eknowledge transformation phần 8 docx

Tr a n s f o r ming e-Knowledge 1 1 7 Learners participate in learning experi- ences in cohorts of 25, facilitated by a faculty or mentor, as appropriate. Mo s t of their interactions are with the other learners, the re p o s i t o ry of learning objects and the knowledge management system. To acquire new insight, they interact with their primary faculty/ mentor, other faculty/mentors who are available, and/or with artificial intelligence agents that syn- t h e s i ze responses based on past questions and answers on particular topics. In upgrading the environmental sciences offering, the community of practice decided the extent of the upgrade, the changes in content and tradecraft to include, and the mechanisms for prov i d- ing just-in-time knowledge. The know l- edge management and instru c t i o n a l d e v elopment staff provided insight on h o w to incorporate these materials into learning objects and the knowledge man- agement system. Unleashing Creativity and C reating New Patterns of Work and Learn i n g Communities of practice are deploy i n g n ew technologies to enable new means of social interaction and coord i n a t i o n . To d a y, proof-of-concept versions of these n e w communities are being deve l o p e d and refined. Over time, they will deve l o p e ven greater amenity. These new com- munities combine powe r ful know l e d g e management tools with new interf a c e s and interactivity tools that make it easier to engage in a wide range of community activities. Examples such as Community Intelligence Labs (www.co-i-l.com) illus- trate how they facilitate the community interaction pro c e s s . With time, the new forms of social inter- action and coordination will unleash the c reativity of the community members and the distributed intelligence that resides in communities of practice in tactic, explicit, and evolving forms. In turn, this will enhance the new patterns of work and learning that will be emerg- ing from advances in knowledge sharing. This circular process is self-re i n f o rc i n g ; n ew forms of social interaction, cre a t i v - i t y, and patterns of work and learning accelerate the development and applica- tion of new technologies, which re s t a rt the cycle all over again. Evolving a Distinctive Knowledge Culture While all enterprises have a distinctive k n o wledge ecology, they also are part of a greater knowledge ecology that extends b e yond their boundaries. This know l e d g e ecology influences the enterprise know l- edge culture, since successful enterprises must participate in knowledge sharing and exchange that transcends the bound- aries of the enterprise. Howe ve r, eve ry I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s Vi rtuous Circ l e Adapted from: Co m m u n i t y Intelligence Labs, 2002. Tr a n s f o r ming e-Knowledge 1 1 8 enterprise knowledge culture has distinc- t i v e elements. For example, Richard Hames believes that enterprises are char- a c t e r i zed by a distinctive blending of competing knowledge metaphors, mixing elements of “the cathedral” and “the café.” To some extend, this blending is a sort of “ b r a n d ” portraying the role and flow of k n owledge in the enterprise and beyo n d . O ver the next decade, successful enter- prises will change the dynamics of their k n owledge ecosystems. To do so will re q u i re new levels of individual and orga- nizational competencies and changes in l e a d e r s h i p, processes, infrastru c t u res, and c u l t u res as summarized below. I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s People-first organizations, not task-first ones, spawn hot groups that focus tirelessly on tasks. Harold J. Leavitt and Jean Lipman-Blumen The Cathedral The Café O r dained leaders S a c r ed dogma Code and pro t o c o l s P rescribed culture The “official story ” Leaders at all levels H e r etical ideas and passion Open source activity Networked community E m e r gent stories Adapted from: Richard Hames, 2002. Tr a n s f o r ming e-Knowledge 1 1 9 Becoming successful Knowledge Age enterprises is a substantial deve l o p m e n t a l challenge. It will re q u i re a commitment to individual and organizational learning far beyond today’s norms. And it will re q u i re a commitment to understanding, b u i l d ing, and measuring new capabilities —the capacity of individuals and organi- zations to deve l o p , acquire, share, and d e p l o y just-in-time knowledge to drive decision making, strategy setting, pro