KM 101
Dr. Nick Bontis
Associate Professor of Strategic Management, McMaster U.
Director, Institute for Intellectual Capital Research
Associate Editor, Journal of Intellectual Capital
Chief Knowledge Officer, Knexa Solutions
www.NickBontis.com
nick@bontis.com
Seminar Agenda
• Phase 1: Knowledge Era
– understanding the context of the information age
• Phase 2: IC Multi Perspectives
– What is IC? Depends on who you ask.
• Phase 3: IC Models
– levels of analysis, types of knowledge, stocks & flows
• Phase 4: SLAM Measures
– alignment of stocks and flows with performance
• Phase 5: Causal Mapping
– Structural equation methodology and measures
• Phase 6: National IC Index
– Country level measurement and modeling
• Phase 7: Software Demonstration
– TangoNet and Tribute
Entering A New Era ?
Machine
Industrial Era
Agriculture Era
Land
Tech
Mind
Knowledge Era
Accounting
Metrics
Canadian Internet Usage:
1995 4%, 1998 25%, 2005 75%
In 1997 home PCs
passed TVs in units sold
Nielsen
Retail Week
Internet users:
30 million - 1999
817 million - 2005
WTO
Internet traffic
doubling every
70 days
Dept. of Commerce
KM Research Highlights
• IDC reports FORTUNE 500 wasted $12 billion duplicating work
• Ford reports $914 million cost savings due to KM from 1997 - 2000
• Chevron saves $650 million since 1991 due to KM
• Texas Instruments saves $1 billion cumulatively since
KM program launched in mid 1990s
• Gartner Group reports
– 90% of FORTUNE 500 working on KM
– 33% of FORTUNE 1000 had begun KM programs by 1999
– will rise to over 50% by 2003
• World Economic Forum
– 95% of CEOs feel that KM is critical to success
Myths of Measuring KM
1. The reality is that when you finally do it,
you are never satisfied
2. The few who are doing it are probably not
doing it well
3. Those who say they are doing it are probably
lying
4. No one is sure what it is, but they hear that it
is great
5. Everyone thinks everyone else is doing it
KM Research Highlights
• Stats Canada (348 organizations surveyed)
– 93% have KM initiatives, 25% dedicated budget
– Why have KM?
• Competitive advantage, human capital, intellectual capital retention
• Fortune 500
– 80% have KM initiative(s) in place, 25% have CKOs
53% have KM staff, all #s expected to grow
– 6% have KM initiatives company-wide, 60% < 5 years
KM is owned 32% Sr.Mgt., 25% HR, 16% IT
• Government - all levels
• Institute for Intellectual Capital Research
– CKOs from 40% HR, 40% IT, plus other (hired within)
Multi - Perspectives
Human
Resources
Marketing
Economics
Finance
Organizational
Behaviour
Accounting
Training &
Development
Technological
Systems
Sales
Strategy
Volunteer for a Reading test
Aoccdrnig to rscheearch at Cmabrigde
Uinervtisy, it deosn't mttaer in waht oredr
the ltteers in a wrod are, the olny iprmoetnt
tihng is taht the frist and lsat ltteer be at the
rghit pclae. The rset can be a total mses
and you can sitll raed it wouthit a porbelm.
Tihs is bcuseae the huamn mnid deos not
raed ervey lteter by istlef, but the wrod as a
wlohe.
Volunteer for a Reading test
Where are we going?
• Lester Thurow - MIT
“The dominant competitive weapon of the 21st century will be the
education and skills of the workforce.”
• Jac Fitz-enz - Saratoga Institute
“The contingent workforce will become the dominant model.”
• President Clinton - U.S. White House
“By having the chance to work while you learn ... You embody the
growing unity between experience and education.”
• Steve Maharey - NZ Labour Spokesperson on Education
“Maori and Pacific Island peoples in particular remain under
represented in tertiary education.”
Importance of phenomenon







Choo and Bontis (2002), Bontis (2002)
Fitz-enz (2000)
Max Boisot (1998) & Choo (1998)
 Knowledge Assets, Knowing in Organizations
Sveiby (1997) & Stewart (1997) & Roos (1997)
 Organizational Wealth
Nonaka and Takeuchi (1995)
 The Knowledge Creating Company
Drucker (1993)
 arrival of the “knowledge society”
Toffler (1990), Handy (1989)
 ultimate resource, intellectual assets 3 or 4 times BV
Tracing KM’s History





Egyptians, Greeks, Monks, Knights
Taylor (1911)
 Evidence of codification of knowledge
Simon (1945)
 Cognitive capacity “bounded rationality”
Schumpeter (1952)
 Innovation from new combinations of
knowledge
Penrose (1959)
 Organization is a knowledge repository
IASC, CICA, FASB & SEC … Help!
Visible (Explicit) Accounting
Cash
Liabilities
Receivables
Fixed Assets
Intellectual
Capital
Invisible (Implicit) Accounting
Shareholder’s
Equity
Market Value
Added
Distinguishing the Terms
Stock 
Flow 
Stock 
Intellectual
Capital
Knowledge
Management
Intellectual
Capital
Behaviour 1
Behaviour 2
Behaviour 3
Organizational Learning System 123
Devil’s Advocate
The Danger of KM
Knowledge
Management

Achievement Driven

Paternalistic

Balance

Organizational Slack
Organizational
Performance
Level of Analysis: Individual






recruitment
building competencies
assessing weaknesses
retention
compensation
satisfaction
Level of Analysis: Group
•
•
•
•
•
concerted team action
collectively aligned
mind sets
synergy
cohesion
shared perception of the
business environment
Level of Analysis: Organization
Continuous Improvement
Strategy
Systems
Trust
Culture
Technology
Structure
Leadership
IC Conceptualization




2nd order
multi-dimensional
3 sub-domains
drivers
trust, culture
leadership
Human
Capital
Structural
Capital
Relational
Capital
Conceptual Model - Firm
Market
Value
Financial
Capital
Intellectual
Capital
Human
Capital
Structural
Capital
Customer
Capital
Innovation
Capital
Organizational
Capital
Process
Capital
House Metaphor
Past
Future
Process
Capital
Human Capital
Renewal Capital
Market
Capital
Present
Financial Wealth
IC Perceptual Model
Nonaka (SECI Model)
Tacit
Tacit
To
Explicit
Socialization
Externalizaton
Internalization
Combination
From
Explicit
Metaphors and Analogies
• stocks and flows
– production system
– capacity utilization, bottlenecks, throughput
– ties-in stocks of knowledge and flow of learning
• bathtub analogy
– tap in and leak (knowledge flow)
– water level (intellectual capital)
– the whole water system (organizational learning)
We need an integrative framework!
Strategic Learning Assessment Map
Flow Output
Individual
Group
Organization
Cross-organization
Legend: H (human), R (relational), S (structural) = IC)
Individual
H
R
S
Feed-forward
Group
Flow Input
H
R
S
Organization
Feed-back
H
R
S
Cross-organization
H
R
S
Measure, Test and Evaluate
• multi-method approach (quantitative and qualitative)
– IICR Knowledge Audit: survey design (Likert-type)
• objective proxies (www.Saratoga-Institute.com)
– benchmarking of HR metrics (turnover and training & dev.)
– e-mail direction (IICR e-Flow Audit)
– knowledge sweeping (dynamic corporate yellow pages)
• Some tools to check out ...
– Knexa.com, BrassRing.com, OpenText.com
– Monster.com, eLance.com, Talent websites
• Tango Simulation
– www.TangoNow.net
• IC Disclosure
– www.Celemi.se
– www.Skandia.se
– www.Carlbro.dk
KM Continuum
e-KM Growth Continuum
Tribute
Technology
Growth Stages
Value Net
Integration
Cultural
Transformation
IICR KM Diagnostic
Stabilized
Systems
Enablers
Measurable
Outcomes
KM Seminars
Targeted
Interventions
Dedicated KM
Resources
Leadership
Commitment
Beginner
Knowledge
Laggard
Knowledge
Loser
Knowledge
Gatherer
Learning
Organization
Lack of Shared
Vision
Resistance to
Change
Ineffective
Management
Low Teamwork
Low Accountability
Lack of Focus
Lack of Resources
Knowledge
Leverager
Knowledge
Innovator
Extended
Knowledge
Enterprise
Hurdles
KM Diagnostic Audit
0.506
Managerial
Leadership
Retention of
Key People
0.442
R2 = 68.2%
0.530
Training &
Development
0.475
0.360
Relational
Capital
Human Capital
Effectiveness
0.307
0.358
R2 = 28.5%
- 0.337
Structural
Capital
0.751
Employee
Satisfaction
0.326
Human
Capital
0.734
0.456
0.491
Employee
Commitment
0.543
Knowledge
Generation
0.327
Business
Performance
R2 = 44.1%
0.439
0.429
Process
Execution
Employee
Motivation
0.430
Value
Alignment
Knowledge
Integration
- 0.372
0.394
0.262
Knowledge
Sharing
0.285
Human Capital
Depletion
- 0.233
R2 = 28.5%
Correlation vs Path Analysis
Correlation between Age and Risk of Heart Attack
+ 0.36 (p < 0.01)
Correlation between Obesity and Risk of Heart Attack
+ 0.32 (p < 0.01)
Age
+ 0.36
Heart
Attack
Obesity
+ 0.32
Correlation vs Path Analysis
Path between Age and Obesity
+ 0.26 (p < 0.01)
Path between Obesity and Risk of Heart Attack
+ 0.43 (p < 0.01)
Age
+ 0.26
Obesity
X
+ 0.43
Heart
Attack
Outcome Constructs
0.506
Managerial
Leadership
Retention of
Key People
0.442
R2 = 68.2%
0.530
Training
0.475
0.360
Relational
Capital
Human Capital
Effectiveness
0.307
0.358
- 0.337
R2 = 28.5%
Structural
Capital
0.751
Employee
Satisfaction
0.326
Human
Capital
0.734
0.456
0.491
Employee
Commitment
0.543
Knowledge
Generation
0.327
Business
Performance
R2 = 44.1%
0.439
0.429
Process
Execution
Employee
Motivation
0.430
Value
Alignment
Knowledge
Integration
- 0.372
0.394
0.262
Knowledge
Sharing
0.285
Human Capital
Depletion
- 0.233
R2 = 28.5%
Participating Organizations
ABN AMRO North America Inc.
