Courses & Workshops
Courses: ICM
- KM - IM- IPM
| Workshops | Seminars
| Teaching Method
Courses
Intellectual
Capital Management
Learning
Objectives
The field of intellectual capital management emerged in the last decade
in response to the rise in what some writers call ‘intellectual
capitalism’ where intellectual capital drives wealth and value
generation in all industries. Intellectual capital is not limited to
knowledge resources and encompasses innovation resources and intellectual
property. This course presents the field of intellectual capital management
and the Intellectual Capital Model that emerged in late 1990s. The course
proceeds with examining the nature of various forms of intellectual
capital and how they should be managed under three stages of knowledge
management, innovation management, and intellectual property management.
In that respect the course is a survey course which examines all the
issues, practices, tools and strategies that can be used for the management
of intellectual capital through a methodology presented in the course.
The objective of the course is to familiarize participants with the
terms, approaches and practices that emerged under ICM and provide guidance
on their choice.
Contents
The following topics and issues will be addressed:
• The unique competitive dynamics of the knowledge economy and
the need for intellectual capital management to enable organizational
learning, growth and future performance.
• The intellectual capital model, measurement systems and intellectual
capital reporting.
• The CICM model and classification of intellectual capital
as knowledge resources, innovation processes and intellectual property
to be managed under three stages of knowledge management, innovation
management, and intellectual property management.
• Knowledge management systems – what is knowledge, the
interface between knowledge and information and human capital, knowledge
audits, strategies and programs
• Innovation management systems- what is innovation, the network-based
innovation model and customer capital, the innovation portfolio, innovation
strategies and methods.
• Intellectual property management systems – what are
the different forms of intellectual property and how to manage each
for competitive positioning and revenue generation.
Textbook
Nermien Al-Ali , Comprehensive Intellectual
Capital Management – Step-by-Step, John Wiley
& Sons, 2003
Other
references
Ove Granstrand, The Economics and Management of Intellectual Property,
Edward Elgar, USA 1999
Karl Erik Sveiby, The New Organizational Wealth: Managing and Measuring
Intangible Resources, Berrett-Koehler Publishers, 1997
Leif Edvinsson and M. Malone, Intellectual
Capital, Harper Business, 1997
Knowledge
Management
Learning Objectives
Knowledge management is a challenging field given the elusive nature
of knowledge and the ambiguity surrounding calculation of returns that
can be expected as a result of its systematic management. Added to that
is the confusion between information and knowledge which in many situations
resulted in focus on the IT aspect of KM and hence the failure of many
KM initiatives. This course does not only explain what KM entails and
the requirements of success but it also trains the participants on how
to undertake knowledge audits, forge the appropriate knowledge strategies,
create and manage communities of practice, establish a best practices
program, and design the IT base. It is a how-to course that starts with
laying the theoretical foundation then proceeds with the how of effecting
the required changes both at the strategic and operational levels.
Contents
Topics and issues discussed include:
•
The interfaces between information and knowledge, individual/organizational
knowledge, and tacit/explicit knowledge.
• The importance of tacit knowledge and KM in moving the organization
on the way to becoming a learning organization.
• Use of the various types of knowledge audits and gap analysis
to determine the knowledge needs dictated by a certain competitive
position.
• How to forge the appropriate knowledge strategies.
•
How to design the IT architecture in support of KM processes.
• The culture for knowledge sharing and transfer of best practices
• The concept and practice of communities of practice and interest.
Textbook
Nermien Al-Ali , Comprehensive Intellectual
Capital Management – Step-by-Step, John Wiley
& Sons, 2003
Other
references
Michael Zack, (ed.), Knowledge and Strategy, Butterworth Heinemann 1999
M. Hansen, N. Nohria, and T. Tierney, “What’s Your Strategy
for Managing Knowledge?”, Harvard Business Review, March-April
1999
Mark Clare, and Arthur Detore, Knowledge Assets: Professionals Guide
to Valuation and Financial Management, Harcourt Professional Publishing,
New York 2000
Innovation
Management
Learning Objectives
Knowledge management provides the platform that supports all the operations
and the critical business processes of an organization. The next stage
is to have an innovation management system that converts knowledge resources
into product concepts, and new ways of doing business (methods/processes).
Innovation management in the knowledge economy experienced a shift to
a network-based model where input from outside parties including suppliers,
distributors, partners, experts, and customers has become crucial for
getting to market first with a successful product. This model also is
based on internal networks of employees that come together to manage
an innovation project based on their skills and experiences. The course
explains in depth the network-based model of innovation and guides on
how to create, manage and leverage internal and external networks to
boost the organization’s innovative ability. The course focuses
on how to forge innovation strategies, create and manage the innovation
portfolio for effective risk management and resource allocation, and
use of competitive intelligence tools.