d u c t and service development and enhance- ment, and customer satisfaction. Education in the twenty-first century will be about . . . who can DO what . . . not who KNOWS what. Roger Shank, 2002 Making Capability Development an Organizational Priority This challenge is greatest for enterprises that have not taken an enterprise-wide a p p r oach to the development of personal and organizational competencies. T h e systems, processes and pro c e d u res neces- s a r y to support competency deve l o p m e n t a re the heart of an enterprise approach to strategic learning. Firms that understand how to translate the power of communities into successful knowledge organizations will be the architects of tomorrow—not only because they will be more successful in the marketplace, but also because they will serve as a learning laboratory for exploring how to design the world as a learning system. Etienne Wenger, Richard McDermott, and William M. Snyder, 2002 I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s The more original a discovery, the more obvious it seems afterwards. Arthur Koestler Focusing on key business processes that are closely linked to strategic imperatives may offer better returns —at least at the outset —than attempted all- encompassing, enterprise-wide initiatives. Deloitte Consulting Building Individual and Organizational Capabilities O rg a n i z a t i o n a l I n d i v i d u a l Flexible delivery Brand X-Port a l Corporate/enterprise knowledge Systems perspective Defined palette of off e r i n g s Data-centric service models Knowledge management: s t r eamlining workflow and management of knowledge capital Flexible access M y - P o r tal Individual learning and expert i s e Functional perspective Open palette of choice Needs-based service models L e a r ning management: easy integration of disparate i n f o r mation and communications s o u rc e s / s e rv i c e s Balancing Organizational & Individual Perspectives on Knowledge Tr a n s f o r ming e-Knowledge 1 2 0 De veloping enterprise and individual capabilities are different issues. They have d i f f e r ent orientations and mechanisms. The dramatic enhancement of individual and organizational capabilities to acquire and share knowledge is the major human re s o u r ces challenge—and opport u n i t y — of the twenty-first century. The challenge can be met in small stages, each of which is easily possible today. As an example, one of the barriers to sharing know l e d g e is the present re q u i rement that someone should add metadata to each “know l e d g e o b j e c t ” before it is placed in a database. This is rightly perc e i ved as a chore, ye t much of the effort is unnecessary. Simple solutions abound. As an illustra- tion, we know of one computer network administrator who added some software to the print server that handled all re q u e s t s for printed documents. The software kept copies of each document on the network . The identity of the originator of the print request was known from their login details, there f o re it did not need to be re - k e y ed (enter data only once, then re - u s e it). If the document was not on the list of p r eviously printed documents, the soft- w a r e automatically created metadata for the document, by analyzing its content for key words and phrases. The originator of the print request re c e i ved an automatic email telling them where they could find the copy of their printed document, if they wanted to reprint it, and also what metadata had been added to it. This pro- vided each person with a personal database of their own documents plus annotations. They could also choose whether to add the document to the department's know l- edge base, comprising documents explic- itly made available for sharing. Cascading cycles of development of such practices, along with powe r ful content recognition and patterning software to s u p p o r t them, will soon facilitate e-know l- edge pro c e s s e s . Knowledge sharing is becoming the central driver of the twenty-first century economy. Among the many companies which now recognize their stock of human capital as the major asset to business success; access to knowledge and just-in-time learning a re more important than ever before . . . those countries, sectors, and organizations that can adapt will be the winners of the 21st century. Steve Denning, Michel Pommer, Lesley Schneier, 2002 In conclusion, enterprises of all kinds must change their knowledge ecologies if e - k n owledge is to be