Allstate Insurance Company
AMP Australia
AMP UK
Andersen Consulting
Aon
AXA Client Solutions
Blue Cross Blue Shield of Florida
Blue Cross Blue Shield of Illinois / Texas
Blue Cross Blue Shield of North Carolina
CNA Commercial Insurance
Equitax
Farmers Insurance Group
Hartford Financial Services
Hewitt Associates, LLC
Intermountain Health Care
International Monetary Fund
Merrill Lynch
National City Corp.
Northwestern Mutual Life
Penn National Insurance
PNC Bank
Savings Bank of Utica
United Health Group
Zurich U.S.
Quantitative Metric Model
_
Human Capital
Depletion
Human Capital
Valuation
Human Capital
Investment
+
+
Human Capital
Effectiveness
Quantitative Metric Model
_
Human Capital
Depletion
Human Capital
Valuation
+
Human Capital
Effectiveness
• Revenue Factor
• Income Factor
Human Capital
Investment
+
HC Effectiveness - Income Factor
$90,000
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Income Factor
HCV
Sample
Banks
Insurance All
Insurance H&L
Insurance PCP
Non-Bank
Financials
All Industries
$36,514
$42,037
$64,612
$18,107
$61,373
$78,379
$64,112
Quantitative Metric Model
_
Human Capital
Depletion
•
•
Compensation Expense Factor
Compensation Factor
Human Capital
Valuation
+
Human Capital
Effectiveness
• Revenue Factor
• Income Factor
Human Capital
Investment
+
HC Valuation - Compensation Factor
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
Comp Fac
HCV Sample
Banks
Insurance All
Insurance H&L
Insurance PCP
Non-Bank
Financials
All Industries
$54,024
$32,509
$41,046
$37,588
$40,900
$46,531
$44,445
Quantitative Metric Model
_
Human Capital
Depletion
•
•
Compensation Expense Factor
Compensation Factor
Human Capital
Investment
Human Capital
Valuation
• Development Rate
• Training Investment
+
+
Human Capital
Effectiveness
• Revenue Factor
• Income Factor
HC Investment - Development Rate
100.0%
90.0%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Develop Rate
HCV
Sample
Banks
82.2%
56.9%
Insurance - Insurance - Insurance All
H&L
PCP
74.2%
87.9%
61.1%
Non-Bank
Financials
All
Industries
59.1%
66.3%
Quantitative Metric Model
_
• Voluntary Turnover
• Involuntary Turnover
Human Capital
Depletion
•
•
Compensation Expense Factor
Compensation Factor
Human Capital
Investment
Human Capital
Valuation
• Development Rate
• Training Investment
+
+
Human Capital
Effectiveness
• Revenue Factor
• Income Factor
HC Depletion - Voluntary Turnover
20.0%
18.0%
16.0%
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
Voluntary
HCV
Sample
Banks
Insurance All
Insurance H&L
Insurance PCP
Non-Bank
Financials
All Industries
13.1%
18.8%
12.6%
12.6%
11.9%
18.6%
14.7%
Areas of Concern
31
Management Leadership
30
Business Performance
29
Retention of Key People
Process Execution
23
17
Employee Commitment
13
Employee Satisfaction
12
Know ledge Integration
11
Human Capital
Know ledge Sharing
10
9
Motivation
7
Value Alignment
6
Education
Know ledge Generation
5
Structural Capital
5
2
Relational Capital
0
5
10
15
20
25
30
35
Research Implication I
0.506
Managerial
Leadership
Retention of
Key People
0.442
R2 = 68.2%
0.530
Training
0.475
0.360
Relational
Capital
Human Capital
Effectiveness
0.307
0.358
R2 = 28.5%
- 0.337
Structural
Capital
0.751
Employee
Satisfaction
0.326
Human
Capital
0.734
0.456
0.491
Employee
Commitment
0.543
Knowledge
Generation
0.327
Business
Performance
R2 = 44.1%
0.439
0.429
Process
Execution
Employee
Motivation
0.430
Value
Alignment
Knowledge
Integration
- 0.372
0.394
0.262
Knowledge
Sharing
0.285
Human Capital
Depletion
- 0.233
R2 = 28.5%
Research Implication II
0.506
Managerial
Leadership
Retention of
Key People
0.442
R2 = 68.2%
0.530
Training
0.475
0.360
Relational
Capital
Human Capital
Effectiveness
0.307
0.358
R2 = 28.5%
- 0.337
Structural
Capital
0.751
Employee
Satisfaction
0.326
Human
Capital
0.734
0.456
0.491
Employee
Commitment
0.543
Knowledge
Generation
0.327
Business
R2 = 44.1%
Performance
0.439
0.429
Process
Execution
Employee
Motivation
0.430
Value
Alignment
Knowledge
Integration
- 0.372
0.394
0.262
Knowledge
Sharing
0.285
Human Capital
Depletion
- 0.233
R2 = 28.5%
Research Implication III
0.506
Managerial
Leadership
Retention of
Key People
0.442
R2 = 68.2%
0.530
Training
0.475
0.360
Relational
Capital
Human Capital
Effectiveness
0.307
0.358
- 0.337
R2 = 28.5%
Structural
Capital
0.751
Employee
Satisfaction
0.326
Human
Capital
0.734
0.456
0.491
Employee
Commitment
0.543
Knowledge
Generation
0.327
Business
Performance
R2 = 44.1%
0.439
0.429
Process
Execution
Employee
Motivation
0.430
Value
Alignment
Knowledge
Integration
- 0.372
0.394
0.262
Knowledge
Sharing
0.285
Human Capital
Depletion
- 0.233
R2 = 28.5%
Research Implication IV
0.506
Managerial
Leadership
Retention of
Key People
0.442
R2 = 68.2%
0.530
Training
0.475
0.360
Relational
Capital
Human Capital
Effectiveness
0.307
0.358
- 0.337
R2 = 28.5%
Structural
Capital
0.751
Employee
Satisfaction
0.326
Human
Capital
0.734
0.456
0.491
Employee
Commitment
0.543
Knowledge
Generation
0.327
Business
Performance
R2 = 44.1%
0.439
0.429
Process
Execution
Employee
Motivation
0.430
Value
Alignment
Knowledge
Integration
- 0.372
0.394
0.262
Knowledge
Sharing
0.285
Human Capital
Depletion
- 0.233
R2 = 28.5%
Research Implication V
0.506
Managerial
Leadership
Retention of
Key People
0.442
R2 = 68.2%
0.530
Training
0.475
0.360
Relational
Capital
Human Capital
Effectiveness
0.307
0.358
- 0.337
R2 = 28.5%
Structural
Capital
0.751
Employee
Satisfaction
0.326
Human
Capital
0.734
0.456
0.491
Employee
Commitment
0.543
Knowledge
Generation
0.327
Business
Performance
R2 = 44.1%
0.439
0.429
Process
Execution
Employee
Motivation
0.430
Value
Alignment
Knowledge
Integration
- 0.372
0.394
0.262
Knowledge
Sharing
0.285
Human Capital
Depletion
- 0.233
R2 = 28.5%
KRA Health Canada
0.326
Management
Leadership
Retention of
Key People
0.424
0.809
0.196
Feedback
Learning
0.182
0.598
R2 = 61.1%
0.235
Human
Capital
0.376
0.570
Training &
Development
Relational
Capital
-0.161
0.567
0.522
Structural
Capital
Process
Execution
0.282
0.454
0.603
Employee
Satisfaction
0.730
0.651
0.398
Employee
Commitment
Performance
0.328
0.446
Employee
Motivation
0.442
Value
Alignment
-0.266
0.356
Knowledge
Integration
Knowledge
Generation
R2 = 54.1%
0.295
0.167
- 0.157
0.257
Knowledge
Sharing
0.139
0.135
0.380
Turnover
- 0.352
R2 = 20.0%
Elements of KM Programs
Critical Elements of Effective KM Programs
KM Organization
Communities of Practice
Virtual Teams
Knowledge Networks
Organizational Design
Business
Drivers
Strategy
Process Design
Knowledge Capture
Collaboration and Sharing
Innovation
Business Process Enablement
Change Management
Executive Leadership
Performance Management
KM Support Tools
Knowledge Technologies
KM
Environment
Process
Applications
Development
People
