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Knowledge isn’t static, but it often gets managed as if it were. Companies that want to develop and use knowledge most profitably should start treating it differently according to the stages of its life.
No enterprise can out-innovate all potential competitors, suppliers and external knowledge sources. Knowledge frontiers are moving too fast. In almost every major discipline, up to 90% of relevant knowledge has appeared in the last 15 years.
When employees walk out the door, they take valuable organizational knowledge with them. But managers who think creatively can keep it in-house.
The more companies outsource, the more they approach virtual organization, with knowledge centers interacting through mutual interest and electronic systems. To mitigate the risks associated with reduced authority, companies must develop “best in world” capabilities, leverage the capabilities of others and innovate constantly. The author shows how to slash innovation cycle times and costs by 60%-90% and develop the full potential of intellectual outsourcing.
A framework for aligning organizational and technical resources and capabilities to leverage explicit knowledge and expertise.
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Several new strategies are emerging that enable firms to capitalize on their chief corporate asset: information about their customers.
For the past twenty years, competition has occupied the center of strategic thinking. Indeed, one hardly speaks of strategy without drawing on the vocabulary of competition — competitive strategy, competitive benchmarking, competitive advantages, outperforming the competition.
In 1988, I was wandering the floor of Comdex, the computer industry’s enormous annual trade show and could feel a palpable sense of anxiety among the throngs of participants.
In many large organizations, and some small ones, a new corporate executive is emerging — the chief knowledge officer. Companies are creating the position to initiate, drive, and coordinate knowledge management programs.
Current models of organizational strategy and structure fail to meet the challenges of the information age. Based on field study, the authors conceptualize an architecture, or guide, for virtual organizing that focuses on the importance of knowledge and intellect in creating value. Information technology lies at the heart of this business model for the twenty-first century.
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Managers must think about and manage data differently in order to take advantage of this underutilized resource.
Companies must understand their customers’ needs, appoint a manager to oversee the production of high-quality information, and recognize that information is not just a byproduct.
Scholars and observers from disciplines as disparate as sociology, economics, and management science agree that a transformation has occurred — knowledge is at center stage.1 Knowledge is information combined with experience, context, interpretation, and reflection.
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