The initiative today inspired lots of organizations to utilise its internal resources and to look again about the issue of measurement all its practices to create success stories. The main lessons learned from this initiative is the government is rich with resources that if well utilised can make itself sustained entities and be a source of income to the country. Just to give an example of type of connectivity and innovation of services this initiative brings in between the organisation and the society the police in Bahrain started to held workshops with the total involvement of the community in the areas of risk management and risk register identification for all the critical areas in Bahrain. What police did is part of the knowledge assets framework utilisation where all the expetese directly or indirectly involved with risk management in all the government entities, schools, hospitals, petrochemical industries, ports, airports, tourism, etc attended workshop to identify together the type and level of risks. Also, the workshop identified the type of mitigation programs that need to be done utilising the countries knowledge asset; i.e. beyond police forces.
The lessons learned is that human capital in the government is full of potential and expertise where techniques as unstructured learning as team work on national initiatives can bring lots of improvements to government services while also building its capacity. The other lesson learned is that all governments can have a major leap towards knowledge economy by having simple, but focus identification of its knowledge assets with specific care on the tacit knowledge which is the hidden treasures and real fortune of any country. Today the government of Bahrain have knowledge Assets Bank and most of the organizations strategies address the development and utilisation of such resource while executing its operational plans. Most of the organizations appreciate now that what matters is not the employee title, but the assets he carries for fate of the government competitiveness.
Every organisation is followed up for developing and updating both a communication model that would ensure the proper utilisation of knowledge assets along with maturity matrix for full utilisation within 3 years. Even though Bahrain doesn’t have a Knowledge Asset Strategy, the BCE preparing specific guideline for developing such strategy for each government entity and specific workshop would be conducted for this purpose in March 2014. The impact of the initiative now reflected in all the types of processes and practices identified by the government entities. The initiative would have an echo in the reviewed prices and laws of the services and products offered. This initiative is believed to lead the way of re-aligning the resources within the Gulf Cooperation Council if adopted regionally.