expect over time that outside counsel joins us on the journey.”
The data confirms widespread experimentation:
of all respondents are now using AI for prior art searches
deploy AI for drafting and reviewing documents
Beyond AI-specific tools,
leverage data analytics for portfolio management
use dedicated IP management software, indicating that technology adoption has become central to powering the entire IP workflow
Q4. Which technologies are you currently using to manage your IP function? (Select all that apply), All Participants
The ambition among forward-thinking teams is striking. As Ford Motor Company’s Chief IP Counsel puts it,
“
I believe AI is going to change [IP]. I think it’s going to fundamentally change how we practice. I think if we go five years in the future, I hope and think we will be functioning very differently. I think our costs will go down per transaction, especially in terms of prep. I think we’ll be able to defend ourselves better. And I think we’ll be able to assert ourselves more. And I feel like if we don't do this, we will be left behind.”
Organizations are actively pursuing AI implementation across their operations. As Meril Life Sciences Head of Intellectual Property explains,
“
We are actively looking for AI-based tools, at least to streamline our processes. We’re very much interested in AI and aware of how AI can revolutionize.”
The scope of this implementation is broad, with Oppo’s Senior IP Counsel noting,
“
We’re using a variety of AI tools. We’re thinking about this in terms of everything from writing the summary of a judgement to the summary of a meeting. We're going digital, we’re going AI.”
IP functions are taking structured approaches to adoption. As Merck’s VP of IP Litigation describes,
“
We do have a team of people from the IP group with various backgrounds that are looking at AI opportunities. We are thinking about this in the context of patent drafting, patent prosecution, prior art searching, and litigation. One concern is obviously putting appropriate protections in place for the use of confidential and proprietary information. I don't think we’re behind, but instead we’re right in the middle of it. We’ve got a team dedicated to looking at opportunities, and we’re just starting to implement some of those ideas.”
The enthusiasm extends to organizational mandates. A Japanese Pharmaceutical Company Representative notes how
“
Senior management encourages all the departments to utilize AI tools or AI technologies as much as possible and make our functions or departments more efficient.”
Yet adoption remains measured. One organization reports,
“
We are testing, but we still think it’s premature to heavily rely on AI technologies or new emerging technologies. But we are pretty much engaged to utilize new technologies in our day-to-day work if they are ready to be available.”
As one IP professional from a major Technology Company candidly states,
“
the most important facet of [the] job is to figure out how to do more and more and more with same set of resources.”
The pressure is real:
of IP functions are citing cost reduction pressures
are facing competitive market pressures
are struggling with talent acquisition
Yet enthusiasm is tempered by substantial concerns, with copyright and training-data issues looming large. “There’s lot of uncertainty as to what we can do without massive liability. And there’s uncertainty around [the] world as to what is fair use here and there and whether there is fair use at all and what regulations will shape up” explains one Head of IP at an American multinational technology company.
For critical work, limitations remain clear. As Aiko Solar’s Senior Intellectual Property Engineer states, “For high quality patent applications and critically important cases, I do not think AI will be much help right now.” They go on to note plainly, “Our IP function works closely with the R&D department for purposes of reviewing patent applications, which cannot be replaced by AI or machine technology.”
The dilemma is particularly acute for IP holders. As one Senior IP Leader told us, “For IP holders as companies, generally, you don’t want your IP set in generative AI models because then outputs might start using your IP, but AI is changing so fast that to be effective, vendors are using AI to catch things.”
Organizations are responding with internal safeguards, with some building proprietary systems rather than relying on third-party solutions.
As organizations temper ambition with caution, readiness becomes the next frontier—requiring investment in skills, governance, and external partnerships to ensure AI adoption delivers sustainable value and drives costs down in the long run.
Despite AI’s transformative potential, professionals recognize the continued need for human judgment and expertise. Report data shows that this means investment in capability building:
of IP functions are prioritizing training and professional development, which will help ensure teams can effectively leverage new AI tools.
The expectation extends to external counsel as well. As one Senior IP Counsel emphasizes,
“
I would expect that outside counsel is pushing the envelope on AI, whether or not we could get comfortable with the security constraints, we would expect them to be abreast of changes in the technology – ready to adopt it and suggest different platforms and tools.”
Sonova’s Senior Director articulates the aspiration,
“
We hope AI will form a good basis for providing better, more customized services to our internal clients more efficiently.”
A leader, in the pharmaceutical sector, emphasizes the imperative to build capability, sharing how their organization is
“
actively promoting the use of AI. While it’s essential to ensure proper handling of AI utilized inventions, cooperation in the digital area is also access-related. This means we need to build or acquire expertise in this area and consider reskilling current team members. Furthermore, exploring how we can leverage AI to improve the efficiency of AI operations is also a key point and a key priority.”
AI is no longer an experiment—it is a defining force in IP practice. From accelerating prior art searches to drafting patent applications to managing IP portfolios, adoption is reshaping workflows and expectations. Yet efficiency gains come with governance, ethical, and risk challenges that demand deliberate oversight. The organizations that treat AI not as a shortcut but as a strategic enabler—investing in capability, safeguarding IP, and aligning technology with business priorities—will set the pace for the next era of IP management and value creation.
The question is no longer if AI will transform IP, but who will lead that transformation.
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