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Di) Owners - Assumed owned by the organisation supplying it unless otherwise stated (for example the Crown) A more comprehensive approach might involve gathering an inter-disciplinary team, including colleagues from innovative areas of the business, as well as colleagues in corporate roles such as finance, strategy and legal. More detail on each of these types of asset and the associated IP rights and other methods of protection is set out in Annex A of this guidance. Who should follow this guidance?

Some of the previous sections which look at how knowledge assets are generated have considered issues of ownership, particularly where those knowledge assets are generated working with other organisations. some departments procure hardware and other physical assets, which, whether ‘off the shelf’ or bespoke, will often be protected by design rights, patents and trade marks C. Failure to identify these knowledge assets and integrate them into your procurement strategy can undermine efforts to secure best value. regularly provides details of knowledge asset development (type, form, purpose, value) to knowledge assets officer 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.

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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. This guidance should be considered alongside the legal framework, and other relevant guidance or principles which may apply to individual organisations. Key FAQs These options should also be appraised in terms of their value to UK society (and following Green Book principles). But this value can be derived in a range of ways: social value – harnessing knowledge assets to deliver better outcomes for citizens and improve the quality of public services

Another consideration is whether your HR policies provide the necessary flexibility for innovators to move into and out of the organisation, in the form of secondments or other arrangements. It is often appropriate for knowledge assets with wider, potentially commercial, applications to be developed outside of the organisation that generated it and there should be flexibility for people to move with their ideas in these circumstances. In addition, movement between organisations within the public sector can help build and share skills as well as deepen networks across government. Evaluation and review of strategy Skills requirements also grow as you go through the funnel. It is important to have those with a deep understanding of the asset helping to inform this process from the start. But as an idea is developed other expert skills will be needed, particularly around business development. The idea that goes into the funnel may look quite different by the time it’s got to the other end, as it receives more scrutiny and is developed further.

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When public bodies have assets which are not fully used but are to be retained, it is good practice to consider exploiting the spare capacity to generate a commercial return in the public interest. This is essentially part of good asset management.” income-based – this approach estimates the economic benefit that might derive from the knowledge asset, net of the costs. While this provides the most accurate assessment of value, it is hard to calculate, as it is hard to forecast future revenue streams. This means that such valuations can be highly subjective This chapter informs public sector organisations how best to exploit their knowledge asset for a different use to its original purpose, including: develop a commercial partnership – there are a number of different options and models, more detail on which is provided later in this chapter and in annex C 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.

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. This section is not designed to be an exhaustive list of considerations for a knowledge asset management strategy. Relevant considerations will vary significantly between organisations. Implementation of strategy the ways to exploit a knowledge asset to generate new financial, social, or economic benefits (or a combination)

Reference Col 1 Times Books A-Z Astronomy Gardening National Parks National Trust Books Road Maps & Atlases World Atlases When 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’? These assets are critical to the effective operation of any organisation, including in the public sector. Moreover, they are growing in importance, as the role of technology and data in public service delivery increases, and as the government delivers more through partners, where an understanding of the ownership of the underpinning knowledge assets is vital to continued success. Identifying and understanding these assets, and managing them effectively, is fundamental to the effective and efficient management of public resources. Hope Amidst a Tsunami of Evil contains hard evidence, essays, testimonies, letters, and reflections exposing the big lies of the past two years, and also delivers messages of hope for a brighter future. financial value – licensing, selling or exploiting knowledge assets through other commercial means to secure a financial return for the taxpayer