Being aware of knowledge gaps in the organization is the first step toward improving corporate governance.
Managing business data and finding the information needed for decision-making is the first step toward improving business intelligence.
Gaining risk insight into the daily results of business activities is the first step toward improving risk management.
Preventing expertise knowledge loss is the first step toward improving corporate knowledge management and ensure business continuity.
Nuclear Knowledge Management Professionals
Nuclear power generation is an economical and realistic answer to the globally expanding demand for energy, it presents a unique set of risks. While the risks are similar to those found in other energy industries, their alleviation requires a specialized set of expertise and abilities. NEXT INTELLIGENCE is an international community of experts with broad experience in managing knowledge, technology and information in the field of nuclear power industries. We believe that knowledge management systems are essential for te stable use of nuclear energy over the long term.
In general industry, in the first half of this century, leading businesses are focused on managing their knowledge property in much the same way as they manage their capital. Next Intelligence provides support for companies that face the challenge of creating new knowledge-oriented business practices.
A Nuclear Knowledge Management Community
Our company is an Asia-region NKM expert community that forms an integral part the NKM4YOU network of independent consultants established by Pasztory Consulting e.U, an environmental consulting firm based in Vienna Austria. NKM4YOU NKM experts are located in Canada, the Czech Republic, Hungary, Italy, Romania, Russia, Slovakia, Spain, the United Kingdom, the United States of America and Japan.
Treating spending on knowledge-based capital as investment
When businesses invest to integrate databases and organizational processes, spending on hardware typically only represents some 20% of total costs. The remaining costs are for organizational changes such as new skills and incentive systems. But most of these costs are not counted as investment, even if they are as essential as the hardware. Treating spending on different forms of KBC as investment accords with the views of many in the business community who attribute fundamental aspects of corporate success to investments in such things as marketing, data, design and business processes reorganization.
Both firm-level and national income accounting have historically treated outlays on Knowledge-Based Capital (KBC) as an intermediate expenditure and not as investment. By accounting convention, if an acquired intermediate good contributes to production longer than the taxable year, the cost of the good is treated as investment. Evidence suggests that the different forms of KBC should be treated as investment. Research from the United Kingdom has estimated the productive lives of specific types of KBC as follows: firm-specific training (2.7 years); software (3.2); branding (2.8); R&D (4.6); design (4) and business process improvement (4.2).
Spending on software and mineral exploration are currently treated as investment in the national accounts, and a number of countries have created satellite accounts in which R&D is capitalized, however, the growing literature on intangibles suggests that, conceptually, more than just software and R&D could be treated as investments.