Creating and Using Knowledge  in a Digital Economy:  NRCan in the 21st Century  Information Management Day September 7, 20...
Opening Thoughts… “ Since it is axiomatic that a firm’s greatest asset is its knowledge, then the firm that fails to gener...
Outline <ul><li>Knowledge economy </li></ul><ul><li>Creating knowledge </li></ul><ul><li>Managing knowledge </li></ul><ul>...
Challenges at the Dawn of the 21st Century Knowledge Economy Information Society Accelerating Change Career-Long Learning ...
Knowledge-Based Economy <ul><li>Success based on what you know; not what you own  </li></ul><ul><li>Value of goods based o...
Knowledge 101 <ul><li>Data  - What are the Facts? </li></ul><ul><ul><li>(observations and measurements) </li></ul></ul><ul...
Knowledge Organization Using Knowledge Nature Internal Knowledge Creation External Knowledge Sharing Management Preservati...
Creating Knowledge  Drivers (problems, issues, government) Organization (mandate, resources, culture) People (analyze, rea...
Creating Knowledge - Steps <ul><li>Search for existing knowledge </li></ul><ul><li>Acquire content </li></ul><ul><li>Manag...
Creating Knowledge on the Web <ul><li>Descriptive  - program descriptions </li></ul><ul><li>Static  - reports, publication...
Creating Knowledge is not Enough <ul><li>Bell Labs:  lasers </li></ul><ul><li>Xerox:  graphical user interface, object-ori...
KM Perspectives Escher -  Relativity
Knowledge Management <ul><li>Capacity building </li></ul><ul><ul><li>resources, infrastructure, content </li></ul></ul><ul...
Discovery Search Engine
NRCan Access to Knowledge Policy Desired general state Specific cost circumstances Specific restriction circumstances Spec...
Integrating Content
KM Framework Knowledge Management Capacity Building Organizational Context Resources Infra - structure Co n tent Gover-nan...
Sharing Knowledge  Agency 1 Information Agency 2 Information Internal flow regulators Internal flow regulators External fl...
Knowledge Flow Regulators <ul><li>Context  -  issues, social, economic, nature </li></ul><ul><li>Institutional  -  organiz...
Science & Technology Cluster: A Business Model Supply (Providers) Demand (Users) Providers and users connect through an S&...
The S&T Provider Face Provider Face Academia NGOs Private Sector   Public Sector Government S&T organizations Universities...
The S&T User Face Public, educators, youth, seniors, media, communities Policy advisors, decision makers,  regulators User...
All together now… Subjects About S&T Creating Knowledge Expertise Academia Public Institutions NGOs Business Public Practi...
S&T Cluster – Portal Context Business Services International Services Individual Services Sub-Portals Canada Site S&T Prac...
Just consider… Demand Face Public S&T Practitioners Policy & Regulation Makers Business Dorothy Jones, retired, gardener G...
Climate Data Jean-Yves Paquette, Young entrepreneur
Analysis of Energy Project
Canada - Land Cover  Gloria Weisman, environmental policy analyst
Threatened Species
Soils of Canada
Distribution of Black Spruce B) climate at 1.5 X CO 2 A) present climate 0 - 10% 11 - 20% 21 - 30% 31 - 40% 41 - 50% 51 - ...
Digital Elevation Dorothy Jones, retired, gardener
Plant Hardiness Zones of Canada
Identifying an Insect Zachary (Zak) Walsh, 13, Mrs. Jones’s grandson budding scientist
Weather Network Haig Acterian, Forester
Fire-Danger Rating
ASEAN System
Real-Time Decision Support
Satellite Monitoring
Fire Modeling
To Summarize <ul><li>S&T have been “connected” for about four decades. </li></ul><ul><li>S&T are beginning to make their k...
Closing Thoughts… “ Knowledge of the universe would somehow be…defective were no practical results to follow.” Cicero (106...
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Creating and Using Knowledge in a Digital Economy

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Explains knowledge management concepts to information managers (2001): knowledge economy, creating knowledge,managing knowledge, sharing knowledge, using knowledge

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  • Today, I&apos;d like to talk about how the transformation from an industrial society to an information society will affect science and technology – particularly in the Government of Canada. It’s not that the methods of science (hypothesis, experiment, proof) will change significantly, but more that the role of science will be different in the new society. The knowledge revolution presents both tremendous opportunities for S &amp; T departments as well as significant challenges.
