How IP Offices Can Become Digital-First and AI-Ready: A Conversation with CIPO CEO Konstantinos Georgaras

The report is intended to be as evergreen as possible. Is it right to say that IPOs need a digital framework that allows AI to be plugged into the system as it develops?
Yes. As decisions on existing systems are made about approach, technology, architecture, and interfaces, they should be made with a view to being digital-first and AI-ready. Get the foundations right for whatever the future might bring.

What fuels AI is data, so offices need to think about how they treat data, how they become good stewards of data, and how they address the copyright, protection, and security issues around it. They also need access to data so that it can be used as a tool to train AI, support better deployment, and improve information and transparency.

The report argues that legacy systems are becoming a significant strategic risk for IPOs. What are the biggest dangers of delaying modernization efforts?
This is something we all reflected on as heads of office. There were 18 heads of office involved, spanning all parts of the globe—larger and smaller countries and developed and developing economies, including Curacao, Canada, Chile, Israel, Mexico, Croatia, Ireland, Norway, Poland, Spain, Singapore, Switzerland, Uganda, the UAE, and the UK. It was a great mix of points of view.

One common starting point was when to move forward and take action. Heads of office usually have limited terms, often four or five years. A digital transformation may begin during one leader’s term and be completed after their term ends. There is always resistance to change, and that is real. The stakes are high, the risks are high, and the implications for clients are important.

There will always be voices saying, “Let’s not start now. The system is still working. It is risky and expensive. There are a lot of unknown unknowns.” But there is a collection of risk that keeps growing over time: the inability to change systems to respond to changing jurisprudence or to join international IP systems like Madrid; the increasing cost of maintaining older systems; the limited availability of people to service antiquated programming languages; rust-out risk; and, growing cybersecurity exposure.

There is also the risk of being unable to meet clients’ needs. People are used to global platforms that are easy, transparent, and trackable. When they interact with an IP office, the interface may not meet those expectations. At the end of the day, hoping that legacy systems will continue to perform indefinitely is not a strategy. There is a point when action must be taken to mitigate these risks, and the report helps set a frame of questions to consider.

The report says effective governance is the backbone of any successful digital modernization, so it is not just about the technology. What do you think are key governance good practices?
So many elements of governance are touched by a digital transformation. It is people, it is process, it is technological, it is financial, it is clients, it is service standards. It touches all elements of governance. You need to start with a vision and recognize that, as IP offices, we are serving the most innovative and creative people in our society. That is what we are here for, so we owe it to them to have the best and most robust systems to meet their needs.

In terms of governance, leaders and heads of office need to know and embrace their role. It is not something that can be delegated. Ultimately, final decisions will come to the head of office level, depending on the governance structures in different offices or countries. The system is complex and dynamic, and it requires continual oversight because all elements of a project—scope, cost, timing—are in flux for the entire project.

A digital transformation is highly dynamic, with a lot of moving parts and engaged people. That requires clear governance, a certain velocity and cadence of engagement and technological sprints, transparency, and ways to ensure escalation of issues. It requires a very solid, transparent governance system.

For IPOs with limited budgets or resources, what are the most important first steps toward digital transformation?
I would hope that a report like this might become suggested reading for people who are at the early stages, regardless of available resource capacity. In particular, for offices with limited resources, there are some great resources available. WIPO has tools and expertise available, and there are regional groups, such as the African Regional Intellectual Property Organization, the European Patent Office, and the European Union Intellectual Property Office, that have significant infrastructure in place.

There is always a willingness to share information, architecture, and experience. For some countries with limited resources, WIPO has infrastructure available. Those are starting points for offices at different levels of resource capacity.

What surprised you most during the discussions with leaders from IPOs around the world? Were there any common challenges that emerged regardless of geography or office size?
That was one area where we came to common ground very quickly. Despite being in different countries and different-sized countries, we have more in common with each other than some of us have with other government agencies in our own countries. That includes fixed terms for most director generals, commissioners, or CEOs; the complex systems we are working in; the similar laws, regulations, and practices; and the fact that so much of our business is transborder.

Much of that transborder activity comes through systems such as WIPO’s Patent Cooperation Treaty, the Madrid Protocol, and The Hague System. That sets the context for how similar we are. There are also major companies applying in many of our offices simultaneously, so on the demand side we are often serving the same clients and applicants.

