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 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 professionalTRANSCRIPT
Roberto C. S. PachecoVice Coordinator
Graduate Program on Knowledge Engineering and ManagementUniversidade Federal de Santa Catarina
Strategic Management of S&T Information for Innovation Promotion
(introduction and discussion)
euroCRIS Members MeetingLisbon, 10 November 2005
Instituto Superior de Economia e Gestão (ISEG). Edif. 2. Room 203. Second Floor
• 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
• Some of our KE Research areas
– Competency management, – Organizational Memory, – Strategic Use of Knowledge– Knowledge Modeling– Knowledge Extraction
EGC-UFSCEGC-UFSCKnowledge Engineering and Management Graduate ProgramKnowledge Engineering and Management Graduate Program
Introduction – A National Innovation System
Macroeconomic andregulatory context
Education andtraining system
Clu
ster
s of
indu
strie
s
Globalinnovation networks
Reg
iona
lin
nova
tion
syst
ems
National innovationsystem
Communicationinfrastructures
Factor marketconditions
Product marketconditions
COUNTRY PERFORMANCEGrowth, jobs, competitiveness
National innovation capacity
Knowledge generation, diffusion & use
Supportinginstitutions
Sciencesystem
Otherresearchbodies
Firm’scapabilities& networks
University Univers
ity
GovernmentGovern
men
t
Industr
y
Ind
ustry
NIS – National Innovation System ModelFreeman, 1987. Lundvall, 1992 OECD, 1999.
Triple Helix ModelEtzkowitz & 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…
Other Sources
How ICT can help us to yield Strategic Information (Indicators)
Indicators, Studies, Analysis…
Textual Sources
Relational Data Bases
HomogenousSources
Questionnaires, Surveys
HeterogenousSources
New Opportunities for ICT
ICT y Knowledge Management ICT y Knowledge Management Decision Making, process integration, knowledgeDecision Making, process integration, knowledgemanaging…managing…
ICT y E-government ICT y E-government eGov architectures, public access, user eGov architectures, public access, user involvement (and requirements)…involvement (and requirements)…
ICT New TechnologiesICT New TechnologiesData marts, knowledge extraction (Data marts, knowledge extraction (e.g.e.g., data mining), data mining)textual retrieval, textual generation…textual retrieval, textual generation… New (and not so new) Methodologies New (and not so new) Methodologies (empowered by ICT) (empowered by ICT) Social Network Analysis, Link Analysis, Social Network Analysis, Link Analysis, Trend Analysis…Trend Analysis…
New Opportunities for ICT
ICT y Knowledge Management ICT y Knowledge Management Decision Making, process integration, knowledgeDecision Making, process integration, knowledgemanaging…managing…
ICT y E-government ICT y E-government eGov architectures, public access, user eGov architectures, public access, user involvement (and requirements)…involvement (and requirements)…
ICT New TechnologiesICT New TechnologiesData marts, knowledge extraction (Data marts, knowledge extraction (e.g.e.g., data mining), data mining)textual retrieval, textual generation…textual retrieval, textual generation… New (and not so new) Methodologies New (and not so new) Methodologies (empowered by ICT) (empowered by ICT) Social Network Analysis, Link Analysis, Social Network Analysis, Link Analysis, Trend Analysis…Trend Analysis…
• ICT should be applied to existent sources• ICT must also be applied to the processes that
generates information
Where did we come Where did we come from ?from ?
ICT in the operational basisICT in the operational basis
ICT allows tatic supportICT allows tatic support
90’s90’sICT bringsICT brings
strategic supportstrategic support
ICT as anICT as aninstrument toinstrument to
knowledge eraknowledge era94-hoje94-hoje
60’s - 70’s60’s - 70’s
80’s80’s
OLTP Databases
Data Warehouse
Data Marts
Web
DSSGISEIS
Internet, Intranet, Extranet
New Trends for ICT (knowledge society)
Knowledge ExtractionInteroperabilityCommunities of PracticeElectronic Government
ICT Evolution Regarding the Organizations
InformationSystems
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
Fundamental Questions to ICT
Who are the players Who are the players involved with ST&Iinvolved with ST&I
How each one of these How each one of these players interact (use and players interact (use and
create information)create information)
Which ST&I processes Which ST&I processes should be consideredshould be considered
PROJECTPHASE
Requirements
Planning
RelatedProjects Studies
FormingCommunities for
Standards
Development andDeployment
Management andMaintenance
Creating andManaging
Knowledge
Services(e-services)
Interactingwith Users
VirtualCommunities
InformationSources
OPERATIONPHASE
Methodology
System: Groups
GrupLAC
CvDeGois
CvLattes
CvLAC
DM Cv DM Gr DM Inst DM Proj
DW Investments Demography
Former Students
Searches
CVs Groups Institutions Projects
Primary information sources
Portals
Technological Components
Did we connect the Did we connect the Information to all Information to all
levels of decision?levels of decision?
Dynamic Data Marts :
Indicators for S&T Management
SpecializedSearches
DM CV
CurriculaPrimary InformationSource
Cv System
Curriculum Data Mart
Example: Supporting the National Policy on Industry Development
Sem
icond
utores
1238 pessoas
c/ registros
157 inven
tores
Distr ibuição de patentes de semicondutores
0,00
2,00
4,00
6,00
8,00
10,00
12,00
14,00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Pesquisadores
% d
o t
ota
l de
pat
ente
s
distribuição de registros
Fárm
acos
2629 pessoas
c/ registros
438 inventores
Dis tr ibui ção de pate ntes de fár macos
0,00
0,50
1,00
1,50
2,00
2,50
3,00
3,50
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Pesquisadore s
% d
o t
ota
l d
e p
ate
nte
s
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
New Trends and New Trends and ChallengesChallenges
Social NetworkAnalysis
DM Group
Groups
Primary InformationSources
Cv System
Group and Curriculum Data Marts
Curricula
DM CV
GroupSystems
Dynamic Data marts
Social Network Analysis
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.
Ontology that make possible elucidate relationships
Rule Configuration by the user with dynamic reflection over the decision matrix
Business Intelligence (that anyone can apply)
Hidden Relationships for the term “Plataforma Lattes”
Sea
rch
Plataforma Lattes
Automatic Semantic Analysis
Hidden Relations for “Knowledge”
• 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
ICT
Networking
HR KnowledgeOrganizational learning
Social CapitalCognitive 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
Roberto C. S. PachecoVice Coordinator
Graduate Program on Knowledge Engineering and ManagementUniversidade Federal de Santa Catarina
Strategic Management of S&T Information form Innovation Promotion
(introduction and discussion)
euroCRIS Members MeetingLisbon, 10 November 2005
Instituto Superior de Economia e Gestão (ISEG). Edif. 2. Room 203. Second Floor
MUITO OBRIGADO!