White Rose

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Exploitation beyond the asset’s original purpose – does your strategy enable you to identify external opportunities and take decisions about valuable and impactful knowledge transfer? Can third parties identify how to obtain a license to access your knowledge assets?

Knowledge assets are fundamental to economic activity and can be hugely valuable, and modern business invests heavily in their development to secure competitive advantage. A modern and successful economy is dependent on such investment. The nature of knowledge assets, unlike most physical assets, is that they are often non-rival and can be easily replicated or used by others simultaneously, which can result in positive spill overs that benefit people other than the original producer who invested in developing the asset. This can be a disincentive to investment in their development as competitors can effectively copy or benefit from an innovation without having expended the same effort in its creation. This in turn is a driver for steps to be taken to protect that asset, by restricting and controlling its use in some way. A gorgeous and timely novel based on the incredible story of Sophie Scholl, a young German college student who challenged the Nazi regime during World War II as part of The White Rose, a non-violent resistance group.

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the four elements of creating a knowledge asset management strategy: 1) strategic context, 2) approach to knowledge asset management, 3) implementation of strategy, 4) evaluation and review of strategy Copy of the death sentences handed down against White Rose members Hans Scholl, Sophie Scholl, and Christoph Probst. The memorial is located at the Munich district court, where the Scholls and Probst were tried in 1943. (more) White Rose is a deftly plotted, absorbing read. A bold tribute to a brave hero of the German resistance during World War II. Wilson's debut is a triumph!" E. Exclusive rights for contractors over government funded knowledge assets will rarely be appropriate. Chapter 5: Protecting knowledge assets Once you have answers to these questions, you can look at establishing what knowledge assets you hold as a result of this activity and establish whether and how it should be protected and exploited.

When she finally moved to Munich to study biology and philosophy in May 1942, her brother Hans, a medical student at the same university, and some of his friends had already begun to actively question the system. Serving on the Eastern Front, they learned about the crimes committed in Poland and Russia first hand and saw the misery with their own eyes. They knew they couldn’t remain quiet. Starting in June 1942, they began printing and distributing leaflets in and around Munich, calling their fellow students and the German public to action. Other members of their circle joined in the endeavor, writing four pamphlets until the fall of the same year. As a student, Sophie had seen the flyers and applauded their content as well as their authors’ courage to speak truth to power. When she found out about her brother’s involvement, she demanded to join the group. She did not want to stay passive anymore.A knowledge asset management strategy should provide an organisation with an internal guide to decision-making through the life cycle of its knowledge assets. It should be tailored to the core activities of the organisation, but should also set out how the organisation handles assets which might have a purpose of value outside of that core function. 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 A. Strategically managing knowledge assets can lead to the realisation of several benefits such as derivation of value from underutilised knowledge assets, saving resources by avoiding the duplication in the acquisition or creation of knowledge assets, and lowered risk of IP infringement. The primary audience of the guidance is those who are seeking support and advice on managing knowledge assets, including programme and project SROs and subject leads (including: commercial, finance, technology, policy, innovation and data leads). It will also be of wider interest to executive and non-executive members of the board; the organisation’s Executive Committee, senior leadership, Accounting Officer and Finance Director; Chief Digital Officer; and Chief Scientific Advisers. Any kind of public sector asset can and should be considered. Candidates include both physical and intangible assets, for example land, buildings, equipment, software and intellectual property.”

the public sector relies on knowledge assets to deliver public services; if these are not appropriately protected there is a risk that a third party, either through appropriation or because they have separately developed the same invention, put in place protections themselves, which may then restrict the organisations ‘freedom to operate’ A strategy should also set out how key information about those assets will be recorded. This allows the organisation to be able to make a regular judgement over time around the role of these assets in meeting the organisation’s priorities, and the implications of this for their acquisition, use, maintenance, renewal, upgrade and disposal. regularly provides details of knowledge asset use (such as type, quantity, frequency) to knowledge assets officer how the knowledge assets will be appropriately protected. The intangible nature of knowledge assets means that relevant protection measures may be required, through legal and other means, to ensure that they can be used effectively by the organisation Government is a large driver of R&D in the UK economy. It provides significant funding to universities and others to provide this R&D through grants, but it also spends a significant amount on such activity on its own account. Knowledge assets are the primary output of this R&D and proper identification, protection and exploitation of these assets is key to ensuring that the R&D is being effectively managed.

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The approach to recording assets should also include consideration of how the organisation will allow this information to be shared, and how it will make use of others’ shared information to understand how it can work with other public sector organisations to improve the efficient and effective use of these assets. A strategy should include detail of how the organisation will identify and develop opportunities. Cross-government – exploitation activity (including decision-making and investment) within government, but cutting across more than one organisation: Strategic management of knowledge assets is important to the efficient and effective use of resources within any organisation. In particular, it allows an organisation to: