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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 procurement of knowledge assets, which is an essential part of the delivery of public services and driving innovation A group of billionaires, in cooperation with their globalist puppets and the mainstream media, planned just that. Masked as ‘covid rules’ they imposed restrictions on our freedom, introduced mandated vaccinations, and increased digital control. Now they are using ‘climate change’ and ‘net zero’ to continue their Machiavellian agenda. Just a few lines to say how much we appreciated ‘Hope Amidst a Tsunami of Evil’… The book provides: the process for identifying and recording knowledge assets, this tends to be more challenging for knowledge assets than for tangible assets such as property

All public sector organisations should have a strategy in place to support the effective management of knowledge assets. This will include measures to: A. If a public sector organisation doesn’t protect its assets, another organisation or third party may put in place protection themselves – which may restrict the public sector organisations ‘freedom to operate’.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 A broad range of asset types fall into the category of knowledge assets. Often these different asset types are combined and produce more valuable knowledge assets. But it is helpful to understand the individual asset types, as many legal frameworks, in particular, use and protection rights, can vary between assets. Table 1.A below summarises these asset types, and groups them into thematic categories.

The next step is to consider the strategic role of knowledge assets in achieving those objectives. For example, the role of specific analytical capabilities in supporting policy development, of databases in delivering services, or of IP rights in delivering long-term value from procured goods and services.The challenges of knowledge asset valuation mean that a deep understanding of value is likely to require significant expert input, which can be expensive. In addition, market comparators, which can often provide a useful benchmark for valuation, are often more difficult to identify. For this reason, a detailed valuation only tends to be appropriate in certain, more limited, circumstances. Incentives for individuals as part of any financial incentives scheme it is worth being aware that if any patent benefits that accrue to an organisation are disproportionately greater than the reward to the individual, the individual can apply for compensation, as outlined in the Patents Act 1977, sections 40-41 Enforcement – how are you going to approach matters of infringement, have you budgeted for potential enforcement actions? Note: Organisations should employ a governance structure that is appropriate for their size of knowledge asset holdings. The below is an example of what a governance structure would look like for an organisation where knowledge assets play a significant role. Knowledge assets management committee 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.

More information about the Re-use of Public Sector Information Regulations 2015 can be found in chapters 5 and 6, and Annex A. 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.Reference Col 1 Times Books A-Z Astronomy Gardening National Parks National Trust Books Road Maps & Atlases World Atlases membership drawn from key parts of the organisation, for example finance, commercial, scientific, technology 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.

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. Innovation refers to new inventions, processes and ways of working, and can be made known to the public alongside protection with IP rights or kept secret. Design rights protect the shape and appearance of a product, including the layout of integrated circuitry. 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’? Third party IP is existing IP that is used in a collaboration but owned by a party that is not involved in the collaboration. Before the collaboration, relevant licences should be obtained by each collaborator who needs to use this IP either during the course of the collaboration or to commercialise any results of the collaboration.These sorts of database are particularly useful where unregistered rights have been licensed or where source code has been openly acquired (enabling the decision-making process in this regard to be clearly recorded for future reference). Even the decision to treat the invention as a trade secret can be clearly recorded. Evaluating knowledge assets Reputational assets refer to ways of distinguishing the goods and services of one entity from those of another, and includes the reputation built up in a brand (including that of the government) as well as specific rights such as trade marks and coats of arms. At this stage, it is not necessary to undert 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.