11855155
Beschreibung
Karteikarten von Luke Hansford, aktualisiert more than 1 year ago
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Erstellt von Luke Hansford
vor fast 7 Jahre
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| Frage | Antworten |
| Benefits of KM | Time to market for new innovation ROI New product sales |
| How is KM applied? | Market & business development Creating and extracting value New product Development Competitor Advantage |
| What are often used as business success drivers to create value? | Quality, cost and delivery |
| What comes with New product Development? | Risk |
| How can KM be used to overcome risk? | KM processes applied to see if development problems have been solved by someone else |
| How can IP improve a company? | Significant contributor to overall profits Can be a profit enhancer |
| How can IP be a profit enhancer? | Allows price to market (rather than cost up) Gain dominant market share Optimise manufacturing - use subcontractors |
| What are the stages of KM implementation? | K creation K sharing K structuring K leveraging K auditing |
| What factors effect knowledge creating and sharing? | Compant culture People factors Useful processes Facilities |
| What is encompassed by people factors? | Recruiting and hiring Training programme Risk Taking Creative time Valuing people |
| What does company culture encompass? | Nurturing an innovative environment Positive motivators for knowledge sharing Negative inhibitors |
| Knowledge sharing rules of thumb? | Must be volunteered, not conscripted Can know more than we tell, can tell more than we can write Most valuable knowledge is only known when it is needed to be known |
| Useful processes for knowledge creation/sharing? | Brainstorming Acceptance of risk taking knowledge sharing events Regular task reviews/lessons learned Community of Practice team (COP) 'best practice' session |
| What does knowledge strucuring involve? | Structures/roles/responsibilites Information technology infrastructure |
| What is invloved in Structures/roles/responsibilites? | Presence of IP or K function Skils network or COP's - mech, aero, etc KM facilitator |
| What is involved in information technology infrastructure? | Setting up company K database K / information software Use of retired experts |
| What dos K leveraging involve? | Knowledge protection - patents, secrecy New product development process Tap into K assets Knowledge trading COP teams as needed |
| Knowledge auditing metrics? | ROI Time to market New product GM vs average GM New products as % of total sales in X years % sales protected by IP Investments in R&D as % of sales Sales revenue from licensing-out K assets |
| Benefits of KM are to? | Foster innovation by encouraging free flow of ideas Align innovation with business objectives Improve efficiency and speed of applying K assets Provide framework for documenting Enhance employee retention by recognising value of employee's K Minimise risk of infringement of others IP rights |
| Types of IP rights? | Confidential info - trade secrets IP rights - patents Copyright Registered designs Trademarks |
| What is a confidentially agreement? | Protect potentially patentable products Protects non-patentable but valuable info Legeally binding document prventing movement of info without inventors permission |
| Patent Spec must have? | Abstract Description of product/proccess Claim - why it is new and different in an area 2D drawings |
| Patents must? | Inventions must be new Must involve inventive step Must be industrially appliable Must not fall in list of exclusions |
| List of exclusions? | Discoveries such as scientific theories, maths models Aesethic creations (copyright) Rules/ methods of mental acts Presentation of information |
| How long do patents last? | 20 years |
| Pros of IP rights? | Competitive edge over rivals Abiility to grant licences (royalties) Ability to stop infringers Opportunity to attract investment |
| Cons of IP rights | Expensive to obtain (except copyright and trade secrets) Timely to obtai ( "") Needs the use of IP professionals need to maintain |
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