RHS Roses: An Inspirational Guide to Choosing and Growing the Best Roses

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Trys šeimos, medvilnės plantacija, klaidingi pasirinkimai, ne visada logiškas užsispyrimas - viską sudėjus ir ant viršaus šliūkštelėjus dramos, gavosi visai neblogas kokteilis. Ties viduriu norėjosi dar, gale šiek tiek apkarto, bet po kiek laiko atskiedus keliais trileriais, vėl norėsiu pakartot kažką panašaus.⠀ how the knowledge assets will be appropriately protected. The intangible nature of knowledge assets means that relevant protection measures may be required, through legal and other means, to ensure that they can be used effectively by the organisation This guidance should be considered alongside the legal framework, and other relevant guidance or principles which may apply to individual organisations. Key FAQs

B. IP ownership should be considered on a case-by-case basis to maximise long-term value and social/economic/financial benefits. However, the right to use IP is often more important than ownership, and a party can have a licence to use IP even if they do not own it. Box 4.B outlined in this chapter provides a simple model, which may help you in factoring in who will have rights/ownership to the IP generated.As a result of this analysis, an organisation should be in a position to articulate a number of strategic priorities for its management of knowledge assets, which they will seek to pursue in their approach to managing these assets. Approach to knowledge asset management The government’s Knowledge Assets Programme is important for any public sector organisation holding intangible assets (including less obvious things like ideas, designs or other materials) that were developed inhouse. It will also be a contributing factor in helping to unleash a new wave of public sector innovation and cementing the UK’s reputation as a “science superpower”. Roses have their thorns, and for Solnit that includes the environmentally destructive manner of their modern mass production. She makes the leap from Orwell’s garden to the industrialised rose farms of present-day Colombia, supplying North America with cheap blooms at allegedly heavy cost to their low-paid, non-unionised workforce – the sort of story Orwell himself might once have told. A strategy should also set out how key information about those assets will be recorded. This allows the organisation to be able to make a regular judgement over time around the role of these assets in meeting the organisation’s priorities, and the implications of this for their acquisition, use, maintenance, renewal, upgrade and disposal. While this book was epic and more enjoyable than Tumbleweeds, it, too suffered from being way too long. By the last four discs, I was just impatient for the story to end.

A. Strategically managing knowledge assets can lead to the realisation of several benefits such as derivation of value from underutilised knowledge assets, saving resources by avoiding the duplication in the acquisition or creation of knowledge assets, and lowered risk of IP infringement.

Exploitation for the asset’s original purpose – does the strategy help you determine the most effective exploitation route for your asset? This can be social, economic, financial or a combination of these. The following sections provide more detail on these activities and how knowledge assets identification and management can be integrated. Procurement To make a garden is to feel, in Solnit’s words, more “agrarian, settled, to bet on a future in which the roses and trees would bloom for years and the latter would bear fruit in decades to come”. By the time Orwell’s roses flowered that summer, the Spanish civil war had broken out. As they grew, Europe spiralled closer to conflict. But the buds would still swell and the petals would still fall, and in the midst of death there would be new life, a cycle that helps explain why gardens and nature more generally have been such a comfort to so many through the grief and loss of the pandemic. This guidance is to advise and support organisations in scope with their knowledge asset management and, in turn, fulfil their responsibilities as set out in Managing Public Money ( MPM). Organisations in scope are those headed by an Accounting Officer who is responsible for upholding MPM. These organisations are mainly those classified as central government by the Office for National Statistics, but others will be in scope.

the importance of protecting knowledge assets specifically for the UK public sector, which will differ to commercial organisations as part of any financial incentives scheme it is worth being aware that if any patent benefits that accrue to an organisation are disproportionately greater than the reward to the individual, the individual can apply for compensation, as outlined in the Patents Act 1977, sections 40-41More information about the Re-use of Public Sector Information Regulations 2015 can be found in chapters 5 and 6, and Annex A. Organisations must act compatibly with the law governing personal data, so as not to breach the public’s trust, and to provide reassurance that personal and sensitive data, such as health data, is treated safely, securely and ethically within appropriate governance frameworks. When such personal sensitive data is shared, it must be needs-based and proportionate to comply with the law and codes of practice. This chapter explains the very first step of managing knowledge assets, which is to identify them. It covers: