Strategic Management of S&T Information for Innovation Promotion

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The National Innovation System Players (and their needs). Where we came from (regarding ICT) …

The National Innovation System Players (and their needs). Where we came from (regarding ICT)
The ICT Goals: Information Modeling
Methodology and Technological Architecture. Presentation at euroCRIS Members Meeting. 2005 - November. Lisbon
Connecting Information to Strategic Needs
Outcomes: supporting public policies
connecting scientific communities. The Open road:
challenges; opportunities; a new kind of IT professional

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  • 1. Roberto C. S. Pacheco Vice Coordinator Graduate Program on Knowledge Engineering and Management Universidade Federal de Santa Catarina Strategic Management of S&T Information for Innovation Promotion (introduction and discussion) euroCRIS Members Meeting Lisbon, 10 November 2005 Instituto Superior de Economia e Gestão (ISEG). Edif. 2. Room 203. Second Floor
  • 2.
    • Introduction
      • The National Innovation System Players (and their needs)
      • Where we came from (regarding ICT)
    • The ICT Goals
      • Information Modeling
      • Methodology and Technological Architecture
      • Connecting Information to Strategic Needs
    • Outcomes
      • Supporting public policies
      • Connecting scientific communities
    • The Open road
      • Challenges
      • Opportunities
      • A new kind of IT professional
    TOPICS
  • 3. EGC-UFSC Knowledge Engineering and Management Graduate Program
    • Some of our KE Research areas
      • Competency management,
      • Organizational Memory,
      • Strategic Use of Knowledge
      • Knowledge Modeling
      • Knowledge Extraction
  • 4. Introduction – A National Innovation System University University Government Government Industry Industry NIS – National Innovation System Model Freeman, 1987. Lundvall, 1992 OECD, 1999. Triple Helix Model Etzkowitz & Leydesdorff, 2002.
    • ICT has impact on all players and sources that matters to ST&I Indicators
      • Government
      • S&T Community
      • Universities and Research Institutes
      • Industry
      • Economy
      • Legislation
      • Intellectual Property
      • Commerce
      • Etc…
  • 5. Other Sources How ICT can help us to yield Strategic Information (Indicators) Indicators, Studies, Analysis… Textual Sources Relational Data Bases Homogenous Sources Questionnaires, Surveys Heterogenous Sources
    • ICT should be applied to existent sources
    • ICT must also be applied to the processes that generates information
    New Opportunities for ICT ICT y Knowledge Management Decision Making, process integration, knowledge managing… ICT y E-government eGov architectures, public access, user involvement (and requirements)… ICT New Technologies Data marts, knowledge extraction ( e.g. , data mining) textual retrieval, textual generation… New (and not so new) Methodologies (empowered by ICT) Social Network Analysis, Link Analysis, Trend Analysis…
  • 6. Where did we come from ?
  • 7. 90’s ICT brings strategic support ICT as an instrument to knowledge era 94-hoje 60’s - 70’s 80’s Data Marts DSS GIS EIS Internet, Intranet, Extranet Knowledge Extraction Interoperability Communities of Practice Electronic Government ICT Evolution Regarding the Organizations Information Systems ICT in the operational basis ICT allows tatic support OLTP Databases Data Warehouse Web New Trends for ICT (knowledge society)
  • 8. Web Interoperability International Standards for S&T Information National Architectures for S&T Information
    • Current Characteristics
    • ICT going to the top of all organizations
    • ICT in all public agencies
    • Highly connected (and demanding) society
    • More and More Interoperability
    • More and More Standards
    • A need for broader view of the role of ICT in public administration
    A New Scene for TIC In Public Organizations
  • 9. Fundamental Questions to ICT Who are the players involved with ST&I ? How each one of these players interact (use and create information) ? Which ST&I processes should be considered ?