Organization
Technology
Culture
Results
Shareholder
Value
Systems Integration
Enterprise KM Systems
Portals
Knowledge Exchange
Organizational Learning
KM Applications Matrix
KM Applications
Matrix
Individual
Work Group
Individual
KM
Strategies
Applications
Critical
Enablers
Expected
Results
Extended Enterprise
Enterprise
Group Team/Community
Organization
Knowledge Worker
Business
Objectives
Organization
Community
Identify and capture
Locate expertise
Increase personal
capabilities
Complex problems
Collaborate and share
Create new knowledge
Codify and reuse
Knowledge
Capture
Transform business
Leverage proprietary
intellectual capital
Innovation
Transform industry
Co-opetition
Invention
Expansion
Knowledge
Products
Enterprise
Expansion
Knowledge
Creation
Knowledge
Transfer
Competency Models
Expertise locators
Personalization
Learning programs
Mentoring
Knowledge mapping
New Bus
Models
Sell ICAP
Communities of
practice/interest
Collaboratories
Innovation networks
Extended
ValueValue
Network
Net
Knowledge portals
Competitive
intelligence
Smart products
Knowledge-based
businesses
B2B knowledge
marketplaces
Merger planning
Virtual organizations
Leadership
Common Language
Measurement
Resources
Program Mgmt
Technology
Accelerated learning
Increased productivity
Employee retention
Increased innovation
Increased customer
satisfaction
Reduced rework
Accelerated product
introductions
Higher $rev/employee
Competitive advantage
Increase EPS
Increased mkt share
New business ventures
Arsenal of KM Tools
TACIT
EXPLICIT
EMBEDDED
Diagnose
Gather
Hypothesize
Awareness / storytelling
KM audit / survey
Values assessment
Customer focus groups
Data warehousing
Information navigation
Competitive Intelligence
Environmental scanning
Mathematical models
Neural networks
Knowledge discovery
Longitudinal forecasting
Contextualize
Categorize
Map
Expertise locators
Intranet yellow pages
Document management
Video teleconferencing
Taxonomy development
Intranet groupware
Text mining
Organizational libraries
Workflow analysis
Knowledge maps
Statistical flow timing
eFlow Audits
Communicate
Disseminate
Simulate
Apprenticeships
Job rotation
Organizational slack
Ba design/implementation
Distributed e-learning
Communities of practice
Knowledge portals
IC reporting / disclosure
Scenario planning
Expert systems
Virtual organization
KM Laboratories
Background Information
• United Nations
– Nationalize IC concept
– Leverage for public policy
– Isolate a target area for study
• McMaster University
– World Congress on IC
– 1st MBA with KM minor
– Develop methodology
– Research and collect metrics
– Design a structural model
Arab Region
Morocco
Oman
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Conceptual Model - Firm
Market
Value
Financial
Capital
Intellectual
Capital
Human
Capital
Structural
Capital
Customer
Capital
Innovation
Capital
Organizational
Capital
Process
Capital
Conceptual Model - Nation
National
Wealth
Financial
Wealth
Intellectual
Capital
Human
Capital
Structural
Capital
Market
Capital
Renewal
Capital
Organizational
Capital
Process
Capital
House Metaphor
Past
Future
Process
Capital
Human Capital
Renewal Capital
Market
Capital
Present
Financial Wealth
Descriptive Statistics
Population
World Bank Indices
Total
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Djibouti
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Total
Total
Growth
(millions) (millions)
(%)
2000
1950
1950-2000
DES01
DES02
DES03
30.31
8.75
246.4
0.64
0.11
481.8
0.71
0.17
310.4
0.63
0.06
916.1
67.89
21.83
210.9
22.95
5.16
344.9
4.91
0.47
940.3
1.91
0.15
1,156.6
3.50
1.44
142.6
5.29
1.03
414.1
2.66
0.83
222.4
29.88
8.95
233.7
2.54
0.46
457.0
Projected
Age 0-14 Poplution
(%)
(millions)
2000
2015
DES04
DES05
34.8
37.85
28.2
0.78
43.0
0.98
43.2
0.85
35.4
84.51
41.6
32.53
40.0
6.97
31.3
2.36
31.1
4.31
33.9
6.84
44.1
3.84
34.7
37.90
44.1
3.92
0.56
20.35
8.78
31.10
16.19
9.46
2.61
18.35
0.03
3.20
2.26
9.19
3.50
3.53
0.07
4.32
2,140.0
535.7
287.8
238.4
363.2
168.0
3,628.6
325.2
26.7
42.9
48.0
40.1
40.8
29.7
26.0
50.1
0.68
31.06
13.66
41.36
21.95
11.52
3.09
33.16
281.22
75.51
272.4
35.9
380.12
Gender
Health
Poverty
Gender
GEM
(index)
2001
DES06
HDI
(index)
2001
DES07
0.693
0.824
0.510
0.447
0.635
HPI-1
(index)
2001
DES08
23.5
GDI
(index)
2001
DES09
0.673
0.814
0.503
0.714
0.818
0.758
0.770
0.437
0.596
0.747
8.5
10.2
16.7
47.2
36.4
32.2
0.698
0.815
0.741
0.748
0.428
0.579
0.715
0.801
0.754
17
0.788
0.719
0.258
0.258
29.9
34.7
31.7
0.439
0.700
0.714
0.809
0.470
34.8
19.8
0.665
27.5
0.620
0.413
0.677
0.700
0.798
42.5
0.672
Financial Capital
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Gross Domestic Product
Per Capita Trade as %
Per Capita Growth of Goods GDP
($PPP)
(%)
(%)
1999
90-99
1999
FC01
FC02
FC03
5,063
-0.4
69.90
13,688
0.8
1,429
-3.1
2,377
-5.1
3,420
2.4
42.10
3,955
17,289
4,705
7,570
1,609
3,419
13,356
Trade
Barriers to
Entry
2001
FC04
Stock Markets
Market
Listed
Cap.
Companies
($ millions)
2000
2000
FC05
FC06
4.0
3.0
5.0
5.0
4.0
2.0
3.0
5.0
28,741
1,076
4,943
18,814
163
76
0.4
171.60
132.70
1.3
0.4
2.8
138.20
108.20
126.10
4.0
2.0
10,899
3,463
53
131
18,789
10,815
-2.2
109.60
3.0
4.0
67,171
75
664
4,454
5,957
18,162
806
0.8
1.9
-1.6
-0.4
108.50
126.70
159.30
116.20
5.0
5.0
2.0
4.0
2,828
28,211
44
53
7,238
-0.14
117.43
3.75
165,070
1,671
Human Capital (1 of 4)
Literacy Rate
Number of Schools
PrePrimary
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
1980
HC01
40.10
71.40
48.30
31.40
39.30
68.40
67.60
72.40
52.90
29.00
28.60
36.80
2000
HC02
63.30
87.60
56.20
51.40
55.30
69.80
52.30
89.80
82.30
86.10
79.80
39.90
48.90
71.90
86.10
81.30
77.00
33.00
53.30
46.80
65.60
20.20
57.10
74.40
70.80
76.50
46.20
48.80
69.10
LYA
HC03
Primary
LYA
HC04
15,426
90
2
2,367
570
932
215
1,938
78
36
33,617
5
64
893
16
7,541
1,096
1,115
327
72
8,145
2,623
286
2,160
2,392
5,806
411
1,118
174
11,506
1,224
11,158
10,783
4,417
62
50,637
78,028
Number of Staff
Tertiary
1998
HC05
13
2
1
18
12
17
1
10
11
1
14
1
9
1
8
1
26
4
6
4
15
175
PrePrimary
Primary
Secondary
Tertiary
LYA
HC06
1,333
LYA
HC07
170,956
LYA
HC08
145,160
600
1,508
1,096
310,116
145,455
45,367
10,798
591
403
259,618
52,393
1,865
80,817
12,251
7,634
3,946
115,907
2,149
14,743
2,182
36,528
9,832
13,787
1,307
2,443
643
15,868
324
2,043
4,733
6,641
3,110
680
6,225
114,406
12,052
15,903
864
175,458
10,338
102,987
114,689
59,708
16,148
90,478
91,941
1,404,552
635,513
81,065
12,050
4,841
3,346
3,525
1,051
108
39,469
347
321
7,703
133
8,897
4,427
20,867
LYA
HC09
19,910
655
8,818
5,275
1,691
10,444
270
Human Capital (2 of 4)
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Labour
Total
Force
(millions)
1999
HC10
0.23
24.00
6.00
1.00
1.00
1.00
2.00
1.00
11.00
1.00
Primary Teachers
Required Certified
Qual.