transformed. En t e r- prise strategies should include a know l- edge strategy that identifies the salience of e - k n owledge to strategic relationships and h ow the enterprise plans to use e-know l- edge to establish competitive adva n t a g e . Enterprise initiatives dealing with eve ry aspect of knowledge ecology—infrastru c- t u res, processes, capabilities, and culture — must be shaped in the image of the e n t e r p r i s e’s knowledge strategy. All enter- prises are affected—corporations, colleges and universities, trade associations and p rofessional societies, government agen- cies, and other non-profits. I n f r a s t ru c t u r es, Processes, Capabilities, and Culture s Specs matter . . . you indirectly commit to specs when you go online. Tim Berners-Lee Tr a n s f o r ming e-Knowledge 1 2 1 C H A P T E R Best Practices, Business Models, and Strategies • Best Practices in Changing Ti m e s • Time Frames for e-Knowledge • Experiencing Continuous Reinvention 6 The next several years will witness dramatic advances in Web technologies, standards, e-knowledge marketplaces, enterprise infrastructures, processes, as well as individual and organizational capabilities to handle e-knowledge. As a result enterprises will experience cascading cycles of reinvention in their best practices for e-learning and knowledge management. e-Learning and knowledge management will be pervasive, integrated into enterprise activities, and for all practical purposes, fused. These cycles of reinvention are starting today in leading-edge enterprises. They will accelerate and continue for decades. Many of the new practices will come from new competitors and from outside North America. New business models and strategies will emerge that capitalize on the changing value nets for knowledge. The new business models will reduce the unit cost of content and knowledge and create new combinations of knowledge, experience, and performance that can command market premiums from users. As revenue streams are readjusted, enterprises will need to aggressively open new marketplaces for their knowledge. Communities of practice will become the dominant organizational form for creating and stewarding knowledge, spawning new mechanisms for creating insights and synthesis. In the process of these cycles of reinvention, enterprises will reinvent their knowledge ecosystems— infrastructures, processes, competencies, and cultures. Tr a n s f o r ming e-Knowledge 1 2 2 Cascading Cycles of Reinvention: The dual forces of new Web technologies and e-knowledge standards and seamless, portalized enterprise applications infrastructures will accelerate the reinvention of processes and practices for e-knowledge. Iterative cycles of reinvention will cascade for decades. Best Practices: What does best practice mean during a period of reinvention and transformative change? It means existing conceptions of “best practice” will be challenged by new alternatives. Given the wide range of global knowledge environments, best practice will likely take radically different forms around the globe. Business Models: The business models for e-knowledge are the combination of services, experiences and prices offered to acquire e-knowledge. These are likely to change significantly. Already, the unit cost of e-content is being driven downward. Low-cost e-learning practices are being developed in Asia, and those practices will likely be adapted to application in developed markets in North America and Europe. S t r a t e g i e s : Enterprises will need to develop enterprise-wide strategies for knowledge and for their various activities supported by e-knowledge. Enterprise strategies for e-learning, for opening new secondary marketplaces for e-knowledge, and for using knowledge as an instrument of competitive advantage will become important. Knowledge Management Strategy: Enterprises develop strategies for developing the infrastructure, processes, and capacities necessary to maximize the stewardship of their knowledge assets. Knowledge Strategy: Articulates the centrality of knowledge to the enterprise’s mission, vision, and competitive position. It presents the enterprise’s strategy for deploying its knowledge to establish competitive advantage. Automatic Tagging and Automatic S e q u e n c i n g : Use of automated tools to assess content/context and automatically determine tags for reusable learning objects. P o rtfolio of Initiatives: Every enterprise has a portfolio of initiatives, with various levels of risk and