strategic management of s&t information for innovation promotion

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!

pacheco@egc.ufsc.br