The key to that success is our intimate understanding of what motivates many of today's upper managers. To understand our success you must see the managers in the same light as we do. A CEO of an American subsidiary of a multinational corporation told me that paying me for taking and using my patents would lower his bonus and that litigation was funded from a separate pot. He suggested that I go ahead and sue them, that it would take at least three to four years for the case to be decided, and that he could change jobs if I prevailed. This CEO was more honest than most about his motives, but I am sure that many others use the same reasoning process.
Many corporate managers are basically like teenage boys.
They have a strong urge to mark every tree in sight. They are excessively aggressive and they often let their egos interfere with good judgment. They are galled by the notion that an inventor would have the nerve to demand compensation for their creativity. These corporate managers immediately set out to teach the upstart inventor a lesson and almost always underestimate our abilities. Their attitude causes them to make major errors of judgment that ultimately cost their companies dearly.