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Tr a n s f o r ming e-Knowledge 9 9 prises, professional societies and trade asso- ciations, government agencies, and other entities. The level of transitive trust that each individual places in these entities and the re l a t i ve importance of their re s o u rc e s will shape the re l a t i ve role they play in each i n d i v i d u a l’s constellation of re l a t i o n s h i p s . Individuals will use personal portals or other means to manage their re l a t i o n s h i p s with the interactivity and re s o u r ces ava i l- able through Web and the significant enter- prises, like colleges and universities, with which they have trusted re l a t i o n s h i p s . Enterprise Applications and Solutions Are Critical To participate successfully in this e-know l- edge environment, each enterprise must c reate robust enterprise infrastru c t u res and applications, accessed though their Web site and enterprise portal, using a variety of w i reless and wired devices. These infra- s t ru c t u res and solutions re q u i re intero p e r- ability and scalability, meaning that applications and knowledge can be share d a c ross different enterprises and technology platforms and scaled to enterprises of dif- f e rent sizes. These solutions also re q u i re p owe rful security, authentication, and ve r i- fication capabilities. U s e r-Centric, Intero p e r a b l e I n f r a s t ru c t u re s To m o r row’s infrastru c t u r es will not just be user-friendly; they will be user-centric. A wide range of stakeholders will engage an enterprise’s products, services, and k n owledge re s o u rces using powe rf u l k n o wledge tools. They will be able to shape the content, context, and nature of their experience. To w a r d the Experience Gateway. Users will experience an enterprise’s offer- ings through personalized interfaces that constitute a sort of “experience gatew a y. ” Individuals will engage the gateway and experience different “leve l s” or “d e g re e s” of intimacy, personalization, and cus- tomization. The least intimate degree of engagement will be provided by the e n t e r- prise Web site, which will provide public access to anyone. A range of portal capa- bilities that will serve “insiders” — members, learners, customers, suppliers, alumni, donors, sponsors, exhibitors, or p a r tners—will furnish a richer level of engagement. As the degree of “c u s t o m e r i n t i m a c y” pro g re s s i vely advances, the experience gateway will also afford “a m e n i t y,” a level of ease of use that makes the gateway recede into the back- g round and makes the experience of using it seem natural and familiar. The enterprise ICT infrastru c t u res of the f u t u r e will support perva s i ve interactivity t h rough which users will personalize their interactions with all of the services and applications provided by the enterprise; k n o wledge re s o u rces of all kinds; and interactions with humans, know l e d g e agents, and other entities. The Enterprise Applications Arr a y. Instead of distinct, pro p r i e t a r y applica- tions, such as traditional ERP, LMS, LCMS, and community-building soft- w a r e, users will experience a fully inte- grated array of seamless, intero p e r a b l e , and integrated capabilities. Powe rf u l personalization tools will be integral p a r ts of these applications. In a ve ry re a l sense, enterprise applications will be fused, not just integrated. This will bring all of the components into a single, unitary service as far as the user is concerned. The user will addre s s needs and solve problems, unaware of which application she is using or which enterprise unit is serving her needs. Web services, Sh a red Se rvices, Co - s o u rc i n g . Easy-to-combine Web services will be made possible by innovations in standard s that enable applications to communicate with one another, providing seamless inte- gration. Web services are likely to be the paradigm-busting instrument enabling enterprises to easily link ERP, legacy systems, and outsourced applications. These will influence dramatically the evo- lution of the next generations of applica- tions and the roles and re l a t i o n s h i p s among vendors and users. The promise of Web services lies in its ability to resolve the differences among shared, networked applications. Applications from different vendors, of various vintages, written in different languages, running on disparate platforms, easily communicate and cooperate, resolving their differences to act in concert. Carl Jacobsen, June 2002 Web services are significant in another way: they offer the prospect of making it far easier for staff within an organization to bypass knowledge silos and legacy IT systems that restrict access to internal information. One consequence is that people in the organization or in part n e r organizations can develop processes and systems, built on Web services, that help them to become aware of the needs and capabilities of their colleagues and to work as a community. Next Generation ERP and CRM. In the f u t u re, ERP will cease being