White Rose

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Resourcing and people transfer – does the strategy consider the capability to bring in third party expertise, and allow staff to move outside of the organisation to pursue a knowledge asset opportunity? R&D activity is by its nature highly innovative and can therefore generate very valuable knowledge assets. Organisations with significant R&D activity should think carefully about the processes around such activity to ensure these assets are identified and recorded. For example, they might consider their policy around the keeping of invention disclosure forms. Major and novel projects and programmes commercial disciplines can be used to improve the quality and expand the provision of the product or service, by introducing better incentives or supporting investment regularly provides details of knowledge asset development (type, form, purpose, value) to knowledge assets officer

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’ the process for identifying and recording knowledge assets, this tends to be more challenging for knowledge assets than for tangible assets such as property 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. The concept of protection can feel counter to the culture of public service that exists across the UK public sector. There is a natural and understandable instinct among public servants to share their good ideas so that others can benefit from them. However, as described above, doing so without a proper consideration of protection can give rise to significant costs or lost opportunities. It is therefore incredibly important that a knowledge asset management strategy (as set out in chapter 3) ensures asset holders assess the need for protection and put in place any relevant protection measures before they release their assets more widely. Personal and sensitive informationformal appraisal guidelines, for example, having knowledge asset work included and rewarded as an explicit work objective that contributes to the overarching goals of the organisation In their attempt to gain traction for the resistance and to stop the war effort, they gave clear advice and advocated sabotage of Hitler’s war machine. Their fifth pamphlet stated: “And now every convinced opponent of National Socialism must ask himself how he can fight against the present ‘state’ in the most effective way….We cannot provide each man with the blueprint for his acts, we can only suggest them in general terms, and he alone will find the way of achieving this end: Sabotage in armament plants and war industries, sabotage at all gatherings, rallies, public ceremonies, and organizations of the National Socialist Party. Obstruction of the smooth functioning of the war machine….Try to convince all your acquaintances…of the senselessness of continuing, of the hopelessness of this war; of our spiritual and economic enslavement at the hands of the National Socialists; of the destruction of all moral and religious values; and urge them to passive resistance!” Government also holds significant amounts of data that is not personal or sensitive. Information like this when captured and stored by public bodies should be accurate, reliable and easily accessible for those who depend on it, whether they are businesses, public agencies, voluntary sector organisations or individuals. For further asset-specific information, see Annex A. IT projects It is easy to recognise the physical assets held by government bodies – they are the buildings, land, equipment and other physical infrastructure in which an organisation invests. Knowledge assets, often also known as intangible assets, can be more challenging to identify. They are the information an organisation holds, the skills and experience of its staff, even its reputation. Knowledge assets often arise from innovation programmes, examples of which might include new IT software developed by departments or new scientific knowledge generated as the result of investments in research and development ( R&D). In a searing indictment of silent complicity, White Roseshines a light on one remarkable young woman's insistence on the power of truth, no matter the cost. A timely call to resistance." - Joy McCullough, author of Blood Water Paint

An organisation should therefore consider the processes and activities that it undertakes that are likely to give rise to significant knowledge assets. It is not possible to be comprehensive, given the wide range of circumstances under which knowledge assets can arise. However, any work involving the creation or compilation of information is likely to result in the generation of some knowledge assets. Some of the most common routes that will be applicable to many organisations include: regularly provides details of knowledge asset use (such as type, quantity, frequency) to knowledge assets officer This chapter explains the second step in the effective management of knowledge assets - protecting them. This includes:Many registered rights require renewal fees to be paid, for example patents require annual fees, but some rights such as trade marks only require renewal every 10 years. If these renewal fees are not paid, the registered rights may be lost.

knowledge assets can have considerable value and impact beyond their original purpose and exploiting this is part of good asset management. This value can be social, economic and financial, and is often a combination of these. informal departmental recognition, for example, success stories and individuals who have shown good knowledge asset management being featured through departmental intranet blogs and articles 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. B. Public sector organisations should seek to ensure the UK receives a fair share of the benefits of a knowledge asset.

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There are many challenges to making better use of government data, which stem from the way it is collected. It is frequently only stored and used within the organisation that collected it, in ways which do not facilitate easy transfer between organisations. Data can be a valuable knowledge asset, and care should be taken to ensure that it is collected and managed in a way that recognises its value. The remainder of this chapter provides an overview of the IP rights available under each knowledge asset class. More detailed information about all of these rights, including the legal basis and, where applicable, how to register these rights, is contained in Annex A. Information The value and impact of knowledge assets is often contingent on a particular set of circumstances, which will change over time; for example, a unique invention which everyone is licensing today might become obsolete tomorrow. For these reasons it is important to consider from time to time whether you need to continue protecting an asset, or whether it is acceptable to allow the right to lapse. There are costs in keeping rights in force and these should be balanced against ongoing benefit to your organisation. Trusted Research and managing risk in international partnerships

A4.15): “Each public sector organisation is expected to develop and operate an asset management strategy underpinned by a reliable and up to date asset register. The board should review the strategy annually as part of the corporate business plan.” 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. Within organisations, this affects us all. Every time an organisation invests in itself to become better at its core task, it is investing in knowledge assets. Their effective management is part of good asset management which is the responsibility of all public servants. This is particularly important in knowledge-intensive institutions, such as public sector research labs and other bodies that conduct significant levels of public sector R&D.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.”