eknowledge transformation phần 10 pptx

S t a n d a rds, Processes and Marketplaces for e-Knowledge Eve ry organization needs to pre p a re for the implications of advances in In t e r n e t technologies and standards, and the extended sharing of e-knowledge thro u g h p a rtnerships and marketplaces. The fol- l owing two actions will pre p a re organiza- tions for the seamless internal and external sharing of know l e d g e . Monitor the latest developments in standards and processes for information sharing. Translate into clear explanations of the implications of e-knowledge standards for your enterprise. Develop organizational stories of e-knowledge transformation. Your organization should be aware of technology and standards deve l o p m e n t s and their implications relating to the fol- l owing key are a s : • e-learning and e-know l e d g e • In t e r n e t / Semantic We b / Gr i d • Web services (XML, SOA P, UDDI, W S D L ) • “ Di s ru p t i ve” technologies as they e m e r g e Translate these new and pro s p e c t i ve deve l- opments into succinct and believa b l e descriptions of organizational transforma- t i o n . a. Cross-functional Wo rking Teams and Web Sites for Pooling In s i g h t s . This is an i m p o rtant role for a small working team in your organization, with membership drawn f r om across the enterprise. In a unive r s i t y, this would invo l v e participants from the CFO, library, IT Division, and academic affairs areas. In a trade association, tech- n o l o g y, marketing, membership, pro d u c t d e v elopment, and publications would need to engage. Corporate working gro u p s would need to reflect the full spectrum of p l a yers. The arcane details of standard s d e velopment are well beyond the intere s t of all but a few, but the implications touch e ve ry part of the organization. b. Engage Broad Cro s s - S ections of the Enterprise in St o rytelling about e-Kn ow l - edge. Do n’t just share stories (of successes and failures); get people to tell t h e i r stories. Get them to talk about the use of e - k n o wledge in their words as a way to d i s c over the importance of standards. Us e the enterprise portal/intranet to share stories, ideas, and perspectives, and to stimulate dialogue with broad cross sec- tions of the organization. The consensus- building phase of standards deve l o p m e n t and understanding e-knowledge is all about developing common understanding based on industry re q u i rements and input. c. Pa rticipate in Ex t e rnal Wo rking Gro u p s . If your organization has a stake in the out- comes of standards development then it needs to discern a point of engagement in the process. Possible choices include IMS, W3C, IEEE LTSC, GKEC, PRO M E - TEUS, or national standards bodies. E x e m p l a r y Resourc e s : A r ticulating the Importance of e-Knowledge for an Enterprise Many organizations have touted the i m p o r tance of these developments for their stakeholders. Check out the follow- ing examples of organizational documents: • e-Learning Technical St a n d a rd s . NHSU Project Management Gro u p. w w w. d o h . g ov. u k / n h s u n i ve r s i t y / • St a n d a rds Australia Knowledge Po rt a l . k n ow l e d g e . s t a n d a rd s . c o m . a u • World Bank Web site for insights on s t o r ytelling in knowledge management. w w w. w o r l d b a n k . o r g Tr a n s f o r ming e-Knowledge 1 4 8 Achieving Success in the Emerging e-Knowledge Industry The micro-modular-based model is a revolution coming in the world of content that promises to be as radical and as profound as any that have preceded, including the printed word, the Gutenberg press, and HTML on the Web. Wayne Hodgins 9 . S t a n d a rd s Tr a n s f o r ming e-Knowledge 1 4 9 Develop policies, protocols, and i n f r a s t ru c t u r es for knowledge asset management (KAM) and extern a l knowledge sharing. Participate in i n t e r nal and external e-knowledge sharing to acquire experience and to develop and hone these capabilities. Identify the elements needed for your orga- nization to re c o g n i ze, digitize, and manage its knowledge assets and make better use of internal and external knowledge re s o u rc e s . De velop processes that enable you to m o n i t o r, meter, and exchange learning objects and other digitized content inter- nally and with external parties and mark e t- places. Key considerations include: • Legal issues, digital rights management (DRM) policies and pro c e s s e s ; • Relationships with publishers, re p o s i t o- ries, and marketplaces, and other digital rights management part n e r s ; • Technical infrastru c t u res and pro c e s s e s ; • Best practice business models fro m learning object trading exc h a n g e s ; • KAM and DRM specification pro g re s s f r om appropriate standards bodies; and • Cost accounting capabilities to measure the cost of e-knowledge and drive pro- g re s s i ve reduction in these costs. To develop perspective on these issues, check what leading organizations or con- s o rtia are doing—IMS, MERLOT, OKI, ADL co-labs, COLIS, and national learn- ing object exchanges, such as the Au s- tralian Learning Federation. Knowledge asset management must also include knowledge embedded in communities of practice and accessible thro u g h interaction with them. Plan