a software solution and will morph into a bro a d - gauged combination of product, serv i c e s , and solutions. Rather than writing RFPs for large systems acquisitions, enterprises will be “s o u rcing blended business solu- t i o n s” with solutions providers. Just as k n owledge management has triggere d b r oader consideration of know l e d g e e c o l o g y, “customer relationship manage- m e n t” has evo l v ed from a standalone soft- I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s Tr a n s f o r ming e-Knowledge 1 0 0 w a re application to an integral part of the applications array enabling enterprises to sustain personalized interactions and re l a- tionships with a wide range of stakehold- ers. In the e-knowledge future, effective enterprises will develop indispensable re l a - t i o n s h i p s with their stakeholders. Putting Kn owledge Management into e- L e a rn i n g . Aw a reness is growing of eco- nomic ways to augment today's limited kinds of information about data elements and learning objects. By adding semantic information, it becomes easier to share those assets and re-purpose them. The next big thing in learning management is the incorporation of content management tools and practices that make use of semantics. These will make it easier to infuse just-in- time knowledge into learning experiences. Communities of Pr a c t i c e . Communities of practice will become an integral part of K n owledge Age enterprises. In learning enterprises, these communities will deal with learning and administrative serv i c e s and will invo l v e students, faculty, staff, alumni, suppliers, and other stakeholders. They will cut across organizational boundaries and connect to know l e d g e e x changes and marketplaces. Communi- ties of practice will become much more intentional and part of active enterprise k n owledge strategies. Knowledge Resources Utility. T h ro u g h the experience gatew a y, users will engage the enterprise’s knowledge re s o u rces. T h e s e will include internal and external sourc e s and re s o u rces, not just databases “ow n e d” by the enterprise. Powe rful search engines and intelligent agents will be available as p a rt of the enterprise’s solution to know l- edge management. Knowledge re s o u rc e s will also include graphics, simulations, applications, community of practice “ k n ow - h ow,” and a host of other know l- edge re s o u rces. Knowledge management will be a key ingredient of both formal and informal enterprise learning experiences. Users will have less reason to concern them- s e l ves with the location and original sourc e of knowledge re s o u rces, which incre a s i n g l y will function like a utility. Network and Hard w a r e Resourc e s . Enterprises will deploy various levels of p e r va s i ve, ubiquitous computing enviro n- ments in their own physical settings. Bu t each enterprise’s knowledge re s o u rces will be available anywhere, anytime, thro u g h w i red and wireless interactivity. Pe rva s i ve technology environments will be adva n c e d by next generation Internet and the rise of nomadic computing and interactivity. S e r vices: The Tie that Binds All Appli - cations and Solutions. The e-enterprise i n f r a s t ru c t u r e of the future will depend on a broad range of services, support i n g the experience gatew a y, applications array and solutions, knowledge re s o u rces, and n e t w o rk and hard w a r e re s o u rces. T h e s e s e r vices will be provided by enterprise staff and external sourcing re l a t i o n s h i p s that include both expert consultation and technical support dealing with imple- mentation, integration, co-sourcing and s h a red serv i c e s . P rocesses, Communities of Practice, Capacities, and Culture In addition to enterprise infrastru c t u re s , applications, and solutions, the successful e- k n owledge enterprise needs to reshape the social elements of its knowledge ecology. • Business pro c e s s e s should be re i n ve n t e d to produce e-knowledge-based re l a t i o n - ships that will be demanded by cus- tomers, learners, and other stakeholders; • Communities of practice, linked to business processes, need substantial d e velopment to serve as the creators and s t ew a rds of knowledge capital; • Individual and organizational capacities perpetually grow to assimilate and share k n owledge far more effectively and effi- ciently than today; and I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s If you look today, very senior people are making decisions about technology, and they are viewing it as mission critical. Carol Vallone Tr a n s f o r ming e-Knowledge 1 0 1 I n f r a s t ru c t u res, Processes, Capabilities, and Culture s Tomorrow’s Infrastructures: User-Centric, Flexible, and Cost Effective U s e r s Members, Customers, Applicants, Suppliers, Managers, Students, Faculty, Friends and Family, Affiliated Organizations, Legislators and Policy Makers, Other Stakeholders Experience Gateway Interfaces through which users experience all of the organization’s applications, services, interactivity, and knowledge. Web