According to existing research on IP management and its relevance in business strategy, about a half of the corporate leaders actively involved in strategic planning rarely comprehend the value that IPRs possess (Fisher and Oberholzer-Gee, 2013). These leaders' lack of adequate knowledge on IPRs leads to complications when companies try to integrate their IP strategies into their business strategy due to the communication barrier between the lawyers, the engineers, the staff, and the executives (Candelin-Palmqvist et al. 2012). A case study on a micro level about a Swedish MedTech company’s business unit was conducted to gather invaluable insights on these leaders awareness of the value of IPRs & how that awareness is currently deployed to design IP strategies that align with the overall company’s strategies. This study concludes that these leaders simply integrate their IP strategies with their overall firm’s corporate strategies by combining the start-up thinking defined in this study with the M&A thinking defined in this study. The business unit studied in this case study about this the MedTech firm studied in this study, currently introduces IPRs into its product development projects as early as possible (just like a start-up), hence the term start-up thinking. Thinking like a start-up when considering integrating IP into the firm’s overall strategies has enabled the MedTech firm to simply minimize patent thickets, and to decrease the risk of infringing on someone else’s patents. Adopting M&A strategy as a way of integrating IP strategies into the firm’s overall strategies has enabled this MedTech firm to expand at a faster pace than if the firm had only relied on start-up thinking. Most importantly M&A thinking has increased these leaders’ awareness of the value that IPRs contains for this MedTech firm’s business practices.