transformation potential ranging from improvement to incremental reinvention to radical transformation. Enterprise Plans and Initiatives: The organization’s regular business plan and initiatives which must explicitly reflect the enterprise knowledge strategy. Best Practices, Business Models, and Strategies Vision is the art of seeing things invisible. Jonathan Swift Tr a n s f o r ming e-Knowledge 1 2 3 During changing times, we experience the past, present, and future, all at the same time. How can we engage the differe n t visions, sights, and sounds? And how can we each understand, in terms meaningf u l to our individual frames of re f e rence and experience, what the future for e-know l - edge may hold? The future is not a message to be conve yed from the pre s c i e n t to eve ryone else; it is visions and experi- ences to be engaged in an evo c a t i ve manner by eve ry b o d y. In this new world, the search for simplicity is tantamount to coming to the core understanding of how something is. I find the old cliché, ‘You don’t really understand something until you can say it in a simple way,’ to be incredibly true and unbelievably useful. And I think today, in the era where the economy of attention reigns supreme, the ability to get to the very essence of what’s going on very rapidly also provides tremendous leverage. The power of saying simply makes all the difference in the world. The key to me is learning how to craft evocative objects: they could be metaphors, sayings, or experiences which rapidly help the other person rapidly construct their own understanding. Again, not provocative as much as evocative, so that it evokes the right kind of ideas in the listener. Great learners are, of course, great listeners, and if you learn how to listen to and through an evocative object, you learn how to leverage your emotional side as well as your cognitive side. John Seely Brown The future is conditional, not determinis- tic. It depends on what we do, as well as major trends, external forces, and deve l o p- ments. We have the power to derail the f u t u r e as well as enable it. Over the next s e veral years, advances in the tradecraft of e - k n o wledge will enable significant re i n - vention in e-learning and knowledge man- agement, but only among those enterprises and practitioners who have the means, the vision, and the will to make it so. The only way to predict the future is to have power to shape the future. Eric Hoffer O v er the next few years, we will witness the existence of past, present, and future versions of “best practices,” all existing c o n c u r r ently in different settings and often in the same setting. Most enter- prises will hedge their bets as they migrate their initiatives tow a rd the e- k n o wledge paradigm without fully aban- doning the existing paradigm. Un d e r such conditions, the term “best practice” becomes especially problematic. The future is called ‘perhaps,’ which is the only possible thing to call the future. And the important thing is not to allow that to scare you. Tennessee Williams The simple fact is that even highly innov- a t i v e enterprises maintain a portfolio of i n i t i a t i v es ranging from “improve m e n t” to “ i n c remental innova t i o n” to “radical inno- vation.” Under such conditions, their notion of “best practice” is highly situa- tional. Our challenge is to identify the emerging best practices, business models, and strategies that are likely to emerge as the e-knowledge paradigm matures and tradecraft develops. Best Practices, Business Models, and Strategies Best Practices in Changing Ti m e s Out of intense complexities intense simplicities emerge. Winston Churchill Tr a n s f o r ming e-Knowledge 1 2 4 Predicting the future is uncertain. Pre d i c t- ing a calendar for transformation is uncer- tainty squared. Tra n s f o rming e-Know l e d g e aims to mobilize the energies of policy makers and practitioners to accelerate and facilitate the development of e-know l e d g e , not create a precise road map to the future . Ne ve rtheless, it is useful to paint in bro a d s t r okes the time frames during which enterprises could expect to capitalize on the forces described in this book. Rather than providing precise milestones, this description is meant to stimulate the re a l- ization that most of the technologies needed are available today and can be sub- stantially deployed by 2010. Perhaps the most plausible prediction is that any prediction about serious matters is likely to be off