sites, portals, and specialized knowl- edge gateways will all provide these experiences. Portal-based interfaces provide personalized, secure, and customized experiences, accessible via multiple devices. Personalization capabilities also are available through individual or fused applica- tions in the enterprise applications array. The Enterprise Applications Arr a y Full range of enterprise applications, including a mixture of ERP and legacy systems (HR, finance, knowledge, and industry-specific applications.) Many will be external to the institution and linked through Web services. Users care about capabilities, not the means or provider. Knowledge and Learning—Knowledge Asset Management, Digital Rights Management, Learning Management, Digital Rights Enforcement, Assessment Industry-Specific—Course Management, Relationship Management, HR, Finance, Financial Aid, Procurement, Applications/Admissions, Fund Raising, Library Systems, Personal Portfolio, Supply Chain Communities of Practice—Prospective Students, Working Groups, Learning Communities, Clubs, Alumni, Athletics, Associations, Intramural Sports Shared Applications—Web services, Knowledge Management Utilities, Messaging, Search, E-mail, Calendaring Knowledge Resources Utility Internal and external knowledge repositories of all kinds, organizational databases, communities of practice, directory server, e-mail, calendar. Network and Hard w a r e Resourc e s Computing—Servers, Desktops, PCs, wireless devices of all kinds, embedded computing devices, the Grid, and technologies yet to be determined Networking—LANs, wireless LANs, WANs, Routers, Hubs, Internet Access, Broadband Infrastructure • Cu l t u re re g a rding knowledge s h o u l d be refashioned to reflect the emerging needs of customers, learners, suppliers, and other stakeholders. These social elements of the know l e d g e ecology will re c e i ve greater attention in the future . K n owledge is a social construct. For enter- prises to change their knowledge ecology, they must understand the social dimen- sion and make it simpler for people to use k n o wledge in their jobs. Know l e d g e re s o u rces and support must be fused with w o rk in a manner that enhanced ease of use and ultimately achieves amenity. As p a r t of this fusing, organizations should adopt best practice on minimizing the time and other re s o u rces needed by indi- viduals to make what they know ava i l a b l e to others. Surprisingly few know l e d g e - sharing programs re c o g n i ze the impor- tance of this. Yet by thoughtful pro c e s s re i n vention and innovation, taking gre a t e r account of the social elements of know l- edge ecologies and the patterns of interac- tions that exist in those ecologies, the conscious effort needed to share know l- edge can be reduced dramatically. Knowledge-sharing programs often fail because they make it harder, not easier, for people to do their jobs. Thomas H. Davenport and John Glaser Tr a n s f o r ming e-Knowledge 1 0 2 To m o r row’s user-centric intero p e r a b l e e n v i ronments will place a premium on the ease and efficiency with which know l e d g e can be learned, shared, and flowed. In a nutshell, our basic KM philosophy is Learn Once, Use Anywhere. V.P. Kochikar Enterprises have a long way to go in d e veloping the knowledge ecology and s u p p o r ting infrastru c t u res necessary to succeed in the variety of likely e-know l- edge futures. They have also learned a g r eat deal about the limitations of the early generations of ERP, LMS, LC M S , p o rtals, and community-building soft- w a re. The list of “what has been missing” f r om enterprise ICT has included non- p ro p r i e t a r y applications, intero p e r a b i l i t y, and transformative impacts on enterprise p rocesses, dynamics, and culture. T h e s e elements are being included in the next generation of enterprise applications being d e v eloped by solution providers. Eq u a l l y i m p o r tant, enterprise leaders are begin- ning to evaluate their investment in tech- nology based on the potential to cre a t e genuine competitive advantage and open n e w relationships and mark e t s . In his book, From Good to Gre a t, Ji m Collins assesses why some enterprises persist over time and become true leaders in their industries. One of the central ele- ments in the saga of great enterprises is their shrewd use of technology as an “a c c e l- e r a t o r” in the attainment of their mission. “(These enterprises focus on) what they can be the best in the world at, a deep understanding of their economic engine and the core values they hold with deep passion. They then use technology to enhance these pre-existing variables, never as a replacement.” Jim Collins, 2001 And so it is with knowledge. En t e r p r i s e s need to apply this same discipline to using i n vestment in ICT to accelerate their attainment of their strategic goals for using e-knowledge to attain their mission, vision, and competitive position. T h e emergent concept of VOI can be a useful b e n c h m a rk for the enterprise’s strategic goals, which can be attained through use of ICT