1. Knowing Our Interests

2. Thank you The following course work and project proposal was created as part of the „KEN Practitioner Certification Course“ delivered at RITSEC, Cairo in April and May 2005 in collaboration with Entovation Internation Ltd. The Knowledge Innovation Assessment Methodology was developed and is copyrighted by Debra M. Amidon (www.entovation.com)www.entovation.com A special thank you for their support is given to (alphabetically listed by given name): –The Egyptian Ministry of Administrative Development –RITSEC Management Effat El-Shooky Hisham Sherif Mahmood Rezk –RITSEC Staff Amin Lotfy (Local project management and facilitation) Ahmed Sobky (Local project management and facilitation) Neven Noshy (Local IT support) Sophia Korayem (Local project management) –International supporters Debra Amidon, Entovation International Ltd www.entovation.com (Content expert)www.entovation.com Oliver Schwabe, Eurofocus International Consultants Ltd, www.euro-focus.com (Facilitator)www.euro-focus.com –and the whole participant group

3. Rehab Helmy Mansour Rehab Helmy Mansour An advertising agency Participant

4. Executive Summary An agency for advertising to help all ministries to be connected all the time to help each ministry to announce its activities to be familiar for all ministries so we need to establish a common network among all ministries & to gather all information about its activities & its programmes to save it on a data base & it’ll be authorised by the advertising agency.

5. Problem: Absence for perfect announcement among ministries and the people. Project Objective: Enhancing public awareness. Solution: A website; a partetion in every minister to announce all the new actevities & programmes for the other ministers, database, forums,, and links. Project Description

6. Business opportunities for stakeholders. Economic gains at the macro level. Risk avoidance. Cost reduction to both the government and stakeholders. Resources utility. Saving time. More contraction with different clients & organizations. Lower costs of meetings and data gathering activities. As a result we’ll attract as large as possible of customers’ number. Expected Financial Value

7. Public awareness. Mutual trust and understanding. Availability of data and information. Partnership between civil society organizations and the ministries involved. Transparency. Accountability and creditability of public policies. Business environment. Youth empowerment. Job opportunities. IT dependence. Expected Non-Financial Value

8. Online qualitative ratings charts to be filled in by all levels of stakeholders, especially, for areas of focus such as trust, satisfaction, and consistency of quality services provided. Frequency and size of data and information exchanged. Online questionnaire & suggestions. Measurement of non-financial value

9. Establishment of a website serving the following objectives: A data base which will including information about The miniseries’ activities & its programmes. The client numbers & the ways to contact them like phone numbers, fax, emails & the web sites. Receive the suggestions from the client & visitors & put it in different categories. Information about the conferences & its result to be able to follow the work. Contraction numbers. Establishing the intra network between all sections in the advertising agency Establishing the common network with all the related ministries Open discussion forums (free membership). Core Activity

10. Performance measures: –Tangible and intangible assets, feed back from stakeholders and reverse assessment by employees to the whole process. –Incentives & penalties. –Analysis for the overall performance in view of the business strategy. Subsidiary Activities

11. Establishment of an intra organisational IT network among relevant organizations; internal awareness campaign per each organisation. Establishment of a data gathering unit under the auspices of the host or hosts of the website; online questionnaires: –Degree of desirability for the website to occur. –Level of knowledge grasped by stakeholders. –Eagerness to participate in the website. Subsidiary Activities

12. Incorporating the concept of leadership in the organisations’ mission: –Maximising public interests = legitimacy of leadership. –The organisation’s fate. –Leadership & interaction between the organisations and stakeholders. –Leadership of knowledge. –Backward – forward knowledge linkages with stakeholders. –Successful leadership and preserving market image. Subsidiary Activities

13. Establishment of a marketing unit within each organisation; –Marketing strategy. –A market penetration campaign; logo, moving or fixed centres, seminars, workshops, committees, cyber campaign, and publications. –Preserving or improving a consistent market image. Subsidiary Activities

14. Project group expertise. Host and equipment for the website. It stuff. Resources Required

15. 1 year. Time Required

16. Organizational Readiness Unidetifiyed in acurate terms, yet presence of positive indications: –Calls of e-government. –Willingness for staff skills raising. –Desirability for export promotion. –Governmental websites trend.

