Asset management

About: Asset management is a research topic. Over the lifetime, 7776 publications have been published within this topic receiving 73086 citations.

The Balanced Scorecard: Translating Strategy Into Action

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Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation

Abstract: Since firms are knowledge institutions, or well-springs of knowledge, they compete on the basis of creating and using knowledge; managing a firm's knowledge assets is as important as managing its finances. A firm's expertise is acquired by employees and embodied in machines, software, and institutional procedures. Management of its core or strategic capabilities determines a firm's competitiveness and survival. Through decision-making and action, core technological capabilities can be built and changed. The author proposes to (1) help managers think about the knowledge-building consequences of their technology-related decisions and (2) provide academics materials usable in training managers to think about knowledge building. All aspects of product or process development must be viewed in terms of knowledge management and growth. Knowledge cannot be managed the same as tangible assets; to manage knowledge assets, one must understand them. Successful adaptation is an incremental re-direction of skills and knowledge. A set of four core technological competencies bestows competitive advantage on firms; these are the firm's skill and knowledge bases, physical technical systems, managerial systems, and values and norms that create a firm's special advantage. These may reside at any line-of-business level. Core capabilities must be managed to foster, not inhibit flow of critical knowledge. There is a dilemma: core capabilities are also core rigidities when carried to an extreme or when the competitive environment changes. Limited problem solving, inability to innovate, limited experimentation, and screening out new knowledge can undermine the development of competencies. Four key activities create and sustain flows of knowledge and direct them into core capabilities: (1) Integrated, shared creative problem solving across cognitive and functional barriers - shared problem solving achieves new level of creativity when managed for "creative abrasion." (2) Implementation and integration of new internally generated methodologies and technical processes and tools. These can move beyond merely increasing efficiency when managed for learning. (3) Formal and informal experimentation. Experimental activities create new core competencies that move companies purposefully forward and are guards against rigidity. (4) Importing and absorbing technological knowledge expertise from outside the firm. Technology alliances, for example, develop outwise wellsprings of knowledge (identify, access, use, and manage knowledge from external sources). Well managed, these enable companies to tap knowledge wellsprings consistently and continuously. Many dysfunctional attitudes and behaviors within firms inhibit these activities. These activities are oriented to present, internal, future, and external domains, and involve managers at all company levels and all functions. Specific managerial behaviors that build (or undermine) capabilities are identified. Managers must design an environment that encourages enactments of these four activities to create an organization that learns. Thereby, organizations and managers can create an atmosphere for continuous renewal; application to commercial ends is as important as managing it internally. The growth and nurturing of core capabilities (expressed in successful product development) requires learning from the market (understanding user needs), or feeding market information into new-product development. Identifying new product opportunities depends on empathic design, actual observed customer behavior, and technological capabilities. Technology transfer can also be understood as transferring technological capabilities to a new site, which is examined at four levels (assembly or turnkey, adaptation and localization, system, redesign, product design). Transfer of production development capability is illustrated with the cas

System and method for monitoring and control of wireless modules linked to assets

Abstract: A system and method for remote asset management is described which can provide the basis for a diverse product group including an improved remote location monitoring system, a means for communicating with and for monitoring the status and or location of a plurality of diverse assets, as well as the means for communicating with said assets for the purpose of modifying the operational status of one or more of said assets according to one or more stored data parameters such as location, use, battery power, and such like The remote asset management system comprises a wireless module, which is associated with at least one of the plurality of assets and which is interfaced with the operating system of said asset and or with an electromechanical control means, which may control one or more features of the operation of said assets A supporting network-based, or internet-based service platform controls and manages the status of each of the plurality of assets, either automatically, or in response to received messages from fixed or wireless communication devices, and which is capable of selectively communicating data to said assets for changing the operational status of said assets according to pre-programmed conditions

Problem isolation through translating and filtering events into a standard object format in a network based supply chain

Abstract: A system, method and article of manufacture are provided for life cycle network asset management in a network based supply chain. In accordance with an embodiment of the present invention, the supply chain network is monitored, and events from network assets are received, filtered, and correlated, whereby problems with network assets are further isolated. The filtered and isolated events problems are then translated into a standard object format for facilitating the determination of the life cycle of problem network assets, wherein the events are translated by a comprehensive library of all possible message types provided by the custom software interfaces. In accordance with an embodiment of the present invention, the network assets include both packet-switched and circuit-switched network assets, and the events are received by custom software interfaces which communicate directly with the network assets.