as an accelerator. I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s In moving forward into the future, it is best to interpolate between current conditions and a compelling future vision, rather than merely extrapolating from the present. Robert Heterick Closing the Gap Between Today and To m o rro w Tr a n s f o r ming e-Knowledge 1 0 3 I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s Enterprise Knowledge Ecology to Succeed in the e-Knowledge Future To d a y ’ s Capabilities To m o r ro w ’s Vision and Require m e n t s I n f r a s t ru c t u re , Applications and S o l u t i o n s P ro c e s s e s Communities of P r a c t i c e K n o w l e d g e C a p a b i l i t i e s Enterprise Culture L e a d e r s h i p Moving beyond first-generation pro p r i e t a ry enterprise applications (ERP, LMS, port a l , community ware) in networked and early w i r eless enviro n m e n t s . Business processes based on existing knowledge capabilities and relationships with members, learners, customers, staff, and other stakeholders. Superficial conversion to Web form a t s . Developing communities of practice, s u p p o r ted by first generation interactivity and e-knowledge capabilities. Capacity for managing and sharing knowledge is underdeveloped in most enterprises for both individuals and org a n i z a t i o n s . Most enterprises are adapting their business practices to the Intern e t / Web, but have not t r a n s f o r med their knowledge culture s . Knowledge is not treated explicitly as a strategic asset. Seamless, interoperable, and scalable enterprise application infrastru c t u r es and solutions accessible through mobile, ambient technology enviro n m e n t s . Business processes are transformed to the p a t t e r ns and cadences of the Intern e t / We b . P r ovide essential products, serv i c e s , knowledge, and experiences that are the basis for indispensable relationships with members, l e a r ners, customers, staff, and other s t a k e h o l d e r s . Communities of practice gain in capability, f l e x i b i l i t y, and capacity to create and steward knowledge, seamlessly linked to business p ro c e s s e s . Competency and capacity development is a top enterprise priority. Major human re s o u rces challenges arise in cre a t i n g enterprises that are e-knowledge savvy. To m o r ro w ’s successful e-knowledge enterprise will transform its knowledge culture to re f l e c t the culture of the Internet. This re q u i re s changes from top to bottom, from grassro o t s to executive leadership. Knowledge is explicitly treated as a strategic asset through the enterprise's knowledge strategy and business plan. Tr a n s f o r ming e-Knowledge 1 0 4 Ga rtner introduced the concept of va l u e on investment, d r i ven by its observa t i o n that in the Knowledge Ec o n o m y, intan- gible assets such as knowledge, network s , collaborations, and communities of prac- tice are the source of most new pro d u c t s , s e rvices, and experiences. Consequently, managing and leveraging these so-called intangible assets will become an impera- t i v e for all kinds of organizations. Bu s i - ness and governmental organizations h a v e been early adopters of these con- cepts. Ga rtner (2001) predicts that “by 2005, 50% of Fo rtune 1000 companies will identify an owner for workplace ini- t i a t i v es, formally track and manage intan- gible assets, and measure investment vs. value creation on these initiatives (0.6 p robability).” Other learning enterprises a r e likely to be following close behind. The intangibles tracked by VOI are roughly the same elements that are needed to change enterprises’ e-know l- edge ecology. This suggests that most organizations can turn their existing p rocesses for developing ICT infrastru c - t u re into a far more effective change agent by expanding the measure m e n t s t a n d a rds from ROI to VOI. The follow- ing table compares the re l a t i o n s h i p b e t ween ROI and VOI concepts. I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s Knowledge-based initiatives are often unfocused and not linked adequately to business outcomes. Leveraging knowledge assets effectively requires well focused initiatives clearly linked to business performance. Marianne Broadbent ROI is the measure of the value of “ h a r d,” tangible benefits fro m technology initiatives. “ R e t u rn” is generated by tangible, traditional outcomes such as conventional enhancement of p ro d u c t i v i t y, cost reduction, enhanced revenues, and opening new markets. ROI focuses on traditional measure s . ROI is objective, based on concre t e m e a s u r es, although the assumptions driving ROI may be highly subjective and j u d g m e n t a l . VOI is the measure of the total value of “soft” or “intangible” benefits derived f rom technology initiatives. ROI is part of VOI. “ Value” is generated through outcomes that enhance pro d u c t i v i t y, build collaboration, and enable innovation. Value-building initiatives change the o rg a n i z a t i o n ’s dynamics by: • s u p p o r ting business pro c e s s reinvention and innovation; • f o