the mark, except by accident. Noam Chomsky The overall time frames have been drawn f r om a set of re s o u rces describing the evo- lution of ambient intelligence enviro n - ments, learning and knowledge standard s , k n o wledge exchanges and mark e t p l a c e s , enterprise applications infrastru c t u re s , a d v ances in communities of practice, intelligent agents and search engines, and related developments. Be t w een today and the year 2010, all of the primary elements enabling the full emergence of e-know l- edge have the capacity to develop and be put in place. The future is like heaven. Everyone exalts it, but nobody wants to go there now. James Baldwin This is not speculation in the style of Ju l e s Verne or Arthur C. Clarke, reaching far b e yond the capabilities of current tech- nologies and into the long-term future . The technologies, standards, infrastru c t u re s , and e-knowledge marketplaces needed to make e-knowledge a reality are either pos- sible today or will be within a few ye a r s . What is missing? The vision, perspective s , policies, pro c e d u res, routines, part n e r s h i p s , cost stru c t u res, capabilities, experience, strategies, and will that is necessary to make e-knowledge happen. Our belief is that the greatest challenges to the deve l o p- ment of e-knowledge will emerge within the human and relationship dimension. The table on the facing page summarize s the time frames for the arrival of technol- o g y, standards, and e-knowledge mark e t - places necessary to transform e-know l e d g e . Te c h n o l o g y, Standards and e-Knowledge Marketplaces Most of the technologies and standard s needed to support e-knowledge sharing exist in proof-of-concept form. Over time, they will spread among enterprises and spawn the development of exchanges and m a rketplaces that should pro g re s s i ve l y a c h i e ve economic viability by 2009. e-Knowledge Standard s . Learning object s t a n d a rds are in place today (metadata and modular content). A broader suite of k n owledge interoperability standards will come into use, on a de facto or de jure b a s i s , during 2003–2004. P roof-of-Concept Repositories. M E R LOT, SCORM-compliant repositories, schol- arly e-prints, and a host of enterprise and cross-enterprise repositories exist t o d a y. Ty p i c a l l y, these pioneering effort s a r e still expensive and have not auto- mated and made routine the tagging p r ocess sufficiently to bring costs into an acceptable range. Best Practices, Business Models, and Strategies The future enters into us in order to transform itself in us long before it happens. Rainer Maria Rilke Time Frames for e-Knowledge Tr a n s f o r ming e-Knowledge 1 2 5 P r oof-of-Concept of Automatic Ta g g i n g and Enterprise Reusability. In some set- tings, enterprises have achieved re u s a b i l - ity of learning objects and content in d i f f e rent contexts. For example, Know l- edge Media, Inc. and Autonomy have d e p l oyed auto indexing and auto tagging, auto sequencing of re u s a b l e k n o wledge objects using Ba y esian algo- r i t h m s / Sh a n n o n’s theorem for concep- tual search, and indexing methodologies. They have also deployed auto-indexing of multimedia using voice re c o g n i t i o n utilities and subsequent indexing. Pro o f - of-concept exists today. P roof-of-Concept Enterprise Accounting and Costing of e-Knowledge. As they d e v elop experience in e-know l e d g e , l e a d i n g - edge enterprises are adapting their cost accounting systems and pro c e d u re s to cost-out e-knowledge practices and p r oducts. Over the next two years (2003– 2004), new model practices will emerge. Model Protocols for Enterprise Knowl - edge Asset Management. Cu r rent, first- generation approaches to know l e d g e asset management are too costly to be a t t r a c t i v e for the full range of enterprise k n o wledge assets. This includes the cost of policy and protocol development and the cost of tagging, content manage- ment, and support. In response, enter- prises have digitized their most strategic and/or often used re s o u rces. Over the next several years (2003–2004), exe m - p l a r y policies, protocols and automated tagging, and similar means will be used to develop models that can be adapted by a wide range of enterprises. Associa- tions like NACUBO, EDUCAU S E , N AC UA, ASTD, ARL, and others are likely to play a major role in the deve l - opment and promulgation of models and the reduction of costs. Best