for and develop the infrastru c t u re s , policies, and pro c e d u res that will enable your organization to participate in e- k n o wledge marketplaces. Wo rk to find ways to leverage your organization’s exist- ing disparate collections of digital know l- edge (in learning management systems, CRM systems, and the many databases it depends upon, as well as within commu- nities of practice) to develop capabilities in managing e-know l e d g e . a. Early Adopters Ha ve De veloped Po l i c i e s and Pro c e d u re s . Few organizations have adequately developed the policies, pro c e- d u res, and infrastru c t u res necessary to par- ticipate in e-knowledge mark e t p l a c e s . These need to deal with the elements of authentication, authorization, access, rights management, and financial transac- tion. Over time, standard policies, con- tracts, and terms will emerge. Digital rights management will be an increasingly impor- tant function for learning organizations of all kinds. Once again, a small work i n g g r oup can be utilized to assess the enter- p r i s e’s current state of development, future needs, and means of closing the gap. b. Pa r ticipate in the De velopment of Repositories and Ma rketplaces. Or g a n i z a- tions should develop the necessary capaci- ties and relationships to make their e - k n owledge available to repositories, mar- ketplaces, and other digital rights manage- ment partners. This will enable organizations to develop competencies in e f f e c t i ve digital rights management. It will also expose them to emerging best prac- tices. Mo re ove r, it will hone their skills in digitizing content, context, pedagogical notes, insights, managing metadata, and all of the components of effective learning e x p e r i e n c e s . E x e m p l a r y Resourc e s : Enterprise Policies, Pro c e d u re s and Infrastru c t u re s See re s o u r ces re f e renced in Chapter 5. Achieving Success in the Emerging e-Knowledge Industry Inevitably, across society, large- scale shifts to electronic formats will occur. In the publishing world, the big questions centers on whether these shifts will be driven by publishers acting alone, or will the shift to digital publishing result from collaboration with other institutions, companies, and cultural entities yet to be developed. Gordon Freedman 10 . Knowledge Sharing Tr a n s f o r ming e-Knowledge 1 5 0 Achieving Success in the Emerging e-Knowledge Industry 1 . Engage the enterprise on the subject of e-knowledge. Use storytelling to explore how individuals alre a d y experience knowledge. Mobilize energies fro m g r a s s roots to CEO and Board . 2 . Develop a knowledge strategy for the enterprise that brings into alignment: 1) management of the e n t e r p r i s e ’s knowledge assets, and 2) the enterprise’s business plans to achieve mission and goals. 3 . S u p p o rt a wide variety of knowledge management and community of practice pilots throughout the enterprise. Enable diff e rent expeditions and multiple trajectories, operating in parallel. 4 . Scan the environment for examples of changing best practices, business models, and strategies; collect competitive intelligence on market leaders and innovators both from inside and outside the industry. E n e rgetically benchmark e-knowledge practices. 5 . Establish reducing the cost of knowledge sharing as an i m p o r tant enterprise goal. Begin to put in place the i n f r a s t ru c t u res, policies, processes, and mechanisms place to achieve that goal 6 . Take a “Value on Investment” (VOI) perspective to planning for your org a n i z a t i o n ’s ICT infrastru c t u re and knowledge ecology. Develop visions, plans, and strategies for your Enterprise Applications Infrastru c - t u re and Solutions (EAIS), shaped by VOI and guided by perspectives on potential e-knowledge jump shifts. 7 . Focus on key elements of Enterprise Applications I n f r a s t ru c t u re and Solutions” (EAIS): a) Web site and p o rtal capabilities to create the “experience gateway, ” enabling pro g ressive discovery of WINWINI; b) fusion of mission-central applications; c) pro g re s s i v e implementation of Web services; and d) wire l e s s initiatives and mobile work/learning pilots. 8 . Initiate change in the enterprise knowledge ecology: a) p r ocess reinvention and innovation; b) change the knowledge culture; c) elevate the understanding of knowledge flows, communities of practice, and knowledge as social interactions; d) make the enhancement of individual and enterprise e-knowledge capabilities an organizational priority for human re s o u r ces development. 9 . Monitor the latest developments in standards and p rocesses for knowledge sharing. Translate into clear explanations and stories about the implications of e- knowledge standards for the enterprise. 