17. Success Criteria Establishment of the website. Level of public participation. Knowledge enhancement.

18. Projected Start Date 3 – 5 months (tactical).

19. The Assessment Results

20. The Detailed Results Collaborative Process: Performance Measures: Education / Development: Learning Network: Market Positioning: Products/Services: Market Penetration: Market Image: Leadership / Leverage: Technology / Internet: 2.00 – 8.00 3.10 – 8.70 3.63 – 8.44 3.50 – 8.25 2.56 – 8.56 2.00 – 8.11 3.10 – 8.10 3.00 – 8.10 2.00 – 7.50 3.14 – 8.29

21. Activities: Collaborative Process Urgent (address immediately) –Exists for an explicit innovation process within the organization. –Exists for an identified contact person for the overall innovation process in the organization. –There is cross-organizational leadership support for this contact person. –The organization’s innovation process capability of supporting the development of innovation from idea creation through commercialization.

22. Urgent (address immediately) –The resources and tools which have been allocated to the innovation process within the organization are to be adequate to ensure efficient operation of the process. –The innovation process within the organization is to be a collaborative venture to involving all levels of personnel. –The criteria for measuring the success of innovations. –The organization’s business strategies alignment to the innovation process. Activities: Collaborative Process

23. Important (address with 3 monthes) –Stakeholders’ involvement in the innovation process. Activities: Collaborative Process

24. Having leaderships responsible about the innovation process to be managed in the best ways. Improving the tools for the innovation process. Creating a practical tools to measure how is the innovation process is effective. Improving the knowledge about the innovation. Ideas for Collaborative Process

25. Collaboration Minor Project Description. As an advertising agency so the most important thing is to have a recognized innovation process & to achieve the most recognized ways for the innovation process, we need qualified management to be responsible for manage the innovation process internal as well as external in order to recognize it in the best ways.

26. Activities: Performance Measures Urgent (address immediately) –A person responsible for the Assessment of Knowledge Innovation. –The definition of organization’s business strategy. –Communication of the business strategy within all levels of the organization. –Tangible and intangible indices within the organization’s performance measures.

27. Activities: Performance Measures Urgent (address immediately) –Value of the organization’s measurement systems in the eyes of customers and stakeholders. –Intangible assets measurement.

28. Activities: Performance Measures Important (address within 3 months) –The measurement process as a learning activity. –A rewarding system and incentives for idea creation, responsible risk-taking, and development of innovations into products/services. –Proper & consistent calibration over time. –Incentives are in place within the organization which promote idea creation, responsible risk-taking, and application of inventions or concepts into development of products/services.

29. Ideas for Performance Measures Assessment of knowledge innovation could fall under the competency of human resource department in each of the relevant organization. Where performance measures are clearly identified, the human resource departments could resort to them while evaluating the staff. Each of the relevant organizations’ work strategy should be either prepared from scratch or redrafted.

30. Ideas for Performance Measures Work strategy of each of the organizations would be fully communicated to all levels in each. Incentives offered to employees upon the result of the performance measures assessment.

31. Performance Measures Minor Project Description Preparation of a performance measures assessment system that would include tangible and intangible assets, feed back from stakeholders and reverse assessment by employees to the whole process.  Incentives are to be offered to employees upon satisfactory performance.

32. Activities: Education / Development Urgent (address immediately) –Mechanisms to capture & evaluate “fugitive” or “tacit” knowledge. –View of learning as an integral, day-to-day responsibility. –Incorporation of knowledge in planning business strategy. –Tracking the flow of knowledge. –Mechanisms to evaluate the usefulness of “fugitive” / “tacit” knowledge to the organization.

33. Activities: Education / Development Important (address within 3 months) –Learner-centered educational programs. –A variety of teaching strategies in the organization’s educational programs. –Systems for knowledge capturing. –Locations of knowledge creation. –Dynamic dialogue among participants within teaching strategies. –Learning from global community. –Investment in education by the organisation.

34. Ideas for Education / Development Establishment of an intra organisational IT network among all relevant organisations. Training staff on skills required for taking part in launching and running the network. Following up and Assessment of the utility of the level of knowledge generated by the network. For the employees they will attend courses to provide them with the needed information to deal with the network technology.

35. Education / Development Minor Project Description Establishment of an intra organisational IT network among all relevant organisations, that would help their members to learn about the overall website project with respect to its objectives and individual roles.

36. Activities: Learning Network Urgent (address immediately) –Documenting the economic wealth of the network. –Geographic centres for dialogue and learning, supported by systems of cross – fertilisation of knowledge. –Incentives for participation in the network. –Technology based communication within the network. –A common vision and purpose among all participants in the “network”.

37. Activities: Learning Network Important (address within 3 months) –A worldwide presence. –Centres of excellence that determines competencies within the network.

38. Ideas for Learning Network Establishing a network between all sections of the organization which help on developing the work. Establishing a network between all the organization which will deal with my organization in order to make the work easier. For the employees they will attend courses to provide them with the needed information to deal with the network technology.

