Jun 182009
 

Speaker: Dr Kin H Chan [B. Eng (Hons), DIS, MSc, MBA, DBA, MIAP]

In a knowledge based economy, a great deal of emphasis is placed on intellectual capital (IC) as the intangible value driver for an organisation. IC is even said to be pivotal in the prosperity of a national economy. Using the so-called IC framework or perspective, investors and managers may be in a better position to see how well a company is doing in creating values and, therefore, generating wealth for all the stakeholders. What does the current financial turmoil tell us about the value created by the companies and their stock prices?

Measuring the intangibles may be likened to ‘measuring the unmeasurable’. However, there has been much advancement in both quantitative and qualitative techniques for IC measurement. Value Added Intellectual Coefficient (VAIC) is a financially based methodology pioneered by Ante Pulic’s (2000), which has been applied in the stock markets of many European countries as well as in Asia including Taiwan, Singapore, Japan, and India.

What does VAIC say about the IC usage of companies in the Hang Seng Index? Whatare the value drivers of the Hang Seng index? These are the questions that the presentation will seek to address.

Pulic, A. (2000) VAIC — An accounting tool for IC management, International Journal of Technology Management, 20, 5-8, pp. 702-714.

Kin Chan is currently the Corporate VP and Managing Director, Greater China, of DTS Inc, a US entertainment technology company which specialises in Surround Sound for the movie, music and games industries. DTS licenses its IPs to major costumer electronics companies worldwide. Kin developed his interests in IC during his doctoral studies.

May 182009
 

Speaker: Frederic Choi, Chief Inspector of Police, Research Centre, Hong Kong Police College

Les Hales with Frederic Choi

The Hong Kong Police Force (HKPF) operates with a workforce of 27,840 disciplined officers and 4,775 civilian officers. As the largest government department and the only police agency in Hong Kong, there is a wealth
of knowledge available to the HKPF. Determined to unleash the potential of knowledge management, the HKPF launched KM as one of the key strategic action plans in 2001, with the establishment of a phase-by-phase implementation approach.

In this talk, Frederic Choi shared with us the KM journey of the HKPF, covering the major milestones, development framework, challenges encountered and highlighted how the HKPF has been using KM to be part of the life of every Force member.

Apr 182009
 

Speaker: Roger Durn CEO Zip2Zap Communications Ltd

Why Mashups and their concepts are rapidly moving into the business primetime.

Figure 4: Zip2Zap CEO Roger Durn

Today’s economy dictates efficiency and the need to ‘do more with less’. Although mashups started out in the consumer space, their success and speed of development and deployment has made the migration into corporate
IT environments inevitable.

These new style web or application services are being developed and deployed at an amazing rate by many organisations and they can no longer be thought of as merely for the ordinary consumer; enterprises have begun to see the value of this kind of offering.

In this session, Roger discussed and demonstrated examples of how to provide services to mashups, and how to consume and transform the services into new
applications. As the CEO of a company that creates this kind of solution for many enterprises, Roger showed how relevant it is to today’s businesses.

Feb 182009
 

There were a number of major KM Conferences held in the Asia Pacific region in the closing period of 2008, notably in Singapore, Australia, Tokyo, and Hong Kong.

A panel of HKKMS members and friends of the Society met to discuss and debate the main issues raised to provide members a perspective on where KM is at present and where it is headed in the region.

Dec 182008
 

Speaker: Prof. Dr Ante Pulic, University of Zagreb, Croatia, EU

At first sight, it might seem that the current financial crisis has no connection to intellectual capital, but in fact there is a strong relationship between the two. Troops of people take care of financial capital and the result of their activities is monitoring the flows of this resource and its effectiveness. At the same time, intellectual capital has no such treatment.

Monitoring of value creation efficiency of that resource does not really exist. What is done resembles to what was done with manual work before Taylor. In business reality, this is featured by the fact that many firms achieve revenue and profit but, at the same time, a fall of value creation efficiency is happening. It is similar to a landing plane: while still flying, height is gradually decreasing. Although this situation is normal for planes, it is fatal for companies. Bankruptcy is the last stage of that downwards flight and it happens easily when intellectual capital performance is ignored. One of the ways to fight the crisis, that has not
reached its peak yet, is raising the efficiency of intellectual capital. Increasing value creation efficiency of intellectual capital by better utilisation of existing intellectual resources is the cheapest way of fighting financial crisis.

  • Intellectual Capital Efficiency has no Limits
  • Rules to prevent or overcome financial crisis
  • Value Creators are the Presupposition of Success
  • Continuous Increase of Value Added
  • Efficiency in Value Creation
  • Control of Value Added and Efficiency
  • Continuous Elimination of Value Destruction
  • Efficiency Remuneration