to Teach
(%)
(%)
LYA
LYA
HC11
HC12
92.96
92.96
65.00
100.00
Number of Pupils
PrePrimary
LYA
HC13
33,503
12,308
17,778
247
289,995
85,024
69,425
54,572
164,397
15,028
800
829,384
6,989
100.00
99.75
21.10
46.70
100.00
56.00
97.40
94.70
91.00
99.00
97.10
33.20
100.00
66.10
85.50
78.90
100.00
100.00
12.00
5.00
4.00
1.00
5.00
HC
61.10
89.92
93.30
78.90
74.30
59.70
10.80
99.20
90.90
7,018
85,484
1,558
343,767
98,151
68,108
55,624
11,999
97.00
79.57
79.26
2,251,159
0.25
7.00
91.00
45.40
68.50
100.00
Primary
Secondary
Tertiary
LYA
HC14
4,674,947
72,876
78,527
36,896
7,499,303
2,903,923
1,121,866
142,308
382,309
1,357,040
312,671
3,160,907
313,516
656,353
53,631
2,256,185
196,496
3,000,048
2,690,205
140,479
259,509
2,699,788
LYA
HC15
2,480,168
49,897
21,192
11,367
4,835,938
1,037,482
115,307
222,079
292,002
189,202
49,221
1,315,342
215,673
5,469
37,924
1,500,072
39,753
379,162
865,042
833,372
121,736
286,405
LYA
HC16
347,410
7,676
348
161
850,051
169,665
112,959
29,509
81,588
72,899
8,496
311,743
16,032
49,599
8,475
273,992
2,040
59,824
167,186
121,787
16,213
65,675
34,009,783
14,903,805
2,773,328
Human Capital (3 of 4)
Pupils to Schools
PrePrimary
LYA
HC17
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Primary
LYA
HC18
303
137
124
`
149
74
254
85
193
22
25
1,398
110
96
97
46
90
61
240
512
357
428
498
177
131
544
763
587
308
196
161
269
249
32
194
185
338
Tertiary
HC19
26,724
3,838
161
47,225
14,139
6,645
29,509
8,159
6,627
8,496
22,267
16,032
5,511
8,475
34,249
2,040
2,301
41,797
20,298
4,053
4,378
14,901
Staff to Schools
PrePrimary
Primary
LYA
HC20
LYA
HC21
11
Higher Education
Population Cumulative
Total
w/ Tertiary Graduates Tertiary Grad.
(%)
(/100k people) (/100k people)
LYA
1980-1995
1996
HC22
HC23
HC24
1,129
184
10.3
2,090
272
5
15
5
8
4
16
13
3
1
69
5
9
8
1
4
18
17
38
3
20
29
14
5
15
8
9
11
14
4.6
4.1
16.4
2.7
1.3
13.3
0.8
2.8
11
11
14
6.3
678
2,435
1,553
3,069
2,833
4,738
2,105
743
1,147
414
2,126
1,715
944
169
530
1,391
1,320
640
337
91
213
274
657
571
486
209
107
128
101
345
244
163
9
42
200
209
120
74
1,529
224
Human Capital (4 of 4)
Grade 1 Net Intake
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Male
Female
(%)
(%)
1994-1999 1994-1999
HC25
HC26
82.0
79.0
Grade 5 Cohort
Male
(%)
1997
HC27
96.0
98.4
Female
(%)
1997
HC28
94.0
99.1
82.0
97.5
95.2
87.0
97.7
98.1
88.0
99.0
63.0
63.0
85.0
98.0
63.0
62.0
30.0
55.0
75.0
30.0
51.0
75.0
87.0
75.0
65.4
73.1
95.6
98.0
82.3
97.0
46.0
91.0
87.0
96.0
83.0
41.0
88.0
85.0
98.0
51.0
74.6
70.1
Pupils with Basic Skills
Arabic
Language
Math
(%)
(%)
LYA
LYA
HC29
HC30
63.1
57.0
71.4
26.7
43.5
60.6
66.1
76.6
94.5
98.3
92.5
95.7
36.8
26.0
57.3
32.0
98.5
54.3
16.7
98.8
74.6
93.2
90.0
94.7
77.2
77.9
90.0
92.0
96.1
69.2
76.3
82.5
71.3
53.5
27.7
84.5
28.8
51.5
88.1
89.1
63.6
47.2
Process Capital (1 of 2)
Total
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
SOURCE
PC-1 in
largest city
(/1000 p.) (/1000 p.)
1999
1999
PC01
PC02
52
55
Telephone Mainlines
Waiting
Waiting
Cost of Cost of Int. Intn'l
List
Time
Local Call Call (3min) Mins/User
(000's)
(years)
($)
($)
(minutes)
1999
1999
1999
1999
PC03
PC04
PC05
PC06
PC07
640.0
6.0
0.02
8.278
90
75
30
87
240
201
101
6
53
90
151
75
232
47
96
94
17
115
165
1290.0
2.3
0.03
29.7
0.0
0.4
0.0
80.0
47.8
17.9
3.9
1.4
>10.0
0.2
0.5
0.03
0.02
0.07
0.03
0.09
0.08
0.07
129
253
927.0
3.1
0.02
9
99
90
332
17
45
140
90
373
77
355.0
2820.0
83.7
0.6
131.0
7.0
>10.0
0.9
0.0
4.5
0.02
0.01
0.03
0.02
0.02
87
127
6314.0
1.4
0.03
7.849
8.011
8.372
8.353
7.634
7.612
8.627
8.092
32
19
258
394
124
78
489
40
463
Computer and Internet
Internet
Secure
PC's
Hosts
Users
Servers
(/1000 p.) (/10K p.)
('000's)
1999
2000
1999
2000
PC08
PC09
PC10
PC11
5.8
0.01
20
200
12
12
100
200
7
13
50
50
2
3
16
27.2
10.8
26.4
0.85
0.00
1.45
23.15
11.89
0.01
0.20
0.33
3.00
305
57.4
1.53
300
9
99
76
165
988
109
2.9
14.3
15.3
102.1
107.0
0.00
0.00
0.10
92.13
0.06
5
20
30
400
10
1
4
24
124
25.4
0.67
1153
72
WDI, 2001 WDI, 2001 WDI, 2001 WDI, 2001 WDI, 2001 WDI, 2001 WDI, 2001
12.0
13.9
121.3
46.4
4
1
WDI, 2001 WDI, 2001 WDI, 2001 WDI, 2001
Process Capital (2 of 2)
Mobile
Phones
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
(/ 1000 p.)
1999
PC12
2
8
0
18
158
194
4
0
13
49
Radio, Television, & Fax Machines
Radio
TV
TV Cable
Fax
Receivers
Sets
Subscribers Machines
(/1000 p.) (/1000 p.) (/1000 p.) (/1000 p.)
1999
1999
1999
1999
PC13
PC14
PC15
PC16
242
105
0.2
580
472
141
1.9
84
45
317
119
0.5
229
83
271
82
0.1
8.4
678
505
31.6
907
375
1.4
259
140
146
24
1.3
247
115
0.7
607
694
2.7
0
0
6
283
2
450
321
53
272
278
224
355
64
404
262
15
86
70
100
134
29
12
320
184
40
0.0
0.9
1.4
3.4
21.0
0.5
6.6
Newspaper
Circulation
(/1000 p.)
LYA
PC17
38
117
38
20
42
377
141
14
1
27
28
161
59
1
27
20
31
170
15
70
Market Capital (1 of 2)
High-Technology Exports
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Royalty & License Fees
% of Mfg.
% of Mfg.