1 0 . Develop policies, protocols, and infrastru c t u res for knowledge asset management and external knowledge sharing. Participate in internal and external e-knowledge sharing to acquire experience and develop and hone these capabilities. O rganizational storytelling about experiencing e-knowledge is the way to engage your enterprise in understanding the changes and challenges of the next decade, Conversation is the coin of the realm of the Internet culture , But it’s not just about talk. You must also “walk the talk” by deploying technology tools that change the manner in which you use knowledge in decision making and in your core enterprise pro c e s s e s . A concise, cogent strategy sets the stage for more effective knowledge management and for initiatives that establish competitive advantage. Knowledge strategy must be explicitly stated in business plans. While the organization needs an integrated enterprise applications i n f r a s t ru c t u r e for knowledge sharing, the practice of knowledge management may vary among diff e rent process teams and communities of practice. Your enterprise should encourage expeditionary experimentation and sharing of success stories among diff e rent communities of practice. Enterprises cannot aff o rd to leave knowledge strategy and e-knowledge best practices to chance. Since most paradigm-busting innovations come fro m outside the circle of market leaders, enterprises must scan the e- knowledge horizon broadly for emerging concepts, innovations, best practices, business models, and strategies. Reducing the cost of knowledge and enhancing knowledge sharing experiences are long-term goals but enterprises must begin to develop cost accounting capabilities immediately. VOI is a facile instrument for focusing your enterprise on the innovative and t r a n s f o rmative uses of ICT. It attracts attention to infrastru c t u re , applications, and solutions development as an essential strategic issue. See Chapter 5 for details. These elements of EAIS are high priority and must engage a broad cro s s - section of the enterprise community; it’s too important to be left to technologists, alone. See Chapter 5 for details. Enterprise knowledge ecology will be one of the most important topics of the next decade. Changing the culture re q u i r es identifying specific, concre t e ways of using e-knowledge to build competitive advantage, then using examples to engage people and change how they feel about their behavior. Knowledge ecology is best changed through specific initiatives that impro v e an important process rather than broad enterprise-wide attempts at cultural change. See Chapter 5 for details. Developments in standards, technologies, and marketplaces provide a small working group with a sterling opportunity for storytelling. See Chapter 4 for details. Enterprises need to roll up their sleeves and dig into the nuts and bolts of e-knowledge repositories and external knowledge sharing. See Chapter 4 for details. S u m m a ry: Ten Ways to Accelerate Your Org a n i z a t i o n ’s Readiness for e-Knowledge Best Practice, Business Models, and Strategies O r ganizational Infrastru c t u res, Processes, Competencies, and Culture s S t a n d a rds, Processes, and Marketplaces Tr a n s f o r ming e-Knowledge 1 5 1 Mobilizing the enterprise community on the subject of e-knowledge is the most i m p o r tant of the ten immediate actions. Be f o re this can occur successfully, we must understand the art of communication and change in the Internet culture. It’s not about pushing a powe rful message and s t r a t e g y, fully formulated and ready for action. It’s about storytelling, adding value, and changing how people f e e l a b o u t change and the future . The reason so many change initiatives fail is that they rely too much on data gathering, analysis, report writing, and presentations instead of a more creative approach aimed at grabbing the feelings that motivate useful action. John Kotter, 2002 L e a r ning fro m The Cluetrain Manifesto This book with the peculiar name was written by four practitioners specializing in new media and communicating via the Internet. It started out as a Web site, attracting interested participants who o f f e red their perspectives on how the Internet was changing the rules and ro u- tines of business communication. Eve n t u- a l l y, the C l u e t rain Ma n i f e s t o Web site grew to contain 95 theses about communica- tion and commerce in the Internet world and a wealth of insight about how prac- tices are changing. The book was mere l y a printed version of the nuggets that we re found in the stream of conversation that ran through the Web site. The Cluetrain Manifesto offers a simple thesis: The Internet is a throwback to the days when commerce was conducted in the b a z a a r. Commerce was about the conve r s a- tions through which eve rything was dis- cussed and negotiated: the nature of the p roduct, its value, its price, and its terms of e xchange. Over the course of time, the con- versations shaped and personalized pro d u c t offerings and what individuals thought of the products and those whose mark was upon them. Voice—the authentic expre s- sion of the individual that is present in the w o r k of our hands and our minds—is as p resent in the Internet as it was in the com- m e rce of the bazaar. The work of the In t e r- net is carried on through conve r s a t i o n — Web pages, e-mail, discussion gro u p s , blogs, klogs, product offerings, and com- munities of practice—that give new forms of expression to the human voice in our organizations, be they colleges and unive r- sities, corporations, trade associations, gov- ernment agencies, or philanthro p i e s . We don’t know what the Web is for but we’ve adopted it faster than any technology since