Conceptual structures in LEADing and best enterprise practices

Conceptual Structures, namely Conceptual Graphs (CGs) and Formal Concept Analysis (FCA) are beginning to make an impact in Industry. This is evidenced in LEAD as it seeks to provide its 3100+ industry practitioners in many Fortune 500 and public organisations with capabilities that can handle ontology and semantics. The existing ontology and semantics work in LEAD,supported by the Global University Alliance, is described and how CGs, FCA and their tools (e.g. CoGui, CG-FCA) enhance this endeavour

The value of ontology, The BPM ontology

It is generally accepted that the creation of added value requires collaboration inside and between organizations. Collaboration requires sharing knowledge (e.g., a shared understanding of business processes) between trading partners and between colleagues. It is on the (unique) knowledge that is shared between and created by colleagues that organizations build their competitive advantage. To take full advantage of this knowledge, it should be disseminated as widely as possible within an organization. Nonaka distinguished tacit knowledge, which is personal, context specific, and not so easy to communicate (e.g., intuitions, unarticulated mental models, embodied technological skills), from explicit knowledge, which is meaningful information articulated in clear language, including numbers and diagrams. Tacit knowledge can be disseminated through socialization (e.g., face-to-face communication, sharing experiences), which implies a reduced dissemination speed, or can be externalized , which is the conversion of tacit into explicit knowledge. Although explicit knowledge can take many forms (e.g., business (process) models, manuals), this chapter focuses on ontologies, which are versatile knowledge artifacts created through externalization, with the power to fuel Nonaka’s knowledge spiral. Nonaka’s knowledge spiral visualizes how a body of unique corporate knowledge, and hence a competitive advantage, is developed through a collaborative and iterative knowledge creation process that involves iterative cycles of externalization, combination, and internalization. When corporate knowledge is documented with ontology, a knowledge spiral leads to ontology evolution

Looking for the Green in the Green Paper: working towards an urban industrial strategy

The UK government’s ‘Industrial Strategy’ is a product of a Conservative party in power, coming to terms with a particular set of economic and political circumstances. In contrast, international bodies have commended long-term concepts of ‘green growth’ rather than conventional industrial development, whilst individual local authorities in the UK and elsewhere have been working towards economic regeneration policies that are both environmentally aware and also related directly to local communities. Taken together, the UK industrial strategy, the reports of international agencies and the efforts of individual local authorities raise the question as to the possible shape of a national strategy that reflects ideas of green growth and applies these ideas to processes of urban regeneration, urban development and planning. This paper gives a brief outline of such a strategy, suggesting that green growth must deal with towns and cities, both as causes of pollution, carbon emissions and resource consumption and as places where people should be able to enjoy a good quality of life