39. Learning Network Minor Project Description An agency for advertising to help all ministries to be connected all the time to help each ministry to announce its activities to be familiar for all ministries so we need to establish a common network among all ministries & to gather all information about its activities & its programmes to save it on a data base & it’ll be authorised by the advertising agency.

40. Activities: Market Positioning Urgent (address immediately) –A knowledge manager instead of an IT one. –Insights validity in the market place. –Intelligence gathering mechanisms resort to non traditional sources of information. –Data obtained by an intelligence gathering system that is linked to the corporate information system, being used in day to day operations. –Priorities of business opportunities within the context of the current strategy.

41. Activities: Market Positioning Important (address within 3 months) –Competitors based vision. –Mechanisms and systems within the organisational strategies and policies for aligning both internal and external environments.

42. Ideas for Market Positioning Establishing a new unit on the agency & a new stuff to be responsible about knowing all the new information & all the new techniques related to the work in the external environment, so we need this stuff to be qualified enough to be able to follow this process. Creating methods to help the stuff to evaluate our position in the market.

43. Ideas for Market Positioning Classified those gathered information to specify how we can get benefit from it in the interior environment, so for instance we can improve the quality of the service or even create a new techniques in order to be able to stand out of competition.

44. Market Positioning Minor Project Description As an advertising agency so it announce all the new things for all the ministries such as its activities, new services, training programmes or even new product. So the most we have a high quality of our advertisement, the most we have a huge feed back & if the way of the advertisement is attractive so we can get a lot of offers from our clients or even attract a new client to deal with us So to achieve all of this & to be a unique agency in this field we need to know our competitor & the methods they used to announce their clients & the fees they demand, to be able to introduce a better offer. So as a result we need to gather all the new tools, information & new techniques which used in the advertisement field to be used interiorly & we try to create new techniques to be a special characteristic agency. All of this cause the advertisement field one of the most creativity fields & it depended on the innovation in a wide range So as long as we still in this field, so every moment & every second we will add our touch in this field.

45. Activities: Products / Services Urgent (address immediately) –Investment capital to fund & nurture new ideas ahead of competition. –Annual development of new products and services ahead of competition. –Ability to create products and services that meet the unarticulated needs of the marketplace within and ahead of competition.

46. Activities: Products / Services Urgent (address immediately) –Ability to create products and services that meet the unserved needs of the marketplace ahead of competition. –Use of unrealised competencies to develop unique, highly marketable products and services. –Products and services are being currently marketed as unbundled or bundled and at a premium.

47. Activities: Products / Services Important (address within 3 months) –Ability to create products and services that meet the unserved needs of the marketplace. –Competitors based vision. –Priorities of business opportunities within the context of the current strategy.

48. Ideas for Products / Services Making use of the data gathering units established to serve the current correlated purpose of service assessment. Online qualitative questionnaires among stakeholders are to be carried out by the data gathering units. Analysing the results of questionnaires.

49. Products / Services Minor Project Description Making use of the data gathering units that were previously being established under the auspices of the host or hosts of the web site for the purpose of market positioning, to serve the current correlated purpose of service assessment. Online questionnaires among stakeholders are to be also carried out by the units seeking information concerning knowledge generation among the public.

50. Activities: Market Penetration Urgent (address immediately) –Alternative channels for distribution of products and services. –A network of strategic alliance that defines new rules of participation, measurable activities and standards of performance. –A balance between collaboration and cooperation within the strategic alliance. –Strategies to monitor strategic alliances of both partners and competitors, and to learn from partners.

51. Activities: Market Penetration Important (address within 3 months) –A view of the enterprise that includes stakeholders, partners and customers. –Plans for future evolution.

52. Ideas for Market Penetration Establishment of a marketing unit within the organisation or organisations that are going to the host or hosts of the website aiming at launching the market penetration campaign. Designing a logo for the website that is going to be presented in all channels of its publicity campaign.

53. Ideas for Market Penetration Current local committees and other channels of communications such as, seminars, workshops, forums, and publications, working on international legal texts are to drive the stakeholders’ attention to launching the website. Make useful of online conferences & electronic commerce to help us reaching all clients & stakeholders.

54. Market Penetration Minor Project Description Launching the website in the market accompanied by a marketing campaign that would make use of all feasible marketing tools for reaching targeted segments. Such tools would be prioritized so as to determine the ones that would be of focus, in case that severe obstacles occur with respect to required resources.

55. Activities: Market Image Urgent (address immediately) –Competencies & a culture that support marketing messages. –An advertising campaign that defines the organisation's uniqueness in the marketplace, conveys a balanced message regarding its current position and its future direction, and provides messages that are based upon knowledge-based competencies, instead of product attributes. –A clear definition to the difference between the marketing strategy and an advertising campaign.