Practices, Business Models, and Strategies Time Frames for e-Knowledge: Te c h n o l o g y, Standards, and e-Knowledge Marketplaces Te c h n o l o g y, Standards and e-Knowledge Marketplaces D e s c r i p t i o n P r ojected Ti m e F r a m e s Knowledge interoperability standard s P r oof-of-concept re p o s i t o r i e s P r oof-of-concept of automatic tagging and re u s a b i l i t y P r oof-of-concept of enterprise accounting and costing of e-knowledge Model protocols for enterprise knowledge asset management and external sharing Digitizing of current knowledge re s o u rc e s in vertical channels E m e r gence of horizontal e-knowledge marketplaces Knowledge interoperability standards in place, de facto or de jure M E R L O T, ADL co-labs, SPARC e-prints C u r rent examples—KMI/Autonomy applications Leading-edge enterprises develop accounting systems and pro c e d u r es to cost out e-knowledge practices and pro d u c t s Enterprises develop model pro t o c o l s Enterprises (publishers, associations, corporations, colleges, and universities) digitize their existing knowledge re s o u r ces in vert i c a l c h a n n e l s Horizontal marketplaces emerge to link the content in vertical repositories Horizontal marketplaces achieve economic viability and substantial market penetration 2 0 0 2 – 2 0 0 4 2 0 0 2 2 0 0 2 2 0 0 3 – 2 0 0 4 2 0 0 3 – 2 0 0 4 1 9 9 7 – 2 0 0 7 2 0 0 2 – 2 0 0 5 2 0 0 5 – 2 0 0 9 Tr a n s f o r ming e-Knowledge 1 2 6 Digitizing of Current Knowledge in Ve rt i - cal Channels. Since the late 1990s, text- book and trade book publishers, unive r s i t y p r esses, association presses, and other enterprises have been digitizing their exist- ing knowledge re s o u rces. They have used these digital assets to extend and comple- ment their print offerings and to anticipate fully virtual products. The repurposing of existing content in e-learning formats has been given a major stimulus by new defense contracts through the U.S. Defense De p a rt m e n t’s ADL initiative. T h e s i z e of this opportunity is US $48 million today and is expected to grow to ove r $300 million by 2003. The Association of American Publishers has sponsored a w o rkshop in conjunction with the Learn- ing Objects Ne t w o r k (LON) to explore h ow to leverage these opportunities. Ove r the next decade, repurposing content for e- learning thro u g h ve rtical publisher chan- nels will be a major m a rket opport u n i t y. Someday, objects will have wide- ranging and deep conversations with other objects, and their silent form of commerce will be the rule. Glover T. Ferguson E m e r gence of Horizontal Marketplaces. The multi-enterprise re p o s i t o r i e s described in Chapter 4—ARL’s Scholar’s Po r tal, MERLOT, RDN, SMETE, SMC, and commercial entities like Learning Content eXchange, XanEd u , and LO N — a re harbingers of non-pro f i t and for-profit marketplaces that will emerge to slice across current ve rt i c a l channels. Be t ween 2002 and 2005, we expect a number of these marketplaces to e vo l v e from existing ve n t u res or enter the marketplace afresh. If properly con- stituted and funded, these mark e t p l a c e s could achieve economic viability by 2005–2006 (also with the right business model). They could achieve widespre a d m a r ket penetration by 2008–2009. I n f r a s t ru c t u res, Pro c e s s e s , Capabilities and Culture s Most of the technologies n e c e s s a ry to s u p p o rt enterprise application infrastru c - t u res and solutions, and e-knowledge ecolo- gies are available in current or emerging generations of products, services, and solu- tions. What remains to happen is wide- s p r ead deployment and enterprise adaptation. The table on the following page s u m m a r i zes the timeframes for deve l o p i n g enterprise infrastru c t u res and know l e d g e ecologies necessary to support e-know l e d g e . P o r talized Experience Layer Develops. Most enterprises have deployed portal and intranet capabilities and are refining them as platforms for interacting with their stakeholders. Early, pro p r i e t a r y port a l p roducts will have been replaced by inter- operable, low-cost portal solutions by 2003–2004. This expeditionary pro c e s s will then continue. By 2004–2005, the e v olution of portals should have pro- ceeded to the point where pro o f - o f - concept is achieved of the “killer app:” the experience gateway through which stake- holders will experience the products, serv i c e s , and knowledge the enterprise has