White Rose

Product Information

While identifying knowledge assets as they are generated is the ideal, many organisations putting in place a knowledge asset management strategy will be doing so for the first time and will have an existing range of knowledge assets. In addition, it is likely that any ongoing processes to capture and record knowledge assets at the time they are generated will have some gaps as knowledge assets can be generated in such a range of circumstances, and value can arise in unexpected places. For this reason, it is good practice when putting in place a new knowledge asset management strategy, and from time to time thereafter, to conduct a review aimed at identifying existing knowledge assets. If third party owned knowledge assets are to be used in any tendering/public procurement exercise, you should take steps to ensure that this is properly protected and respected, and that it is only used and disclosed in accordance with the rights granted in it. Doing otherwise could lead to claims against the government for infringement of IP and will reduce confidence in the public procurement process. The wider use of a knowledge asset to generate greater value is usually either through the application of that asset in a different market or organisation, or through a different application than was originally intended. The intangible nature of knowledge assets means that they can be scaled without a degradation of the original asset, which can make them well suited to wider use. The knowledge asset evaluation tool described in chapter 4 and Annex B is designed to make a very early assessment of the potential of an asset for wider use in this way. At a time when few people in Germany dared speak out against Hitler, a group of university students courageously stepped forward. Even knowing the Gestapo was aggressively hunting members of White Rose didn't stop them from continuing to print and distribute even more leaflets. Cross-government – exploitation activity (including decision-making and investment) within government, but cutting across more than one organisation:

This chapter explains the very first step of managing knowledge assets, which is to identify them. It covers:

Reputational assets refer to ways of distinguishing the goods and services of one entity from those of another, and includes the reputation built up in a brand (including that of the government) as well as specific rights such as trade marks and coats of arms. A. If a public sector organisation doesn’t protect its assets, another organisation or third party may put in place protection themselves – which may restrict the public sector organisations ‘freedom to operate’. As a result of this analysis, an organisation should be in a position to articulate a number of strategic priorities for its management of knowledge assets, which they will seek to pursue in their approach to managing these assets. Approach to knowledge asset management More information about the Re-use of Public Sector Information Regulations 2015 can be found in chapters 5 and 6, and Annex A.

The guidance provided in this document is intended to advise and support those organisations in their management of their knowledge assets and, in turn, fulfil their responsibilities as set out in MPM. While the guidance clarifies best practice and provides recommendations, these should not be interpreted as additional rules.membership drawn from key parts of the organisation, for example finance, commercial, scientific, technology Opportunity to be developed on the basis of external partnership, either commercial or on non-profit basis. Develop business case - consideration of right model, state aid/competition consideration. public sector organisations should be seeking to ensure that UK society receives a fair share of the benefits in the knowledge asset that have been built up through public sector investment; unless they are appropriately protected, an organisation will not control the knowledge asset and are not in a position to make decisions about how the asset is managed and exploited to ensure this The discussion of knowledge asset protection in this chapter is focused on knowledge assets in general as a strategic resource. However, there are also considerations around protection of particular knowledge assets, which include personal and sensitive data and the relevant legislation relating to these assets, for example data protection legislation. This guidance does not supersede any existing government guidance around how to handle such information, and it is expected that every public sector organisation will have distinct policies for handling personal data and classified information, which have their own legal requirements. However, it is likely to be useful for any knowledge asset management strategy to refer and draw links to these policies. Types of knowledge asset protection

Often documents and other knowledge assets may need to be re-used many years after their creation, and by different people and teams. They should be clearly marked with IP ownership information to facilitate such use and to avoid any potential misuse. More detail on IP marking is provided in Annex A. Revision Col 3 Collins at Home | Support for schools Home tutors Letts Revision Collins4Parents Collins Book Sale Revision for students After a review of knowledge assets is complete, an organisation should have a better understanding of its knowledge assets and be able to identify risks and opportunities and take appropriate action in response. Ownership of knowledge assets generated by employeesWhen Henflu breaks out in Henton, Sly Fox and Big Bad Wolf come to the rescue… but can the hens of Henton trust the wolf’s ‘miracle cure’?

A core principle introduced in the previous chapter is that organisations should have in place an effective knowledge asset management strategy. This strategy can be appropriately tailored to the needs of an organisation. This chapter explains how to develop such a strategy, which could be written up in a separate document or incorporated into existing plans and strategies. Chapter 7 contains more information on this. Why is strategic management of knowledge assets important? Solves your maths homework needs – simple to introduce and use as your whole-school maths homework policy

C. To grasp the effective management of knowledge assets, there is a requirement to focus on a few specific areas, including: 1) the process for identifying and recording knowledge assets, 2) how knowledge assets will be appropriately protected, and 3) how knowledge assets can be used in other contexts i.e., scalability of an asset. Chapter 4: Identifying knowledge assets Stage 7: Scale - If successful there is a case for reviewing business case of plan and seeing where there is scope to roll out more widely or scale up activity. Develop These sorts of database are particularly useful where unregistered rights have been licensed or where source code has been openly acquired (enabling the decision-making process in this regard to be clearly recorded for future reference). Even the decision to treat the invention as a trade secret can be clearly recorded. Evaluating knowledge assets