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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 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 There is a huge number of organisations that collect data to support their activities across government. Wherever there is systematic data collection, a potentially valuable knowledge asset may be generated.

Just a few lines to say how much we appreciated ‘Hope Amidst a Tsunami of Evil’… The book provides: This chapter informs public sector organisations how best to exploit their knowledge asset for a different use to its original purpose, including:the importance of protecting knowledge assets specifically for the UK public sector, which will differ to commercial organisations 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. After a review of knowledge assets is complete, an organisation should have a better understanding of its knowledge assets and be able to identify risks and opportunities and take appropriate action in response. Ownership of knowledge assets generated by employees 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: Failure to identify these knowledge assets and integrate them into the procurement strategy can undermine efforts to secure best value. The consequences can be:

informal departmental recognition, for example, success stories and individuals who have shown good knowledge asset management being featured through departmental intranet blogs and articles This guidance should be considered alongside the legal framework, and other relevant guidance or principles which may apply to individual organisations. Key FAQs Often documents and other knowledge assets may need to be re-used many years after their creation, and by different people and teams. They should be clearly marked with IP ownership information to facilitate such use and to avoid any potential misuse. More detail on IP marking is provided in Annex A. 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 If third party owned knowledge assets are to be used in any tendering/public procurement exercise, you should take steps to ensure that this is properly protected and respected, and that it is only used and disclosed in accordance with the rights granted in it. Doing otherwise could lead to claims against the government for infringement of IP and will reduce confidence in the public procurement process.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.

regularly provides details of knowledge asset development (type, form, purpose, value) to knowledge assets officer 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.Trusted Research aims to support the integrity of the system of international research collaboration, which is vital to the continued success of the UK’s research and innovation sector. It is particularly relevant to Industry as well as researchers in Science, Technology, Engineering and Maths ( STEM) subjects, dual-use technologies, emerging technologies and commercially sensitive research areas. These Trusted Research Guidance documents have been produced in consultation with the research and university community and is designed to help the UK’s world-leading research and innovation sector get the most out of international scientific collaboration while protecting intellectual property, sensitive research and personal information. While the advice is primarily aimed at academic and industrial researchers, it is relevant to researchers across the public sector who should pay it due consideration while developing their knowledge asset management strategy. Key takeaways:

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. 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.investment by another organisation in knowledge assets to make it both available to all and more accessible. Could also consider option to charge for access on cost-recovery basis 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 The Big Bad Wolf and the Syringe is a witty, satirical tale that hits the nail on the head regarding the events of recent years. 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 information social value – harnessing knowledge assets to deliver better outcomes for citizens and improve the quality of public services