While one size does not fit all, there are common experiences and truths that permeate across most offices. The report is presented in a way that is not prescriptive; rather, it shares experience. As people go through the report, they will see themselves in it one way or another. One colleague who read it said, “I feel as though you were looking into my soul!” There are some common truths.

Turning to your own experience, what were the most important lessons learned in your digital transformation journey, including the Next Generation Patents Initiative?
In addition to the key considerations I have mentioned so far, the most striking lessons included determining the minimum viable product, or what we termed the minimal operational product. That required agreement and negotiation across stakeholders in the organization about what must be done and what must be in the system before launch, and what could be left out.

That took a lot of work, including understanding the implications of those decisions. Any decision to reduce scope leads to post-launch workarounds and to building that functionality back in later. We had to get to a minimal operational product knowing full well there would be workarounds. We are still building out functionality and will continue to do so.

Another lesson was recognizing from the start that there are a number of stakeholders in a project like this, including: internal stakeholders across the organization and external stakeholders such as direct applicants, the IP professional community, and attorneys. Working with the IP professional community means recognizing from the start that it is a collective effort.

Engaging the professional community early to help identify needs and requirements, and having the profession as part of user acceptance testing, was absolutely critical. It was through that continual, open engagement that we had some successes.

Another key lesson is recognizing that we operate in a very dynamic environment. Laws, policies, and practices continue to change. Do not expect the world to stand still while you build something you have designed. The world will change, and that will need to be incorporated. It will affect requirements and scope along the way, so you have to be fluid and responsive and carry out continual environmental scanning. For example, somewhere else in government there may be a major digital transformation challenge that is completely outside the IP office. That changes government-wide risk tolerance and may require changes in plans, investments, or go-live decisions. The world will change while you are doing this, so do not expect it to stand still.

The final point, coming back to the minimal operational product, is data. Data is critical. As an organization and as a leader, you have to ensure complete, unfettered access to data. That is the only way to get through the stabilization period, track performance, meet service standards, and track files.

Modernization projects frequently extend beyond the tenure of a single leader. How can heads of IP offices create continuity and maintain momentum over the long term?
These are extensive projects over a long period of time. The question is how to build the capacity, continuity, and team dynamics so that the project can survive into the next head of office’s tenure. That requires setting up governance structures, ensuring the investments are there, and making sure the finances are sound.

In fact, this is one of the reasons we wrote this report: to capture these lessons learned and pass them forward, in particular when there is a change in leadership.

If readers take away just one message from the IP Office of the Future Digital Transformation report, what would you most like it to be?
It all boils down to this: after you have gone through governance, planning, development, risk mitigation, procurement, technological design and development, training, stakeholder engagement, and investment, there will be a moment of truth when a decision has to be made. At that point, it is up to the leader to ensure that governance has been there throughout and to balance multiple lines of evidence. You need to be able to say: we have a minimal operational product, we know the risks, and we know the implications.

There comes a point in a project like this where no amount of work, testing, user acceptance, or stress testing will actually simulate a live environment. At some point, you need to go live, and that will test the system.

You also need capacity after launch to track everything in a live fashion and capture all signals coming in. We set up something akin to a war room, where all key stakeholders were on the same floor and within direct sight of each other for a few weeks after launch. You need that capacity to track everything that is moving, make live fixes, and see pressure points.

No matter how much planning you do, there will invariably be challenges, hiccups, and surprises. Do not expect a flawless launch. If it is flawless, that is fantastic, but you need a post-launch plan for dealing with critical issues, backlogs, returning to business as usual, and continuing the work. It does not end with launch; it is a new beginning.

Staff and stakeholders are running multiple marathons at sprint speed for several years, and then, at launch, it starts all over again! That can continue for a few more years, so it is important to be prepared for the unexpected.

In summary, a digital transformation can be one of the most challenging, intense, and rewarding endeavors for an organization. Always remember that we are here to serve the most creative and innovative people in our countries, and our staff need to have the tools that are fit for purpose so that they can achieve this mission.

Download and read the IP Office of the Future: Digital Transformation report.

Although every effort has been made to verify the accuracy of this article, readers are urged to check independently on matters of specific concern or interest. The opinions expressed in this interview are those of the persons being interviewed and do not purport to reflect the views of INTA or its members.

© 2026 International Trademark Association