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any financial rewards programme should be considered within the context of the Civil Service Code’s values of integrity, honesty, objectivity and impartiality 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. Annex A contains more on the main categories of IP likely to be used to protect a knowledge asset in government 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. We asked our supporters to write a text of no more than two hundred words about how we can stop those who believe they’re in control of the world. Responses came pouring in, and we ended up with over eighty bite-sized essays.

third party knowledge assets, including the importance of properly protecting and exploiting third party rights developing a business case, identifying whether it is internal, cross-government or an external opportunity

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Dictionaries & language learning Col 1 Dictionaries Paul Noble Easy learning languages Free dictionary resources informal departmental recognition, for example, success stories and individuals who have shown good knowledge asset management being featured through departmental intranet blogs and articles

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 an articulation of the organisation’s approach to knowledge asset management, including a proportionate method of recording information about the knowledge asset base the importance of protecting knowledge assets specifically for the UK public sector, which will differ to commercial organisations the potential benefit to the economy from the exploitation of the asset is not significantly impacted by restrictions to access. For example, this may be the case where the likely market is characterised by a small number of large firms, who can afford to pay to use the asset, and where any savings from unrestricted access would be more likely to be reflected in increased profits rather than cost savings to consumersknowledge 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.

derive value from underutilised knowledge assets in accordance with principles of Managing Public Money Design rights protects the overall visual appearance of a product, and is one of the key differentiators between different goods in the marketplace. They can be registered or unregistered. The impact that a knowledge asset will have is difficult to predict – it could prove much more or less valuable than initially thought or impact a completely different market to the one anticipated. Consequently, there may be value to the public sector of retaining a degree of control over the asset even if this brings a smaller financial return in the short-term. For example, time limiting a licence could allow government to renegotiate the terms if the knowledge asset proves to be more profitable than initially expected or to adjust policy in response to any unintended impacts or distortions the knowledge asset has on a market. It should be clear to a third party from your knowledge asset management strategy who they need to approach should they believe they need a licence. Protection requirements over time The following sections provide more detail on these activities and how knowledge assets identification and management can be integrated. ProcurementExploitation for the asset’s original purpose – does the strategy help you determine the most effective exploitation route for your asset? This can be social, economic, financial or a combination of these. the key principles for managing knowledge assets – identify, protect and exploit – which are underpinned by the principles of Managing Public Money

Others who should be aware of its main recommendations (as summarised in this box) and may find it of interest include executive and nonexecutive members of the board; the organisation’s Executive Committee, senior leadership, Accounting Officer and Finance Director; Chief Digital Officer; and Chief Scientific Advisers. International Col 1 Cambridge International Caribbean International Early Years Collins Big Cat for International Schools International Resources Webinars Catalogues Big Cat Writing Competition Winners 2023This chapter gives guidance around the development of knowledge asset management strategies, including: 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. The starting point for the development of an effective knowledge asset management strategy is to articulate your organisational strategic objectives. This will help to identify the most important knowledge assets held by the organisation and inform the approach taken to managing those assets. 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 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