  • Creating and Using Knowledge in a Digital Economy

    1. 1. Creating and Using Knowledge in a Digital Economy: NRCan in the 21st Century Information Management Day September 7, 2001 Albert Simard
    2. 2. Opening Thoughts… “ Since it is axiomatic that a firm’s greatest asset is its knowledge, then the firm that fails to generate new knowledge will probably cease to exist.” Thomas Davenport (1998) “ In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge.” Ikujiro Nonaka (1998)
    3. 3. Outline <ul><li>Knowledge economy </li></ul><ul><li>Creating knowledge </li></ul><ul><li>Managing knowledge </li></ul><ul><li>Sharing knowledge </li></ul><ul><li>Using knowledge </li></ul>
    4. 4. Challenges at the Dawn of the 21st Century Knowledge Economy Information Society Accelerating Change Career-Long Learning Merging Technologies Source: US National Science Foundation, 2001 Extended Organizations Global Connectivity Environmental Stewardship Finite Resources Sustainable Development
    5. 5. Knowledge-Based Economy <ul><li>Success based on what you know; not what you own </li></ul><ul><li>Value of goods based on knowledge content </li></ul><ul><li>Creating and using knowledge is the key </li></ul><ul><li>Internet runs two ways; Canada must participate </li></ul><ul><li>Organizations must change or become irrelevant </li></ul>
    6. 6. Knowledge 101 <ul><li>Data - What are the Facts? </li></ul><ul><ul><li>(observations and measurements) </li></ul></ul><ul><li>Information - What do they mean? </li></ul><ul><ul><li>(interpretation within a context) </li></ul></ul><ul><li>Knowledge - How does it work? </li></ul><ul><ul><li>(relations between things, cause & effect) </li></ul></ul><ul><li>Wisdom - What should I do? </li></ul><ul><ul><li>(experience and judgment) </li></ul></ul>
    7. 7. Knowledge Organization Using Knowledge Nature Internal Knowledge Creation External Knowledge Sharing Management Preservation Lost Knowledge
    8. 8. Creating Knowledge Drivers (problems, issues, government) Organization (mandate, resources, culture) People (analyze, reason, decide) Content (facts, meaning, understanding) Systems (information processes) Technology (computers, communication) Value Process Production Stage Data Information Knowledge Application
    9. 9. Creating Knowledge - Steps <ul><li>Search for existing knowledge </li></ul><ul><li>Acquire content </li></ul><ul><li>Manage databases </li></ul><ul><li>Transform data into information </li></ul><ul><li>Synthesize new knowledge </li></ul><ul><li>Produce knowledge products </li></ul><ul><li>Disseminate knowledge products </li></ul><ul><li>Use knowledge to solve problems </li></ul>
    10. 10. Creating Knowledge on the Web <ul><li>Descriptive - program descriptions </li></ul><ul><li>Static - reports, publications </li></ul><ul><li>Updated - inventories, statistics </li></ul><ul><li>Dynamic - information systems </li></ul><ul><li>Interactive - decision-support systems </li></ul>
    11. 11. Creating Knowledge is not Enough <ul><li>Bell Labs: lasers </li></ul><ul><li>Xerox: graphical user interface, object-oriented programming, laser printer, Ethernet </li></ul><ul><li>IBM, DEC: mainframe/mini computers </li></ul><ul><li>CERN: World-Wide Web </li></ul><ul><li>Encyclopaedia Britannica: synthesizing knowledge </li></ul>
    12. 12. KM Perspectives Escher - Relativity
    13. 13. Knowledge Management <ul><li>Capacity building </li></ul><ul><ul><li>resources, infrastructure, content </li></ul></ul><ul><li>Organizational context </li></ul><ul><ul><li>governance, culture, learning </li></ul></ul><ul><li>Integration </li></ul><ul><ul><li>vertical, horizontal, external </li></ul></ul>
    14. 14. Discovery Search Engine
    15. 15. NRCan Access to Knowledge Policy Desired general state Specific cost circumstances Specific restriction circumstances Specific cost and restriction circumstances Goal of proposed policy Restricted Unrestricted Access None High Cost
    16. 16. Integrating Content