56. Activities: Market Image Urgent (address immediately) –An image campaign that is sufficiently multifaceted to penetrate existing markets and to create new markets. –Strategies to assess receptivity to new, untested ideas within the marketplace ahead of the competition.

57. Activities: Market Image Important (address within 3 months) –An image campaign that is based upon the organisation's inherent capabilities. –A culture that supports the organization’s marketing messages.

58. Ideas for Market Image Marketing and data gathering units could be utilised in collaboration with IT staff. Identify the flow of questionnaires. Using of questionnaires results.

59. Market Image Minor Project Description To establish a strategy of measuring the public opinion about the quality and necessity of the service the organisation provides, aiming at either preserving or improving the market image that was acquired during the market penetration phase. Marketing units, in collaboration with other units and departments are to play the central role in this task.

60. Activities: Leadership / Leverage Urgent (address immediately) –Effective strategies to disseminate the organisation's knowledge to the marketplace, to apply its competencies in the marketplace and to enhance its intellectual leadership. –Use of the knowledge gained from external leadership activities to develop new internal business strategies. –Internal mechanisms to capture, codify and feed-forward expertise in ways that enhance the organization’s business performance.

61. Activities: Leadership / Leverage Urgent (address immediately) put mechanisms in place to reward employees for sharing knowledge and expertise.

62. Activities: Leadership / Leverage Important (address within 3 months) –A definition of the organisation's sphere of influence within the industry, across sectors and the world community. –As an organization leader, you perceive external leadership activities as integral to the business.

63. Ideas for Leadership / Leverage Putting mechanisms to reward all the employees in the case they sharing knowledge & experiences. Using all the gathered information from the exterior leadership activities to develop new interior business strategies. Developing the ability to think in a leadership way through recognize training courses about this topic.

64. Ideas for Leadership / Leverage Using a verity of mechanisms to enhance leadership thinking. Using the innovation process in creating new idea & to translate those ideas in a good way in the real life through a successful leadership.

65. Leadership / Leverage Minor Project Description As an advertising agency so the most important factor is the new innovated ideas in order to attract the client & audience attention so as a result to this attraction the number of clients & contraction size will increase. So we will ask all the employees inside the organization to prepare their suggestions for the new innovated ideas to enhance the leverage of the work & to enhance the organization position. But it is not enough to just have new innovated ideas cause without successful leadership & management we won’t achieve the uniqueness & successes to have a good position & reputation for the organization. So it is necessary to have successful leadership & management to filters those innovated ideas to choose the best of it & the capability ones to be applied in the real life & to identify which steps will be approved internal as well as external to support those ideas.

66. Activities: Technology / Internet Urgent (address immediately) –Use of advances in information technology within the organization. –Roles, career paths and incentives/rewards to motivate optimal innovation. –Locus for project initiation. –Collaboration and interaction of employees across organizational boundaries being tracked and measured in terms of value-added contributions. –well-defined managerial infrastructure. –career paths are developed to motivate optimal innovation. –incentives/rewards are built into the system to motivate optimal innovation.

67. Activities: Technology / Internet Important (address within 3 months) –Well-defined technical and managerial infrastructures. –Sufficient flexibility to capitalize on the benefits of current information technology. –Persons comprising the network being easily identified by employees. –Innovative ideas well-received. –Use of technology to promote collaboration between employees who work in different areas. –A network of expertise exists within the organization to provide assistance to employees in the areas of technology, organizational behaviour, and general information about the business

68. Activities: Technology / Internet Continue (keep supporting) –Perception of technology as an enabler, rather than an end in itself.

69. Ideas for Technology / Internet Establishing a dynamic web site to support the innovation process as a learning tool & as a method to help us to be connected with all the world second by second. Establishing a data base related to the web site to receive suggestions from the visitor so they can be connected with the organization & gets the feed back as a one of the most important tools of evaluation.

70. Technology / Internet Minor Project Description As an advertising agency so it needs the electronic commerce as an important factor to improve the work inside the organization & to achieve a perfect rate of electronic commerce & online marketing it needs to use the new technology & the multi media tools so we can use the online conferences also online marketing & using the online questionnaire so we will be able to use all the new technology to announce different products & services, all of this will help to have a wide range for work inside the agency & to increase the number of clients.

71. Recommendations for the overall project Flow of activities should reflect a logical flow of activities that are built on one another, to ensure the existence of a strong foundational standpoint for the project. Focus on areas with low ratings such as collaboration, learning network and market penetration, as they touch on the project objectives.

72. Recommendations for the overall project Some areas are of high ratings such as leadership and technology, yet they were put at the center in the plan of activities due to their crucial roles in finalizing the project. Activities under several dimensions could be combined together, especially those of data gathering and marketing activities.