rmalizing knowledge management; • enabling collaboration and incre a s i n g the capabilities to learn and develop communities; • i n c r easing individual and o rganizational competencies; and • enabling new leadership capabilities M e a s u rement of VOI typically uses non- traditional measures in combination with the traditional measures of ROI. VOI is subjective and judgmental. It is also contextual, depending on the perspective and position of the evaluating part y — p resident, pro v o s t , V P, CIO, manager, or steward of o rganizational pro c e s s e s . R e t u r n on Investment (ROI) Value on Investment (VOI) Value on Investment (VOI)—A New Benchmark Adapted from: Gartner, 2001. Tr a n s f o r ming e-Knowledge 1 0 5 ROI is still an important component of VOI. In some tactical applications, RO I may be sufficient justification, by itself, to p r oceed with a technology inve s t m e n t . Consider the following examples fro m higher education settings: • Rensellaer Polytechnic In s t i t u t e’s deploy- ment of an e-pro c u rement solution was justified on an ROI basis alone. It dra- matically improved the productivity and efficiency of the purchasing process and i n c reased the level of on-contract buying, p roviding a solid RO I . • Many Web applications at the Un i ve r- sity of De l a w a re and other leading- edge institutions have reduced the cost and increased the convenience of a d m i n i s t r a t i v e processing. These We b applications will soon be extended by the new generation of Web services. In their article, “Your Next IT St r a t e g y, ” John Hagel III and John Seely Brow n h a v e cited corporate applications of Web services by the likes of Ge n e r a l Motors, Merrill Lynch, and Dell that yield substantial ROI savings. Some of these examples include applications combining disparate databases and k n o wledge re s o u r ces which dramati- cally reduced costs. • ERP can be implemented to increase the efficiency of existing processes, using w o rk f l ow and productivity tools, better information flows, and improvement of individual performance. This can yield a reasonable ROI. But significant VO I will not be re a l i zed without an emphasis on achieving strategic direction, collab- oration, and innova t i o n . So ROI is an important metric when ICT can be used to improve productivity and efficiency of existing academic and/or a d m i n i s t r a t i v e processes. But VOI is nec- e s s a ry to assess the strategic potential of changing organizational dynamics and i n n ovating better ways of doing things. VOI is a new benchmark for the strategic use of technology. VOI is key to understanding the real strategic pay-offs fro m technology to enterprises over the next decade. What are some examples of the value of intangible technology assets? And how will the new generation of enterprise applications solutions and systems facili- tate the attainment of these values? Fi v e elements contribute to the new va l u e p roposition for ICT infrastru c t u re, solu- tions and applications: • s u p p o r t process re i n v ention and i n n o va t i o n , • f o r m a l i ze the management of know l- edge and intellectual assets, • enable collaboration and incre a s e the capacity to learn and deve l o p c o m m u n i t i e s , • i n c r ease individual and organizational competencies, and • implement new leadership methods and c a p a b i l i t i e s . Not coincidentally, these elements are also fundamental to preparing enterprises for success in the e-knowledge future. The fol- l owing descriptions discuss these elements and provide examples of how enterprises a re discovering these elements today. I n f r a s t ru c t u res, Processes, Capabilities, and Culture s Investment in technology must be part of an overall strategy to improve academic performance and achieve institutional goals. Carol Twigg Tr a n s f o r ming e-Knowledge 1 0 6 S u p p o rt Process Reinvention and Innovation Process re i n vention and innovation are the most widely applied component of VO I . Enterprises have been using new enter- prise application infrastru c t u r es and solu- tions to change what they are doing and h o w they are doing it. To achieve such re i n vention, howe ve r, enterprises must get past memories of past experiences of busi- ness process re e n g i n e e r i n g . Limitation of Business Process Reengi - n e e r i n g . The knowledge management lit- e r a t u re is awash with analyses of the f a i l u r es of the round of business pro c e s s reengineering (BPR) in the 1990s, which was supported by first-generation know l - edge management tools and philosophies. Early BPR focused on productivity gain (efficiency), treated knowledge as a “thing,” failed to re c o g n i ze the richness of e m p l o ye e s’ tacit insight and undere s t i- mated the importance of the social ele- ments of knowledge ecology. BPR failed to take a systemic perspective. The personnel reductions and reallocations of energies made by first-generation BPR helped enterprises trim costs, but many enterprise p rocesses suffere d . To d a y’s approach to