Total
(A)
(B)
($ millions)
1999
MC01
16
(%)
1999
MC02
Receipts
4
(%)
1999
MC03
0.656
3
0
0
15
35
2
1
0.328
0.164
10
118
0
10
0
1.639
18
0
0
0
125
3
0
0.492
Payments
($ millions) ($ millions)
1999
1999
MC04
MC05
47
0
6
329
0
201
Patents
Domestic
Granted
Apps.
by USPTO
Books
Periodicals
(/M people)
2000
MC07
42
0.000
1.183
($)
LYA
MC08
17
23
($)
LYA
MC09
1,410
1
0.079
4,588
2,266
0.311
2.747
1.183
15,137
699
138
0.118
0.000
860
446
8
115
0.000
1.140
1,032
34
8
0.381
0.000
2
560
1,364
0.000
20
0.549
24,748
1998
MC06
494
68
0
90
0
0
45
0
0
6
10
3
46
0
1336
2
0.410
63
548
$000's Spent on Exports
926
381
2
4,363
Market Capital (2 of 2)
Citations
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
93-97
MC10
1,814
9,730
327
1,018
1,576
715
3,031
7,826
852
2,148
1,352
29,050
Meetings
Study Abroad
Number
vs. studying
Hosted
domestically
2000
MC11
18
9
0
1
143
5
17
6
20
5
3
74
4
0
7
4
1
8
11
46
19
3
404
(%)
LYA
MC12
7.4
0.9
15.4
12.9
11.9
2.8
6.8
9.4
8.4
Renewal Capital (1 of 3)
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Number of Books
National
Public
Institution
Libraries Libraries Libraries
('000's)
('000's)
('000's)
LYA
LYA
LYA
RC01
RC02
RC03
623
35
1,154
1,500
706
35,790
1,227
272
2,075
4
228
138
150
101
349
329
4,844
10
2,493
13
2,865
4,403
44,773
Publications
Technical Sci & Tech
ISI
Social Sci.
Papers
Articles Publications Papers
(/M people)
1997
1997
1995 - 2001
1995
RC04
RC05
RC06
RC07
2.063
139
2,480
291
522
9
16
3.925
1,108
16,349
2,091
35
500
84
4.973
177
3,563
278
6.341
173
3,711
324
4.134
81
4,828
110
352
2
72
3.061
271
5,939
554
4.536
53
1,229
89
368
4.755
613
11,260
1,409
15
43
681
101
0.361
57
760
4.180
188
3,400
300
5.245
127
2,216
224
0.125
10
221
3.642
3,123
58,580
5,555
Importing Information
Book
Periodical
Imports
Imports
($000's)
($000's)
LYA
LYA
RC08
RC09
9,717
584
4,301
1,038
1,305
13,358
163
3,387
6,734
8,767
320
6,023
28,958
64
21,542
3,703
13,943
2,442
61,373
368
769
432
889
14,642
726
827
5,923
289
570
176,548
36,609
Renewal Capital (2 of 3)
R&D Expenditures
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Total
% of GNI
($000's)
(%)
1996
87-97
RC10
RC11
33,561
3,736
227,499
27,573
20,615
67,113
7,453
16,921
4,304
74,871
10,755
0.22
0.26
0.16
5,461
196,094
10,044
24,184
28,901
10,886
10,297
780,268
Scientists and Engineers
Students in
# in
Tertiary
R&D
(%)
(/M people)
1987-1997
1987-1997
RC12
RC13
58
39
15
41
28
29
30
8
41
41
13
Research and Development
# of
# of
# in
# in
# in
Technicians Researchers Ministry Universities Private Sect.
(/M people) (/Million) (/M people) (/M people) (/M people)
1987-1997
LYA
1996
1996
1996
RC14
RC15
RC16
RC17
RC18
529
475
0
27
59
0
459
341
459
94
230
10
71
94
230
362
594
17
0.20
0.30
0.23
16
23
33
24
5
29
30
125
25
57
30
125
188
101
271
8,074
729
215
334
93
130
76
824
56
2,384
662
140
83
112
105
40
750
26
286
0
46
23
0
0
0
52
0
4
308
30
538
0
0
500
210
267
56
204
143
146
218
51
66
0
0
0
0
0
702
335
23
ESCWA,
ESCWA,
ESCWA,
Renewal Capital (3 of 3)
Algeria
Bahrain
Comoros
Djibouti
Egypt
Iraq
Jordan
Kuwait
Lebanon
Libya
Mauritania
Morocco
Oman
Palestine
Qatar
Saudi Arabia
Somalia
Sudan
Syria
Tunisia
UAE
Yemen
Arab States
Public Expenditure on Education
GNP
Govn't
Tertiary
Expenditure Expenditure
(%)
(%)
(% of RC20)
1995-1997 1995-1997
LYA
RC19
RC20
RC21
5.10
16.40
73.40
4.40
12.00
31.26
4.80
7.90
5.00
2.50
5.10
14.90
19.80
14.00
8.20
65.90
14.10
40.60
53.00
30.50
32.69
4.50
16.20
24.90
16.40
3.40
7.50
22.80
49.60
40.30
31.60
85.00
53.70
43.80
1.40
4.20
7.70
1.70
7.00
13.60
19.90
20.30
21.60
43.30
43.10
43.40
38.70
80.00
4.81
17.21
47.05
Staff to Pupil Ratio
PrePrimary
Primary Secondary
Tertiary
LYA
RC22
25.13
LYA
RC23
27.35
LYA
RC24
17.09
29.63
52.07
33.66
24.18
19.96
24.73
13.18
35.86
28.21
18.63
19.80
26.39
16.28
17.60
0.72
9.61
12.94
18.50
25.72
396.44
22.81
12.38
20.77
31.47
17.89
17.65
50.23
27.63
26.01
41.27
62.07
12.86
19.01
29.13
23.46
2.35
16.07
29.84
19.79
28.16
39.47
18.59
24.07
17.56
20.75
15.48
14.30
7.41
21.01
20.14
21.86
11.10
11.71
38.64
22.17
10.64
LYA
RC25
17.45
11.72
19.24
21.41
17.45
7.81
Patents
Foreign
Apps.
1998
RC26
264
1,139
18
237
12.27
20.30
13.18
17.27
6.30
29.28
35.32
18.34
1,286
67,713
128
8
70,793
Sampling for the NICI
10 of 22 countries representing 77% of the population
Total Population
(millions)
2000
Algeria
Egypt
Jordan
Kuwait
Morocco
Oman
Saudi Arabia
Sudan
Tunisia
Yemen
Sample Arab States
Total GDP
($ U.S. billions)
1999
30.31
67.89
4.91
1.91
29.88
2.54
20.35
31.10
9.46
18.35
47.872
89.148
8.073
29.572
34.998
14.962
139.383
9.718
20.944
6.825
216.70
401.500
Development of the NHCI
Index
Metric
H1
HC02
H2
HC05
H3
HC11
H4
HC16
H5
HC23
H6
HC25
H7
HC26
Algeria
Egypt
Jordan
Kuwait
Morocco
Oman
S. Arabia
Sudan
Tunisia
Yemen
0.633
0.553
0.898
0.823
0.489
0.719
0.770
0.571
0.708
0.462
0.124
0.077
1.000
0.151
0.135
0.114
0.114
0.241
0.183
0.236
0.930
0.998
0.467
1.000
0.910
0.990
1.000
0.611
0.933
0.743
0.498
0.544
1.000
0.672
0.453
0.274
0.585
0.084
0.560
0.156
0.368
0.793
1.000
0.923
0.374
0.135
0.308
0.173
0.430
0.110
0.82
0.88
0.63
0.63
0.55
0.75
0.87
0.46
0.87
0.83
0.79
0.85
0.63
0.62
0.51
0.75
0.75
0.41
0.85
0.51
Weighting
30%
10%
10%
15%
15%
10%
10%
H1
H2
H3
H4
H5
H6
H7
HC02 literacy rate
HC05 number of tertiary schools per capita relative to highest value
HC11 percentage of primary teachers with required qualifications
HC16 number of tertiary students per capita relative to highest value
HC23 cumulative tertiary graduates per capita relative to highest value
HC25 percentage of male grade 1 net intake
HC26 percentage of female grade 1 net intake
NHCI
TM
0.586
0.647
0.842
0.726
0.481
0.537
0.638
0.382
0.644
0.410
Development of the NPCI
Index
Metric
P1
PC01
P2
PC08
P3
PC09
P4
PC10
P5
PC12
P6
PC13
P7
PC14
P8
PC17
Algeria
Egypt
Jordan
Kuwait
Morocco
Oman
S. Arabia
Sudan
Tunisia
Yemen
0.217
0.313
0.363
1.000
0.221
0.375
0.538
0.038
0.375
0.071
0.048
0.099
0.115
1.000
0.089
0.218
0.473
0.024
0.126
0.882
0.000
0.037
0.063
1.000
0.014
0.130
0.066
0.000
0.004
0.003
0.013
0.056
0.047
1.000
0.032
0.376
0.282
0.003
0.061
0.010
0.013
0.051
0.114
1.000
0.082
0.310
0.253
0.000
0.038
0.013
0.357
0.468
0.400
1.000
0.364
0.895
0.473
0.401
0.330
0.094
0.151
0.171
0.118
0.728
0.166
1.000
0.378
0.124
0.144
0.042
0.101
0.101
0.111
1.000
0.072
0.074
0.156
0.072
0.082
0.040
Weighting
20%
10%
15%
10%
10%
10%
10%
15%
P1
P2
