Project Management

Smart Assets

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

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There is profitability in having information that others want and competitors do not have. Such is the nature of information technology. When we try to reflect on our ability to effectively manage these assets, however, we fall flat and often realize we are guilty of mismanagement.
 
Regardless if you are part of a firm that considers hardware and/or software technologies as its core industry or one that just incorporates these tools and services into its everyday operations, you have no doubt developed a knowledgeable core of staff that provides support and stability to your enterprise’s machinations. These are the “go see” or the “go to” people (as in, “I don’t understand this interface either--go see Andrea in R&D” or “I’ve seen that problem before--go to the Web team on the second floor and see what you can find”) and they are a force that needs to be acknowledged.
 
Having a readily accessible team of in-the-know people is like having a wild card in a hand of poker. The everyday cards have understandable value, but the wild card can be an almost invisible, fluid-like agent to be called upon as needed.
 
Examples of these internal assets include: 
  • Knowledge Management
  • Intellectual Asset Management
  • Intellectual Property Management

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