White Rose

Product Information

regularly provides details of knowledge asset development (type, form, purpose, value) to knowledge assets officer The strategy should also consider how management of knowledge assets can be supported by integrating such considerations into existing processes, such as project and programme management. There are three levels of knowledge asset protection: open access or no protection, access restriction and confidentiality, and registered and unregistered rights. Each one varies in how to protect. Chapter 5 expands on this.

The primary audience of the guidance are 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).

How do I prioritise knowledge assets when exploiting them for wider social, economic, and financial benefits? This guidance should be considered alongside the legal framework, and other relevant guidance or principles which may apply to individual organisations. Key FAQs Chapters 4 and 5 have been focused on those initial ideas, ensuring they are properly identified and protected. This chapter is focused on how you can pull these ideas through the funnel, appreciating that only a small proportion of what is fed into the process will come out at the other end in the form of a successful product or service.

Having identified a knowledge asset with potential for further value, the first stage is to deepen that understanding. This will build on the analysis that has been conducted as part of any initial assessment and, to a large extent, will involve a deeper examination of those questions. In particular, by the end of this phase, it will be important to have a good understanding of the range of options for exploitation, and some initial views on which route is likely to maximise value and be deliverable. Develop options for exploitation C. For a public sector organisation to protect an asset, it does not necessarily mean that that they are going against government’s commitment to be open and transparent. It also does not mean that the protected asset is withheld from the public either. A further consideration is the resource requirements of a strategy and ensuring that these are in place. This should consider what people may be needed to oversee the implementation of the strategy, as well as other potential costs, for example the cost associated with formal protection measures or with the initial phases of development of high potential opportunities. invest in knowledge assets to make them both available to all and more accessible. Could also consider option to charge for access on cost-recovery basisThe 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. Knowhow could be associated with any or all of the IP rights, but may not be protectable in itself, other than by trade secrecy and the law of confidence Box 4.B. provides a simplified version of a model that you can use to test your thinking before going into contracts with third parties. A graceful, moving portrait of a heroic young woman's defiant refusal to remain complicit with Nazi oppression." - Julie Berry, Printz Honor author of The Passion of Dolssa As part of their knowledge asset management strategy each department should have a clear policy on enforcement, which should be based around the purposes of the department and the overall public interest. Enforcement should, in most circumstances, be a last resort after other forms of dispute resolution have been discounted.

Protection strategies – to help your organisation decide on the best approach for handling your assets once identified, whether and how to protect them. The goal may be to release to the public, but do you nevertheless need to put protections in place to facilitate that transfer?

Power Maths Practice Book answers

As part of this assessment of resource requirements, an organisation should consider what capabilities it requires, and how these will be accessed. For many organisations, the specialist expertise may not be available internally, and so a strategy should consider how that will be accessed from external sources, either inside or outside of the public sector. Chapter 8 provides some further detail on the support that is being established in relation to this guidance. Stages 2 and 3 form an iterative process: likely that you will go round these stages more than once and opportunity will shape change.) Any valuable knowledge asset is likely to have a range of ways in which it can be exploited. It may well be that when this process is started, there is a single lead option or idea, but a range of options should be developed for further consideration as part of an options appraisal. In line with good practice set out in the Treasury’s Green Book, such appraisal should be set alongside a ‘do nothing’ option. Protection of knowledge assets at this level requires active enforcement – there is no benefit to paying to register a right if there is no intention to enforce that right. This may mean pursuing potential infringers, which can have negative public perception. But where the wider implication is a loss of rights to the general public or a loss of value to the public sector, it is right for an organisation to defend the government’s position. However, litigation is usually costly and is not a criminal matter, and since infringement of IP rights is often unintentional, legal proceedings may not always be appropriate.