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Creating and Using Knowledge  in a Digital Economy:  NRCan in the 21st Century  Information Management Day September 7, 2001 Albert Simard
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)
Outline ,[object Object],[object Object],[object Object],[object Object],[object Object]
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
Knowledge-Based Economy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge 101 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Knowledge Organization Using Knowledge Nature Internal Knowledge Creation External Knowledge Sharing Management Preservation Lost Knowledge
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
Creating Knowledge - Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating Knowledge on the Web ,[object Object],[object Object],[object Object],[object Object],[object Object]
Creating Knowledge is not Enough ,[object Object],[object Object],[object Object],[object Object],[object Object]
KM Perspectives Escher -  Relativity
Knowledge Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Discovery Search Engine
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
Integrating Content
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
Sharing Knowledge  Agency 1 Information Agency 2 Information Internal flow regulators Internal flow regulators External flow  regulators Attributes Technology Infrastructure
Knowledge Flow Regulators ,[object Object],[object Object],[object Object],[object Object],[object Object]
Science & Technology Cluster: A Business Model Supply (Providers) Demand (Users) Providers and users connect through an S&T Information Market
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
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
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
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
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
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 - 60% 61 - 70% 71 - 80% 81 - 90% 91 - 100% X  location of black spruce sites
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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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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Creating and Using Knowledge in a Digital Economy

  • 1. Creating and Using Knowledge in a Digital Economy: NRCan in the 21st Century Information Management Day September 7, 2001 Albert Simard
  • 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.
  • 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.
  • 6.
  • 7. Knowledge Organization Using Knowledge Nature Internal Knowledge Creation External Knowledge Sharing Management Preservation Lost Knowledge
  • 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.
  • 10.
  • 11.
  • 12. KM Perspectives Escher - Relativity
  • 13.
  • 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
  • 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. Sharing Knowledge Agency 1 Information Agency 2 Information Internal flow regulators Internal flow regulators External flow regulators Attributes Technology Infrastructure
  • 19.
  • 20. Science & Technology Cluster: A Business Model Supply (Providers) Demand (Users) Providers and users connect through an S&T Information Market
  • 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. 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. 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. 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. 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. Climate Data Jean-Yves Paquette, Young entrepreneur
  • 28. Canada - Land Cover Gloria Weisman, environmental policy analyst
  • 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. Digital Elevation Dorothy Jones, retired, gardener
  • 34. Identifying an Insect Zachary (Zak) Walsh, 13, Mrs. Jones’s grandson budding scientist
  • 35. Weather Network Haig Acterian, Forester
  • 41.
  • 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  

Notas do Editor

  1. Today, I'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 & T departments as well as significant challenges.