process re i n ve n t i o n begins by taking a systemic perspective and understanding the importance of all elements of the knowledge ecology. Mo re- ove r, the focus is on not just enhancing p ro d u c t i v i t y, but on changing the dynam- ics of enterprise processes through collab- oration and innovation. Experience has s h o wn that process re i n vention can yield a wide range of advances, ranging from the i n c r emental to the transformative. I n c r emental Business Process Reinven - tion. The emergence of early examples of the next generation of enterprise applica- tion infrastru c t u res and solutions prov i d e s many opportunities for process re i n ve n - tion. Te c h n o l o g y - d r i ven process re i n ve n- tion is enabling colleges and universities to refashion their processes, policies, organi- zational stru c t u res, and relationships with stakeholders of all kinds. For example, in the 1990s, the Un i versity of De l a w a r e used technology-enabled process re i n ve n - tion to create its gro u n d - b reaking “s t u d e n t one-stop shopping” facility and to re s h a p e the dynamics of its relationship with stu- dents. This process of continuous re i n ve n- tion has continued through today, using p o rtal technology and Web services. Even today, many enterprises have made p rocess re i n vention a fundamental element of their selection and implementation of E R P. They have discove r ed that pro c e s s re i n v ention and measurement of the resulting changes in performance continue t h r oughout the entire ERP project life c ycle process. Some early successes in p rocess re i n vention are possible during the planning, acquisition and deploy m e n t phases. Howe ve r, experience has show n that the full potential of incre m e n t a l p rocess re i n vention will only be achieve d after the enterprise has experienced the best practice processes embedded in m a t u re ERP products. The full benefits of p rocess re i n vention will come thro u g h continuous improvement during the expe- rience and improvement phases. Me a s u r- able improvements can be re a l i zed during the first two years of the process and can continue at significant levels for seven or eight years—or even more . The Un i versity of Minnesota has used the d e velopment of its portal as a vehicle for re i n venting its ERP-based processes. In the p rocess, it has reshaped its re l a t i o n s h i p s with students, faculty, and staff. Mi n n e s o t a used portal-based e-business to simplify the ways in which users “e x p e r i e n c e d” the Un i- ve r s i t y’s core processes and services. Fo c u s- ing initially on essential core serv i c e s (admissions, registration, communication, and the like) the Un i versity has pro g re s- s i vely extended its re i n vention to include other academic and administrative pro d- ucts, services, and functions. These innova- tions have changed the dynamics of how I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s Knowledge often walks out the door during downsizing. Thomas Davenport and Laurence Prusak. Tr a n s f o rming e-Knowledge 1 0 7 users engage university products, serv i c e s , and knowledge, enabling individuals to “s e l f - s e r ve” more of their needs for know l- edge and serv i c e s . e-Business is first and foremost about improving service to create enduring relationships with clients. Robert Kvavik, 2001 T h rough this process, Minnesota also con- cluded that it could become its students’ Internet Se r vice provider (ISP) after grad- uation, extending the use of the experi- ence gateway to which students had become accustomed during the period of their enrollment. This could lead to an enduring, daily relationship with alumnae. Other universities, like Virginia Tech and Weber State Un i ve r s i t y, have art i c u l a t e d their aspirations to use port a l i zed experi- ences to transform their lifelong re l a t i o n - ships with alumni and their ongoing relationships with students, faculty, staff, donors, and other key stakeholders. P ro g ressing From Incremental to Tr a n s - f o r mative Process Reinvention. In the f u t u re, the enterprise’s stakeholders will expect to experience a level of personalize d c o n venience that Carl Berger of the Un i- versity of Michigan calls W I N W I N I (What I Need, When I Need It). This is the next “killer app” in higher learning and is being evo l ved today through the experience gateway provided by the enter- prise portal, shared tools, integrated appli- cations, and process re i n v entions in learning enterprises across the globe. The next killer app is a ubiquitous system for students, faculty, and support staff to carry out learning, instruction, and research. Carl Berger, 2001 The continuing incremental deve l o p m e n t of these enterprise experience gatew a y s will become truly transformative only when we change our perspectives on how stakeholders must access, assimilate, and s h a re knowledge. Leaders at all enterprise l e vels, from CEO to grassroots, are begin- ning to articulate new visions of tomor- row’s knowledge re s o u