to offer. Fusion of Mission Critical Applications. Most industries have demonstrated the “f u s i o n” of mission critical applications though the enterprise portal/intranet. Fo r example, in higher education, the full inte- gration of learning management, content management, and ERP, through the enter- prise portal, has been achieved thro u g h S C T’s Banner product in conjunction with WebCT and CampusPipeline. In the asso- ciation industry, associations such as the American Health Information Ma n a g e - ment Association (AHIMA) have fused their “body of knowledge,” e-learning, and communities of practice into a singular experience available to members and other stakeholders through the enterprise port a l . Government and corporate demonstra- tions of this proof-of-concept are too n u m e rous to re c o u n t . Best Practices, Business Models, and Strategies In all affairs, love, religion, politics or business, it’s a healthy idea, now and then to hang a question mark on things you have long taken for granted. Bertrand Russell [...]... sharing 2003–20 08 Mobile work and learning pilots Many enterprises have launched mobile pilots Over the next two years, leading enterprises will develop work and l e a rning pilots to explore the impact of wire l e s s technology 2003–2004 Enterprise-based development of p e rvasive technology, ambient intelligence Pilots will lead to more ambitious ambient intelligence applications 2004–20 08 Full ambient... totally new human environment Marshall McLuhan, 1967 Best Practices, Business Models, and Strategies e-Knowledge repositories, marketplaces, and exchanges become the foundation for eknowledge The sharing and exchange of eknowledge becomes an essential element of the e-Knowledge Industry Horizontal marketplaces change the dynamics of publishing and learning support, increasing customer satisfaction... driven by the emergence of new best practices, probably after 2002–2007 Finally, enterprise strategies for knowledge are beginning to be reinvented now and will have substantially developed by 2007– 20 08 These processes of reinvention will be continuous and ongoing Put simply, the prevailing judgment of practitioners and technologists is that by 2010, it is feasible that all of the pieces will be in... opportunities? Enterprise-based Development of Ambient Intelligence Enviro n m e n t s The mobile work and learning pilots will lead to more ambitious infrastructure and application development in 2004–20 08 Full Ambient Intelligence Enviro n m e n t s By 2009– 2010, the fully functional ambient environment could be put in place, as described by the European IST Advisory Group in its scenario report (supported... mobile/fixed Webbased communications infrastructure, 3) dynamic and massively distributed device networks, 4) natural feeling human interfaces, and 5) dependability and security as Described in ISTAG Report 1 28 Tr a n s f o rm ing e-Kn owled ge R e s o u rces on Ti m e f r a m e s for Reinvention K Ducatel, M Bogdanowicz, F Scapolo, J.Leijten, and J-C Burgelman 2001 Scenarios for Ambient Intelligence in 2010... Glaser, July 2002 Such tools will need to be embedded into p e o p l e’s knowledge space in a highly amenable manner Two benchmarks guide our vision of emerging best practices for e-knowledge: 1) current eknowledge practices that are gestating in different settings across the globe, and 2) the impact of impending changes in standards, technologies, marketplaces, infrastructures, and knowledge ecologies... Communities of practice are the dominant organizational models for knowledge creation and sharing The level of awareness of community of practice principles varies from industry to industry, but between 2003–20 08, this concept will prosper in all settings Mobile Work and Learning Pilots Today, leading-edge enterprises are developing wireless environments and launching pilot programs to facilitate mobile work . portfolio of initiatives, with various levels of risk and transformation potential ranging from improvement to incremental reinvention to radical transformation. Enterprise Plans and Initiatives: The. s 2 0 0 4 – 2 0 0 5 2 0 0 2 2 0 0 3 – 2 0 0 7 2 0 0 3 – 2 0 0 7 2 0 0 3 – 2 0 0 8 2 0 0 3 – 2 0 0 4 2 0 0 4 – 2 0 0 8 2 0 0 9 – 2 0 1 0 Web Services Development. O ver the next three to five years,. o r ming e-Knowledge 1 2 4 Predicting the future is uncertain. Pre d i c t- ing a calendar for transformation is uncer- tainty squared. Tra n s f o rming e-Know l e d g e aims to mobilize the