P3
P4
P5
P6
P7
P8
PC01 telephone mainlines per capita relative to highest value
PC08 personal computers per capita relative to highest value
PC09 Internet hosts per capita relative to highest value
PC10 Internet users per capita relative to highest value
PC12 mobile phones per capita relative to highest value
PC13 radio receivers per capita relative to highest value
PC14 television sets per capita relative to highest value
PC17 newspaper circulation per capita relative to highest value
NPCI
TM
0.117
0.168
0.178
0.973
0.130
0.385
0.327
0.073
0.158
0.125
Development of the NMCI
Index
Metric
M1
MC01
M2
MC08
M3
MC11
NMCITM
Algeria
Egypt
Jordan
Kuwait
Morocco
Oman
S. Arabia
Sudan
Tunisia
Yemen
0.042
0.004
0.236
0.150
0.036
1.000
0.016
0.000
0.757
0.000
0.000
0.027
1.000
0.013
0.013
0.016
0.004
0.000
0.035
0.002
0.122
0.433
0.712
0.646
0.509
0.324
0.040
0.053
1.000
0.034
0.062
0.183
0.655
0.307
0.219
0.434
0.022
0.021
0.637
0.014
Weighting
30%
30%
40%
M1
M2
M3
MC01 high-technology exports as a percentage of GDP relative to highest value
MC08 number of patents granted by USPTO per capita relative to highest value
MC11 number of meetings hosted per capita relative to highest value
Development of the NRCI
Index
Metric
R1
RC08
R2
RC09
R3
RC10
R4
RC12
R5
RC16
R6
RC17
R7
RC21
Algeria
Egypt
Jordan
Kuwait
Morocco
Oman
S. Arabia
Sudan
Tunisia
Yemen
0.243
0.180
1.000
0.355
0.738
0.297
0.528
0.053
0.838
0.145
0.031
0.095
0.099
0.511
1.000
0.410
0.014
0.188
0.710
0.210
0.275
0.999
1.000
0.889
0.838
0.281
0.551
0.405
0.540
0.591
0.580
0.150
0.280
0.290
0.410
0.130
0.170
0.160
0.330
0.050
0.066
1.000
0.027
0.041
0.102
0.007
0.038
0.062
0.033
0.025
0.199
1.000
0.059
0.035
0.315
0.011
0.226
0.060
0.091
0.028
0.734
0.141
0.530
0.305
0.403
0.316
0.438
0.433
0.434
0.800
Weighting
10%
10%
30%
10%
15%
20%
5%
R1
R2
R3
R5
R6
R7
NRCI
TM
0.254
0.699
0.480
0.411
0.564
0.187
0.309
0.204
0.395
0.267
RC08 book imports as a percentage of GDP relative to highest value
RC09 periodical imports as a percentage of GDP relative to highest value
RC10 total R&D expenditures as a percentage of GDP relative to highest value
RC16 number of ministry employees in R&D per capita relative to highest value
RC17 number of university employees in R&D per capita relative to highest value
RC21 tertiary expenditure as a percentage of public education funding
Countries Ranked by NICI
NHCI
Kuwait
Jordan
Tunisia
Egypt
Oman
Morocco
S. Arabia
Algeria
Yemen
Sudan
FC
TM
0.726
0.842
0.644
0.647
0.537
0.481
0.638
0.586
0.410
0.382
NMCI
TM
0.307
0.655
0.637
0.183
0.434
0.219
0.022
0.062
0.014
0.021
NPCI
TM
0.973
0.178
0.158
0.168
0.385
0.130
0.327
0.117
0.125
0.073
NRCI
TM
0.411
0.480
0.395
0.699
0.187
0.564
0.309
0.254
0.267
0.204
NICI
TM
0.604
0.539
0.459
0.424
0.386
0.349
0.324
0.255
0.204
0.170
FC
1.000
0.229
0.345
0.198
0.773
0.198
0.626
0.293
0.047
0.038
FC01 national financial capital, GDP per capita relative to highest value
Is the NICI a good predictor of a nation’s wealth?
Structural Model of NICI
National
Process
Capital
National
Market
Capital
H4
H6
H1
H2
National
Human
Capital
National
Financial
Capital
H5
R2 = 20.9%
H3
Hypothesis
 coefficient
H1
0.450
National
Renewal
Capital
H2
0.106
H3
0.775
H4
0.279
H5
0.273
H6
0.277
Clustering by NICI and GDP
National
Process
Capital
National
Market
Capital
Relative FC
GDP / capita
Kuwait
1.0
National
Human
Capital
Oman
National
Financial
Capital
S. Arabia
R2 = 20.9%
0.5
Tunisia National
Jordan
Renewal
Capital
Morocco
Algeria
Yemen
Sudan
Egypt
0.0
0.0
0.5
NICITM
1.0
Conclusions
National intellectual capital accounts for nearly one-fifth of the
explanatory power of the financial wealth of an Arab country.
Human capital is the pre-eminent antecedent for the
intellectual wealth of a nation. As a nation’s citizens codify
their knowledge into the systems and processes of a country
(H1), those structural capital assets can then be renewed for
the future (H2) by investing in research and development. A
feedback loop further develops a nation’s human capital
(H3). Eventually, the codified knowledge base of a nation
can be marketed (H4) within the global and domestic
economies. As the human capital continually develops (H5),
a nation’s ability to market its intellectual wealth will result
in a higher financial well-being (H6).
Future Research
• Larger sample across many more
nations (allows for bench-marking).
• Longitudinal nature of impacts (i.e.,
time lag effects of constructs and
measures).
• Alternative financial capital measures
• In-depth intra-national analysis (i.e.,
within industrial sectors or subgeographies)
• Intermediating effects (i.e., poverty,
gender empowerment, health)
Background Information
Conceptual Model - Firm
Market
Value
Financial
Capital
Intellectual
Capital
Human
Capital
Structural
Capital
Customer
Capital
Innovation
Capital
Organizational
Capital
Process
Capital
Conceptual Model - Nation
National
Wealth
Financial
Wealth
Intellectual
Capital
Human
Capital
Structural
Capital
Market
Capital
Renewal
Capital
Organizational
Capital
Process
Capital
Developed Nations
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
UK
USA
Descriptive Statistics (1 of 2)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
United Kingdom
United States
GDP/Cap PPP
$
25,693
27,840
3,976
24,996
24,223
25,103
23,626
26,755
20,070
29,918
8,377
23,356
24,277
23,509
34,142
2000 Pop
Millions
19
31
1,263
5
59
82
58
127
4
4
146
4
9
60
282
2015 Pop
Millions
21.9
34.4
1410.2
5.2
61.9
80.7
55.2
127.5
4.1
4.7
133.3
4.8
8.6
60.6
321.2
2015 - 2000
% Change
14%
12%
12%
0%
5%
-2%
-4%
0%
7%
5%
-8%
19%
-3%
1%
14%
Descriptive Statistics (2 of 2)
Unemploy Youth Unemp Urban Pop Svc Empt Life Exp
Rate %
Rate %
% of total % of total Years
6.3
14
85
73.6
78.9
Australia
6.8
14
77
74.1
78.9
Canada
3.1
3
32
12.9
70.3
China
9.8
22
67
66.0
77.5
Finland
9.5
27
76
74.0
78.9
France
7.5
8
88
62.6
77.4
Germany
10.7
33
67
62.2
78.7
Italy
4.7
9
79
63.1
80.7
Japan
6.0
14
87
67.6
78.2
New Zealand
3.4
10
76
73.8
78.6
Norway
13.3
7
73
58.8
65.3
Russia
3.2
8
100
71.1
77.7
Singapore
4.7
14
83
72.2
79.6
Sweden
5.5
12
90
72.8
77.3
United Kingdom
4.0
10
77
74.5
77.1
United States
Prime Minister’s Report
Category
Canada's Performance Top Performer
Economy
Labour markets
Average
Top
U.S.
U.S.
Innovation
Environment
Education
Poor
Poor
Average
Sweden
Sweden
U.S.