Contents
•
The network-based business model and the way it changed innovation
management.
• Internal networks, R&D design and arrangement of skills
in competence centers across the whole organization.
• External networks, customer relationship management, value
chain management, strategic alliances, and alliances portfolio management.
• New innovation management methods and tools for breakthrough
innovations - the lead user method - and competitive intelligence.
• Idea generation methods, idea banks and employee implementation.
• Innovation strategies.
• Fostering the right culture for innovation.
Textbook
Nermien
Al-Ali , Comprehensive Intellectual
Capital Management –
Step-by-Step, John Wiley & Sons, 2003
Other
references
Englund and Graham, “From Experience: Linking Projects to Strategy”,
Journal of Product Innovation Management, vol. 16, 1999, pp 52-64
Abbie Griffin, “PDMA Research on New Product Development Practices:
Updating Trends and Benchmarking Best Practices”, Journal of Product
Innovation Management, volume 14, 1997
Ronald
Jonash, The innovation premium : how next generation companies are achieving
peak performance and profitability, Reading, Mass. : Perseus Books,
1999
Intellectual
Property (Asset) Management
Learning Objectives
Intellectual property (IP) is a major driver of value in the knowledge
economy; be it a patent, a trademark/brand, a copyright or a trade secret.
Intellectual property assets have been undercapitalized for decades
by organizations that viewed them as legal instruments, neglecting their
potential value as commercial and business tools. The course focuses
on intellectual property (asset) management from a business (not legal)
perspective dealing with undertaking an IP audit of the primary form
of IP in a specific industry, creating and managing an IP portfolio
(goes beyond patent to brand and copyright portfolios), and adopting
the appropriate IP strategies for competitive positioning and commercialization
of IP assets. The course also deals with creating the appropriate organizational
culture to promote and foster IP creation, protection and capitalization.
Contents
•
IPM sustems that emerged for management of patents, brands and copyrighted
works.
• Understanding IP as a competitive and commercial tool, and
the use of IP for competitive positioning and revenue generation.
• IP audits and portfolio identification and management.
• The formation of IP teams for forging and monitoring IP strategies,
and for commercialization purposes.
• IP competitive and commercialization strategies and which
strategies to use depending on the technology adoption cycle , the
strength of the IP and the life cycle of the market.
• Use of valuation and assessment tools, including competitive
intelligence tools and online search and exchange services, for effective
decision-making when it comes to intellectual property management.
• Fostering the right culture for IP management and making it
the job of everyone through the IP program (IP literacy, clearance
and detection).
Textbook
Nermien
Al-Ali , Comprehensive Intellectual
Capital Management –
Step-by-Step, John Wiley & Sons, 2003
Other
references
Ove Granstrand, The Economics and Management of Intellectual Property,
Edward Elgar, USA 1999
Kevin Keller, Strategic Brand Management: Building, Measuring and Managing
Brand Equity, Prentice Hall 1998
Teaching
method
Based on the business case study method following laying the theoretical
frameworks. Active interaction and input by participants through class
discussions and presentation on an issue related to intellectual capital
management in the business context. Participants will be assigned a
topic, either individually or as part of a team, one of Harvard Business
School cases to present to class.
Intellectual
Capital Management is offered in the Spring Semester next year at
Franklin Pierce Law Center, a global leader in the area of intellectual
property, to JD students and as part of the graduate program (LLM and
Masters of Intellectual Property to non-lawyers). It is also offered
in the Summer Institute at Pierce Law, which is open to partcicipants
of various backgrounds.
All
courses will be offered online in the near future. If interested n information
about the online courses please contact Professor
Al-Ali.
Workshops
Workshops
are tailor made to the needs of the client but in all situations cover
the same topics that are covered in the courses mentioned above, and
focus on other additional issues related to the industry and organizational
situation of the client. The four courses make extensive use of real-life
examples including a number of case studies of organizations in the
goods manufacturing and service industries.
Seminars,
Conferences
Professor
Al-Ali is available for speaking on the following topics:
*
Knowledge Management
*
Knowledge strategies
*
How to perform knowledge audits
*
Intellectual property and asset management
*
Intellectual property strategies based on industry or line of business
*
Intellectual property audits and formation of portfolios
Examples
of past presentations can be found here.