r ce utilities and h o w they will be experienced by users of all kinds. Over the next five years, enterprises will experience cascading cycles of reinvention in their best practices, business models, and strategies for e- l e a rning and knowledge m a n a g e m e n t . F o rmalize the Management of Knowledge and Intellectual Assets Of all the processes requiring re i n ve n t i o n , k n owledge management may hold the g reatest promise. For example, while col- leges, universities, and training organiza- tions are learning enterprises, they do not t r uly manage the knowledge and intellec- tual assets resident in individual faculty and re s e a rchers. Just like most courses or classes have been “cottage industries,” c reated in the image of their faculty c re a t o r, knowledge re s o u r ces have been t reated like cottage industries as well. Pu b- lishers have organized and managed these re s o u rces, but not colleges and unive r s i- ties, acting on behalf of themselves, their f a c u l t y, and re s e a rchers. At least for now. Knowledge asset management will be a central element of content and knowledge management systems, which will supersede today’s generation of c o u r s e / l e a rning management systems. Knowledge and content management tools will be accessible through the e n t e r p r i s e ’s Web site, port a l s and within content management a p p l i c a t i o n s . I n f r a s t ru c t u res, Processes, Capabilities, and Culture s Example is not the main thing influencing others. It is the only thing. Albert Schweitzer Tr a n s f o r ming e-Knowledge 1 0 8 K n o wledge management is becoming a key issue in enterprises that are success- fully engaging in e-learning and in the a r chiving of re s e a r ch. Over the past few years, educational and training pro g r a m s h a v e made substantial pro g ress in digitiz- ing course materials for use in their learn- ing management systems, aided by learning management system prov i d e r s like WebCT and Click2learn. Su c c e s s i ve a d v ances in e-learning standards have been reflected in the intero p e r a b i l i t y f r a m ew o rk for reusable content (SCORM) developed through the ADL In i t i a t i ve and the ADL Co-Labs. T h e s e a d v ances are making it possible to deve l o p institutional data repositories that will enable the repurposing, combination, reuse, and exchange of data. These enter- prise repositories will evo l ve from basic learning objects to include re s e a r ch, pre- sentations, white papers, tradecraft, and other tacit knowledge. These re p o s i t o r i e s a r e part of the emergence of new, cro s s - cutting channels for sharing learning content that will be an important element in the re i n v ention of current models for publishing, textbooks, trade books, and other off-the-shelf content. These chan- nels will enable the combination and repurposing of content held by differe n t enterprises, publishers, learning content management systems and digital content repositories in general. Such initiatives are the precursors of m e t a - m a rketplaces that will span indus- tries—education, publishing, learning management, associations, and pro f e s- sional societies—to create bro a d - b a s e d e x change of e-content and tacit know l - edge through communities of practice. These meta-marketplaces will be drive n by the aggregate power of consumers who will be empowe r ed to support the busi- ness models and practices needed to serve their needs. This is not just an issue for major re s e a rc h u n i versities, R&D driven corporations, and re s e a rch laboratories. Digital asset management and knowledge management will be important contributors to value for most enterprises as they develop their i n f r a s t ru c t u res. They will enable enter- prises to personalize and enhance learning experiences, reduce the cost of digitize d content, leverage e-knowledge re s o u rc e s , access previously unavailable sources of content and context, open new mark e t- places for the enterprise’s e-content, and establish their competitive position. I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s Perhaps most importantly, institutions and their constituent groups would be empowered collectively as consumers in the digital content market. Patrick McElroy [...]... teams Learning and Stewardship of Knowledge in the Double-Knit Structure The doubleknit structure is where directed/structured and autonomic learning meet the needs of the enterprise as was shown on page 57 Different variations on these themes exist in corporate, educational, governmental, and professional society settings Double-Knit Structures Adapted from: Wenger et al., Cultivating Communities of Practice, . the door during downsizing. Thomas Davenport and Laurence Prusak. Tr a n s f o rming e-Knowledge 1 0 7 users engage university products, serv i c e s , and knowledge, enabling individuals to “s e l. s t ru c t u re d and autonomic learning meet the needs of the enterprise as was shown on page 57. Di f f e rent variations on these themes exist in corporate, educational, gove r n m e n t a