  • 10. Methodology PROJECT PHASE Requirements Planning Related Projects Studies Forming Communities for Standards Development and Deployment Management and Maintenance Creating and Managing Knowledge Services (e-services) Interacting with Users Virtual Communities Information Sources OPERATION PHASE
  • 11. DW Investments Demography Former Students Searches Technological Components System: Groups GrupLAC CvDeGois CvLattes CvLAC DM Cv DM Gr DM Inst DM Proj CVs Groups Institutions Projects Primary information sources Portals
  • 12. Did we connect the Information to all levels of decision?
  • 13. Dynamic Data Marts : Indicators for S&T Management Specialized Searches Primary Information Source Cv System Curriculum Data Mart DM CV Curricula
  • 14. Example: Supporting the National Policy on Industry Development
    • Semiconductors
    • 1.238 people working in the area
    • 157 (12,6%) have IP
    • Only 2 researchers have 18% of all IP
    • Pharmacy
    • 2.269 people working in the area
    • 438 (16,7%) have IP
    • 15% have 50% from the total IP in the area
  • 15. New Trends and Challenges
  • 16. Social Network Analysis Primary Information Sources Cv System Group and Curriculum Data Marts Group Systems Dynamic Data marts Social Network Analysis DM Group Groups Curricula DM CV
  • 17. ScienTI Networking Analysis: Some Results (Brazil)
    • Social Network Analysis (e.g., searching for hubs on a national list of experts)
    • A search on a certain area shown that there are only 3 hubs on a list of the 40 most researchers with the majority of P&T registers on their CV
    • The three hubs belong to the same graduate program
    Balancieri, R. 2004.
  • 18. Ontology that make possible elucidate relationships Rule Configuration by the user with dynamic reflection over the decision matrix Business Intelligence (that anyone can apply)
  • 19. Hidden Relationships for the term “Plataforma Lattes” Plataforma Lattes Automatic Semantic Analysis Search
  • 20. Hidden Relations for “Knowledge”
  • 21.
    • Some of the challenges
      • Multiple languages
      • Managing Flexible Workflows
      • Copying with (very short) IT life cycles
      • The need for Multidisciplinary Approaches
    Ongoing Challenges
    • Opportunities
      • Mature Modeling Approaches
      • Mature Knowledge Software
      • Advanced Knowledge Engineering
      • Pressure for open access, interoperability, standardization
        • Public savings, knowledge society
  • 22. Organizational learning Social Capital Cognitive change Behavioral Change Knowledge Engineering
    • Why : Strategic Use of Knowledge. Increases intangible assets.
    • What is needed: KM policy, resources.
    • What : tacit and explicit
    • Where : people, intensive knowledge processes, repositories, source diversity.
    • How to : modeling (plan, agents, tasks; communication; design), codifying, managing and disseminating.
    • What to achieve: organizational memory, services, management strategies, learning, innovation, chain value, etc.
    • Why: no connectivity means no social capital.
    • Where: within and outside the organization
    • What is needed: source diversity, infrastructure, organizational policies
    • How to: modeling, communication plan.
    • Instruments: communities of practice
    • Why: KM is a people oriented process
    • Goals : organizational learning; knowledge assets
    • Where: staff, partners, providers and clients
    • What (internal) competency management, e-learning, tele-working
    • Obstacles: cognitive dissonance, lack of leadership
    • What is needed: Strategic IS Planning, Information System Architecture, TIC Infrastructure
    • Interoperability and standards
    Ongoing Challenges – THE NEED FOR A NEW PROFESSIONAL Knowledge engineer ICT Networking HR Knowledge
  • 23. Roberto C. S. Pacheco Vice Coordinator Graduate Program on Knowledge Engineering and Management Universidade Federal de Santa Catarina Strategic Management of S&T Information form Innovation Promotion (introduction and discussion) euroCRIS Members Meeting Lisbon, 10 November 2005 Instituto Superior de Economia e Gestão (ISEG). Edif. 2. Room 203. Second Floor MUITO OBRIGADO! [email_address]