    17. 17. KM Framework Knowledge Management Capacity Building Organizational Context Resources Infra - structure Co n tent Gover-nance Culture Learning Funds People Time Technology Systems Management Acquisition Production Dissemination Vision Direction Commitment Change Sharing Controlling Education Skills Experience
    18. 18. Sharing Knowledge Agency 1 Information Agency 2 Information Internal flow regulators Internal flow regulators External flow regulators Attributes Technology Infrastructure
    19. 19. Knowledge Flow Regulators <ul><li>Context - issues, social, economic, nature </li></ul><ul><li>Institutional - organization, national, international </li></ul><ul><li>Content - domain, provider, user </li></ul><ul><li>Technology - computers, communication, networks </li></ul><ul><li>Infrastructure - interoperability, metadata, systems </li></ul>
    20. 20. Science & Technology Cluster: A Business Model Supply (Providers) Demand (Users) Providers and users connect through an S&T Information Market
    21. 21. The S&T Provider Face Provider Face Academia NGOs Private Sector Public Sector Government S&T organizations Universities, colleges, institutes, schools Businesses that share S&T Non-Government organizations interested in S&T
    22. 22. The S&T User Face Public, educators, youth, seniors, media, communities Policy advisors, decision makers, regulators User Face Public Practitioners Policy Makers Business Businesses that need S&T for innovation and growth Scientists, managers, professionals, specialists
    23. 23. All together now… Subjects About S&T Creating Knowledge Expertise Academia Public Institutions NGOs Business Public Practit ioners Policy Makers Provider Face User Face Private Sector
    24. 24. S&T Cluster – Portal Context Business Services International Services Individual Services Sub-Portals Canada Site S&T Practitioners Policy Academic Public Institutions Canadians Other Related Clusters ENRFAH
    25. 25. Just consider… Demand Face Public S&T Practitioners Policy & Regulation Makers Business Dorothy Jones, retired, gardener Gloria Weisman, environmental policy analyst Jean-Yves Paquette, Young entrepreneur Zachary (Zak) Walsh, 13, Mrs. Jones’s grandson budding scientist Haig Acterian, Forester
    26. 26. Climate Data Jean-Yves Paquette, Young entrepreneur
    27. 27. Analysis of Energy Project
    28. 28. Canada - Land Cover Gloria Weisman, environmental policy analyst
    29. 29. Threatened Species
    30. 30. Soils of Canada
    31. 31. Distribution of Black Spruce B) climate at 1.5 X CO 2 A) present climate 0 - 10% 11 - 20% 21 - 30% 31 - 40% 41 - 50% 51 - 60% 61 - 70% 71 - 80% 81 - 90% 91 - 100% X location of black spruce sites
    32. 32. Digital Elevation Dorothy Jones, retired, gardener
    33. 33. Plant Hardiness Zones of Canada
    34. 34. Identifying an Insect Zachary (Zak) Walsh, 13, Mrs. Jones’s grandson budding scientist
    35. 35. Weather Network Haig Acterian, Forester
    36. 36. Fire-Danger Rating
    37. 37. ASEAN System
    38. 38. Real-Time Decision Support
    39. 39. Satellite Monitoring
    40. 40. Fire Modeling
    41. 41. To Summarize <ul><li>S&T have been “connected” for about four decades. </li></ul><ul><li>S&T are beginning to make their knowledge more useful. </li></ul><ul><li>Like an iceberg, Government On-Line represents only the visible tip of the total KM structure. </li></ul><ul><li>The vision of creating and managing knowledge looks beyond Electronic Service Delivery by 2004. </li></ul><ul><li>Two E-Clusters focus on creating as well as disseminating knowledge. </li></ul><ul><li>Innovation projects are beginning to be funded: (tactile maps, Digital Commons for Heritage, Ecosystems On-Line). </li></ul>
    42. 42. Closing Thoughts… “ Knowledge of the universe would somehow be…defective were no practical results to follow.” Cicero (106-43 BC) Goods in any storehouse are useless until somebody takes them out and puts them to the use they were intended for. That applies to what man stores in his brain too. Tomas Watson (1874-1956) founder, IBM  

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