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.

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.

Strategic Alliences


lliances and partnerships have always been part of human history in all areas of life – from private to public and from politics to business. Companies have worked with partners across countries, businesses or within their value chains for a variety of reasons, whether from a desire to expand or a need to cut costs. Yet, in recent years the growth of partnerships has accelerated, driven by the benefits of risk sharing and resource pooling, technology convergence, industry deconstruction (from linear value chains to industry value networks) and knowledge diffusion.

Markets are moving so quickly that is increasingly difficult for any company to stay current on all the technologies, resources, competencies, and information needed to address, those markets. Strategic alliances offer a means for us to access new markets, expand geographic reach, obtain cutting-edge technology, and complement skills and core competencies relatively fast. Strategic alliances have become a key source of information exchange for Next Intelligence, and have allowed us to cope with increasing organizational and technological complexities that have emerged in the global market.