Health
Average
Japan
Financial Capital
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
United Kingdom
United States
GDP/Cap PPP
$
25,693
27,840
3,976
24,996
24,223
25,103
23,626
26,755
20,070
29,918
8,377
23,356
24,277
23,509
34,142
GDP, PPP
$ billions
493
856
5,019
129
1,427
2,062
1,363
3,394
77
134
1,219
94
215
1,404
9,613
Market Cap (listed)
% of GDP
95.6
122.3
53.8
241.7
111.8
67.8
71.5
65.2
37.3
40.2
15.5
165.7
144.4
182.2
153.5
Human Capital (1 of 2)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
United Kingdom
United States
Adult literacy Secondary Public $ on Educ. Pupil:Teacher
% age > 15
enrolment %
% of GDP
Ratio
99.9
79
4.8
4.8
99.9
94
5.6
5.6
84.1
50
2.3
23.7
99.9
95
7.1
17.8
99.9
94
5.9
5.9
99.9
88
4.6
4.6
98.4
88
4.7
4.7
99.9
97
3.5
3.5
99.9
84
7.2
7.2
99.9
96
7.7
7.7
99.6
78
92.3
75
25.4
99.9
100
8.0
8.0
99.9
94
4.7
4.7
99.9
90
5.0
5.0
Human Capital (2 of 2)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
United Kingdom
United States
Teachers' comp
Educ exp
Edu Exp
% of Educ Exp as % of GNP as % of Gov Exp
5.5
13.5
18.0
6.9
12.9
21.5
2.3
12.2
17.3
7.5
12.2
18.9
6.0
10.9
17.0
4.8
9.6
11.3
4.9
9.1
21.0
3.6
9.9
7.3
17.1
7.7
16.8
17.6
3.5
9.6
25.3
3.0
23.3
12.3
8.3
12.2
19.1
5.3
11.6
15.4
5.4
14.4
Process Capital (1 of 2)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russian Federation
Singapore
Sweden
United Kingdom
United States
Telephones
Moblies
TV sets
Cable TV
PCs
Radios
Internet hosts
per 1,000
per 1,000 per 1,000 per 1,000 per 1,000 per 1,000
per 1,000
525
447
738
68
465
1,376
85.7
677
285
715
259
390
1,047
77.4
112
66
293
61
16
339
0.1
550
720
692
184
396
1,564
102.3
579
493
628
45
304
950
19.1
611
586
586
247
336
948
24.8
474
737
494
1
180
878
17.8
586
526
725
147
315
956
36.5
500
563
522
4
360
997
90.6
532
751
669
184
491
915
101.1
218
22
421
78
43
418
2.2
484
684
304
63
483
672
45.2
682
717
574
199
507
932
67.3
589
727
653
57
338
1,432
28.2
700
398
854
252
585
2,118
295.2
Process Capital (2 of 2)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russian Federation
Singapore
Sweden
United Kingdom
United States
Electricity consumption
IT exp.
IT Exp. / capita
kwh per capita
% of GDP
US$
8,884
9.7
1,922
15,260
8.4
1,911
758
5.4
46
14,366
7.8
1,835
6,392
8.7
1,916
5,690
7.9
1,798
4,535
5.7
1,068
7,443
8.3
3,118
8,426
13.6
1,771
24,248
6.9
2,445
4,050
3.7
63
6,641
9.7
2,104
14,138
10.4
2,674
5,384
9.1
2,187
11,994
8.1
2,926
Internet users (active)
% of population
34%
41%
2%
37%
14%
29%
23%
37%
22%
49%
2%
30%
46%
30%
34%
Market Capital (1 of 1)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
United Kingdom
United States
High-tech exports License fees receipts Outgoing Int. telecom Daily newspapers
% of Mfg. exports
US$ per person
mins / subscriber
per 1,000
15.22
17.9
136
293
18.60
44.7
347
159
18.58
0.1
11
27.33
219.9
164
455
24.26
39
129
201
17.71
34.4
184
305
9.19
9.8
101
104
28.35
80.5
35
578
10.16
12.9
340
207
17.13
29.3
234
581
13.53
0.6
29
105
63.00
538
298
22.00
144.2
209
432
32.00
123.9
227
329
34.00
134.3
153
213
Renewal Capital (1 of 2)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
United Kingdom
United States
R&D Exp. R&D Scientists Science students
% of GDP
per million
% of tertiary
1.7
3,320
24.2
1.7
3,009
15.7
0.1
459
53.0
2,668
36.6
2.2
2,686
48.0
2.3
2,873
39.2
1.0
1,322
30.8
2.8
4,960
26.7
1.2
2,197
19.9
1.7
4,095
26.1
1.1
3,397
48.0
1.1
2,182
18.5
3.8
4,507
37.6
1.8
2,678
29.0
2.5
4,103
36.5
Renewal Capital (2 of 2)
Australia
Canada
China
Finland
France
Germany
Italy
Japan
New Zealand
Norway
Russia
Singapore
Sweden
United Kingdom
United States
License fees paymt. Trademarks filed
US$ per person
per million
52
3,065
106
1,313
1
131
106
1,828
35
1,708
66
1,044
21
778
87
961
80
4,327
87
3,026
0
199
0
3,921
101
1,755
103
1,186
57
926
Patents granted
per million
75
31
1
187
205
235
13
994
103
103
131
8
271
82
289
Development of the NFCI
United States
Finland
United Kingdom
Singapore
Canada
Sweden
France
Australia
Japan
Norway
Germany
Italy
New Zealand
China
Russia
GDP/Cap PPP GDP, PPP Market Cap (listed)
$
$ billions
% of GDP
34,142
9,613
153.5
24,996
129
241.7
23,509
1,404
182.2
23,356
94
165.7
27,840
856
122.3
24,277
215
144.4
24,223
1,427
111.8
25,693
493
95.6
26,755
3,394
65.2
29,918
134
40.2
25,103
2,062
67.8
23,626
1,363
71.5
20,070
77
37.3
3,976
5,019
53.8
8,377
1,219
15.5
NFCI
3.64
3.02
1.64
1.16
1.11
.89
.32
.15
-.03
-.29
-.38
-.63
-2.07
-4.09
-4.45
Development of the NHCI
Sweden
Norway
Canada
Finland
Italy
France
New Zealand
United States
United Kingdom
Germany
Australia
Japan
Russia
Singapore
China
H1
99.9
99.9
99.9
99.9
98.4
99.9
99.9
99.9
99.9
99.9
99.9
99.9
99.6
92.3
84.1
H2
100
96
94
95
88
94
84
90
94
88
79
97
78
75
50
H3
8.0
7.7
5.6
7.1
4.7
5.9
7.2
5.0
4.7
4.6
4.8
3.5
H4
8.0
7.7
5.6
17.8
4.7
5.9
7.2
5.0
4.7
4.6
4.8
3.5
2.3
25.4
23.7
H5
12.3
18.0
17.3
11.3
18.9
15.4
19.1
17.0
21.0
17.6
25.3
21.5
H6
8.3
7.7
6.9
7.5
4.9
6
7.3
5.4
5.3
4.8
5.5
3.6
3.5
3
2.3
H7
12.2
16.8
12.9
12.2
9.1
10.9
17.1
14.4
11.6
9.6
13.5
9.9
9.6
23.3
12.2
NHCI
1.27
.71
.49
.46
.44
.40
.40
.31
.20
.19
-.01
-.10
-.22
-1.86
-2.69
Development of the NPCI
United States
Norway
Sweden
Finland
Canada
Australia
Japan
United Kingdom
Germany
New Zealand
Singapore
France
Italy
Russia
China
PC1
700
532
682
550
677
525
586
589
611
500
484
579
474
218
112
PC2
398
751
717
720
285
447
526
727
586
563
684
493
737
22
66
PC3
854
669
574
692
715
738
725
653
586
522
304
628
494
421
293
PC4
252
184
199
184
259
68
147
57
247
4
63
45
1
78
61
PC5
585
491
507
396
390
465
315
338
336
360
483
304
180
43
16
PC6
2,118
915
932
1,564
1,047
1,376
956
1,432
948
997
672
950
878
418
339
PC7
295.2
101.1
67.3
102.3
77.4
85.7
36.5
28.2
24.8
90.6
45.2
19.1
17.8
2.2
0.1
PC8
11,994
24,248
14,138
14,366
15,260
8,884
7,443
5,384
5,690
8,426
6,641
6,392
4,535
4,050
758
PC9
8.1
6.9
10.4
7.8
8.4
9.7
8.3
9.1
7.9
13.6
9.7
8.7
5.7
3.7
5.4
PC10
2,926
2,445
2,674
1,835
1,911
1,922
3,118
2,187
1,798
1,771
2,104
1,916
1,068
63
46
PC11
34%
49%
46%
37%
41%
34%
37%
30%
29%
22%
30%
14%
23%
2%
2%
NPCI
1.53
.88
.85
.64
.58
.36
.34
.18
.05
-.05
-.20
-.30
-.76
-1.92
-2.17
Development of the NRCI
Japan
Sweden
United States
Norway
Canada
Finland
Germany
United Kingdom
Australia
New Zealand
France
Russia
Singapore
Italy
China
RC1
2.8
3.8
2.5
1.7
1.7
2.3
1.8
1.7
1.2
2.2
1.1
1.1
1.0
0.1
RC2
4,960
4,507
4,103
4,095
3,009
2,668
2,873
2,678
3,320
2,197
2,686
3,397
2,182
1,322
459
RC3
26.7
37.6
36.5
26.1
15.7
36.6
39.2
29.0
24.2
19.9
48.0
48.0
18.5
30.8
53.0
RC4
87
101
57
87
106
106
66
103
52
80
35
0
0
21
1
RC5
961
1,755
926
3,026
1,313
1,828
1,044
1,186
3,065
4,327
1,708
199
3,921
778
131
RC6
994
271
289
103
31
187
235
82
75
103
205
131
8
13
1
NRCI
1.97449
1.45856
.59575
.47169
.28614
.18849
.17207
.12403
.02155
-.16539
-.22504
-.77830
-.83511
-1.17329
-2.11564
Development of the NMCI
Singapore
Finland
United Kingdom
Sweden
United States
Japan
Norway
Canada
Germany
France
New Zealand
Australia
China
Italy
Russia
MC1
63.00
27.33
32.00
22.00
34.00
28.35
17.13
18.60
17.71
24.26
10.16
15.22
18.58
9.19
13.53
MC2
219.9
123.9
144.2
134.3
80.5
29.3
44.7
34.4
39
12.9
17.9
0.1
9.8
0.6
MC3
538
164
227
209
153
35
234
347
184
129
340
136
11
101
29
MC4
298
455
329
432
213
578
581
159
305
201
207
293
104
105
NMCI
2.11881
1.30552
.78730
.72343
.53448
.43603
.19953
-.19449
-.38188
-.45042
-.60013
-.69522
-.95016
-1.38288
-1.44992
Countries Ranked by NICI
NHCI
NPCI
NRCI
NMCI
1.27062 .84501 1.45856 .72343
Sweden
United States .30747 1.53446 .59575 .53448
-.10460 .33760 1.97449 .43603
Japan
.46333 .63571 .18849 1.30552
Finland
.71069 .88401 .47169 .19953
Norway
United Kingdom.20407 .18041 .12403 .78730
.49292 .58380 .28614 -.19449
Canada
.18696 .04741 .17207 -.38188
Germany
-.01249 .36316 .02155 -.69522
Australia
New Zealand .40285 -.04699 -.16539 -.60013
.40326 -.30324 -.22504 -.45042
France
-1.85927 -.20475 -.83511 2.11881
Singapore
.44235 -.76415 -1.17329 -1.38288
Italy
-.22235 -1.92334 -.77830 -1.44992
Russia
-2.68582 -2.16912 -2.11564 -.95016
China
NICI
1.07440
.74304
.66088
.64827
.56648
.32395
.29209
.00614
-.08075
-.10241
-.14386
-.19508
-.71949
-1.09348
-1.98019
NFCI
.89213
3.63611
-.02992
3.02013
-.28583
1.64398
1.11303
-.38255
.15366
-2.06696
.31559
1.15927
-.62521
-4.45314
-4.09029
Is the NICI a good predictor of a nation’s wealth?
