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From 2003-2005 Dr Lefrere was Microsoft’s Executive Director for e-learning, on leave of absence from the Open University, where he is a senior lecturer in educational technology, and the University of Tampere, Finland, where he has a chair of e-learning. Through that work, and as a Policy Advisor to universities, major corporations, the European Commission, the World Bank and government departments, he has wide-ranging experience of strategic projects concerned with capacity building, change management, knowledge management, innovation, technology transfer and monetization of IP. He has contributed to or directed a number of MBA-level courses relevant to this workshop, on such subjects as the strategic management of technology, creative management and knowledge management. Additionally, he is a frequent keynote speaker at conferences and is on the advisory groups of two leading European networks of excellence, through which he keeps abreast of market-relevant R&D in key enabling technologies such as interoperable web services, federated search, trust management and high-performance computing. Some of that experience is apparent in his co-authored book Transforming e-Knowledge, which sold over 15,000 copies in the first month, then was made available for free download on the web (over 150,000 people have taken copies).
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| Workshop, Thursday, 09.00-10.45, 6 July 2006, Oxford University |
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Replicating R&D successes, reducing failures, increasing innovation & IP use - what works, what could work?
Led by Paul Lefrere, Open University
This workshop, moderated by Paul Lefrere, will explore how to deploy knowledge management skills, tools and systems (associated with knowledge creation, capture, retrieval and transfer) to create and sustain the personal & organizational capabilities needed to compete more effectively in R&D and in the exploitation of IP. Participants will gain insights into what makes for replicable patterns of success, potentially useful to them and their organisation. The workshop will include short presentations to the whole group of anonymised examples of more and less effective practices, drawn from a range of industries, networks and projects. Those examples will be discussed in small groups, tasked with identifying and prioritising practices that they would like to see implemented. Participants will be invited to define the required personal & organizational capabilities, particularly in relation to knowledge management; the steps needed to achieve those capabilities; and identify some of the critical success factors that apply. The wrap-up session, for the whole group, will show the use of techniques such as reversal-thinking to help in visualising paths to success and reducing the risk of innovation failure.
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