Structural Model of NICI
National
Process
Capital
National
Market
Capital
H4
H6
H1
H2
National
Human
Capital
National
Financial
Capital
H5
R2 = 20.9%
H3
Arab Region
G8 +
Path
 coefficient
 coefficient
National
Renewal
Capital
H1
0.450
0.742
H2
0.106
0.868
H3
0.775
0.771
H4
0.279
0.645
H5
0.273
-0.418
H6
0.277
-0.670
Modified NICI ?
National
Process
Capital
Poverty
H7
National
Market
Capital
H4
H6
H1
H2
H10
H8
National
Health
Gender
Human
Capital
H9
H5
H3
H1
H3
H2
H4
H3
H5
H4
H6
Region 0.450
 coefficient
Arab
coefficient
0.106
0.450
0.775
0.106
0.279
0.775
0.273
0.279
0.277
0.273
0.277
-0.418
-0.670
Path
H1 Path H2
R2 = 20.9%
R2 = 83.3%
National
Renewal
Capital
Empowerment
Arab Region
National
Financial
Capital
G8 +
G8 +
 coefficient
 coefficient
0.742
0.868
0.742
0.771
0.868
0.645
0.771
-0.418
0.645
-0.670
G8 +
G8 +
 coefficient
 coefficient
0.742
0.868
0.742
0.771
0.868
0.645
0.771
-0.418
-0.670
0.645
0.578
-0.578
H7H5
H8H6
H9H7
H10 H8
-0.418 0.454
-0.544 0.208
0.454 0.913
0.208
-0.544
Poverty
UN Human Poverty Probability not People lacking Population below
Index @
surviving to 60 functional skills
poverty line
15.8
12.8
20.7
16.9
United States
30.1
20.1
Russian Federation
15.1
9.9
21.8
13.4
United Kingdom
12.9
9.1
17.0
14.3
Australia
12.3
9.5
16.6
12.8
Canada
12.2
9.1
14.2
Italy
10.7
18.4
New Zealand
China
Singapore
11.2
8.2
11.8
Japan
11.1
11.4
8.0
France
10.5
10.6
14.4
7.5
Germany
8.8
11.3
10.4
5.1
Finland
7.5
9.1
8.5
6.9
Norway
6.7
8.0
7.5
6.6
Sweden
Poverty
1.61749
1.25961
1.23980
.56012
.32925
.28208
.26560
.00000
.00000
-.08392
-.31247
-.51778
-1.28109
-1.55023
-1.80848
Health
Italy
Germany
Norway
United States
France
Sweden
Australia
New Zealand
Japan
Finland
Russia
Canada
United Kingdom
Singapore
China
Health Exp.
Baby measles Physicians
Life Expectancy
% immunized per 100,000 per Capita PPP
Years
1,676
554
90
78.7
2,697
350
95
77.4
3,182
413
93
78.6
4,271
279
92
77.1
2,288
303
84
78.9
2,145
311
96
79.6
1,714
240
89
78.9
1,163
218
83
78.2
2,243
193
94
80.7
1,704
299
96
77.5
421
97
65.3
1,939
229
96
78.9
1,675
164
91
77.3
678
163
93
77.7
40
162
90
70.3
Health
2.18991
1.33894
.93127
.71905
.57583
-.02859
-.18666
-.22436
-.35919
-.37005
-.42537
-.51542
-.73388
-1.21061
-1.70086
Gender Empowerment
Finland
Sweden
Norway
New Zealand
Australia
Canada
Germany
China
United States
United Kingdom
France
Singapore
Russia
Italy
Japan
UN GEM % Seats in Female pros Income
Value
parliament
% of total
ratio
0.803
36.5
27
0.70
0.824
42.7
49
0.68
0.837
36.4
49
0.64
0.765
30.8
54
0.67
0.759
26.5
48
0.69
0.777
23.6
53
0.62
0.765
31.0
50
0.50
21.8
0.757
13.8
54
0.62
0.684
17.1
45
0.61
10.9
0.592
11.8
42
0.50
0.450
6.4
64
0.64
0.539
9.1
44
0.44
0.527
10.0
45
0.44
Gender Empower
1.51276
1.40361
1.08853
.70486
.70061
.33363
.13904
-.00311
-.07301
-.11351
-.36633
-.95806
-1.39917
-1.47306
-1.49677
Clustering by NICI and GDP
Kuwait
1.0
Oman
Relative
GDP / capita
?
S. Arabia
0.5
Tunisia
Jordan
Morocco
Algeria
Yemen
Sudan
Egypt
0.0
0.0
0.5
NICI
1.0
G8 + by NICI and NCFI
United States
4.0
Finland
Relative
NFCI
United Kingdom
France
Singapore
Australia
0.0
Canada
Germany
Italy
China
-4.0
-2.0
Sweden
Japan
Norway
New Zealand
Russia
-1.0
0.0
1.0
Relative NICI
2.0
Further Developments ...
• IICR KM Diagnostic Tool (business and government)
– Health, financial services, software, chemical, hospital
• IICR KM Seminars (business and government) - certification
• Education (McMaster University, Tangonow.net)
• eFlow Audit (codified proxy of e-mail flow)
• World Congress (http://worldcongress.mcmaster.ca) Jan 19-21, 2005
• Journal of Intellectual Capital (http://www.emeraldinsight.com/jic.htm)
• 1 text Oxford U. Press with Choo, 1 books with BH KMCI Press
• Knexa.com (Tribute incentive methodology, ICUs, rewards)
• NICI (National Intellectual Capital Index) for United Nations
• Longitudinal causal mapping with integration (RBC project)
• Citation impact (literature and cases)
• Knowledge auction experiments
Knexa Solutions
• New knowledge assets with old value measures
• Market mechanism “the invisible hand of the
market”
• Exchanges
– what’s next? … talent markets … total markets
• Internet Auction Model
– E-bay, Yahoo, Bid.com, etc. … stickiness, bid-ask
• Cost / benefit micro calculation
• ICUs – electronic tokens and the reward of
redemption
5 To Do’s Immediately
1.
2.
3.
4.
5.
Raise awareness about knowledge era challenges
Action: Fully engage employees about KM
Don’t throw training dollars down the toilet
Action: Benchmark your T&D / FTE investment
Attempt to recoup talent that leaves the firm
Action: Implement universal exit (entry) interviews
Accelerate your knowledge absorption rate
Action: speed reading test (www.bontis.com/speedread)
Be mindful of technology investments
Action: Test that search costs are reduced
Thank you!

Speaking, training
Keynotes, seminars
Consulting, surveys
www.NickBontis.com
Dr. Nick Bontis Ph.D.


DeGroote Business School

McMaster University
Tel: (905) 525-9140 x23918
Fax: (905) 304-7734
Director, Institute for Intellectual Capital Research
Chief Knowledge Officer (CKO), Knexa Solutions
Associate Editor, Journal of Intellectual Capital
nick@bontis.com
www.NickBontis.com