fire. David Weinberger To be effective, communication in the Internet Age must engage people in authentic conversations through which they discover meaning, especially for new ideas and concepts. These concepts can be put to work in our enterprises, to understand the potentials of e-know l- edge. The liberating impact of In t e r n e t c u l t u re is not limited to people’s interac- tions via the Internet; it influences other interactions as we l l . Achieving Success in the Emerging e-Knowledge Industry Successful change leaders identify a problem in one part of the change process, or a solution to a problem. Then they show this to people on ways that are as concrete as possible . . . But whatever the method, they supply valid ideas that go deeper than the conscious and analytical parts of our brains— ideas with emotional impact. John P. Kotter and Dan S. Cohen Mobilizing Leaders, Policy Makers, and Practitioners Tr a n s f o r ming e-Knowledge 1 5 2 Achieving Success in the Emerging e-Knowledge Industry If your objective is: 1 To communicate a complex idea and spark action You need a story that: - is tru e - has single pro t a g o - nist who is pro t o - typical of your a u d i e n c e Your story will need to: - focus on the positive o u t c o m e - be told in a minimalist f a s h i o n You will also need to take these actions: - frame the story so that the audience is l i s t e n i n g - p rovide “guide-rails” that help direct the listener towards the hoped-for insight Your story will use or inspire these p h r a s e s : “Just think . . . ” ”Just imagine . . . ” “What if . . . ” your audience will “get” the idea and be stimulated to launch into action 7 To lead people into the future - is about the future - c a p t u res the basic idea of where you are h e a d i n g - focuses on a positive o u t c o m e - be told with as little detail as needed to understand the idea - be evocative - resonate with the l i s t e n e r s - p rovide context fro m past and pre s e n t - make sure that people a re ready to follow (if not, use type #1 s t o ry, i.e. a story to spark action) “When do we start ? ” “ L e t ’s do it!” your audience will understand where they are heading for 6 To transmit values - exemplifies your values in action - is relevant to the “ h e re and now” - is moving - is believed - p rovide context - be consistent with the actions of the l e a d e r s h i p - make sure your actions are consistent with your story - make sure the context of your story fits the l i s t e n e r s “ T h a t ’s so right!” “ We should really do that all the time!” your audience will understand how things are done a round here 5 To communicate who you are - reveals some stre n g t h or vulnerability in your p a s t - is tru e - is moving - be told with context - make sure the audience has the time and the interest to hear your story “I didn’t know that about you!” “How intere s t i n g ? ” your audience will have a better understanding of who you are as a person 4 To tame the grapevine and neutralize negative g o s s i p - reveals humor or i n c o n g ruity either in the bad news, or in the author of the bad news, or in the s t o ry t e l l e r - is tru e - be amusing or s a t i r i c a l - be a blend of tru t h and caring for the object of the humor - make sure that the bad news is indeed u n t ru e - commit yourself to telling the tru t h , however diff i c u l t “ You got to be kidding!” “ T h a t ’s funny!” “I’d never thought about it like that before ! ” your audience will realize that the gossip or the bad news is either untru e or unre a s o n a b l e 3 To share inform a t i o n and knowledge - includes a pro b l e m , the setting, the solution, and the explanation - c a p t u res the granularity of the relevant area of k n o w l e d g e - reflect multiple p e r s p e c t i v e s - be focused on the d i fficulties and how they were dealt with - verify that the story is in fact tru e - c ross-check with other experiences ” We’d better watch that in future ! ” your audience will understand how to do something and why 2 To get people working together in a g roup or community - is moving - is interesting to the l i s t e n e r s - is a story about a subject that the listeners also have s t o r i e s - be told with the c o n t e x t - establish an open a g e n d a - engender a process of s t o ry swapping - have an action plan re a d y “That reminds me . . . ” your audience will be ready to be working together more c o l l a b o r a t i v e l y When successful, your story will have the following i m p a c t : THE SEVEN HIGHEST VALUE FORMS OF ORGANIZATIONAL STORY T E L L I N G * E xcerpt from a forthcoming book by Stephen Denning, entitled The Squirrel: The Se ven Highest Value Fo r ms of Organizational St o ry t e l l i n g , of which advance chapters are available at www. s t e ve d e n n i n g . c o m / s q u i r re l . h t m . Tr a n s f o r ming e-Knowledge 1 5 3 Achieving Success in the Emerging e-Knowledge Industry Engaging Conversations, Revealing Stories, Expeditions of Discovery The scene has been repeated in enter- prises of all kinds, from Sydney to Sa n Francisco to South Hampton. In d i v i d u - als, teams, and communities of practice c o n f ront the future through conve r s a t i o n and a spirit of expeditionary discove ry. Communities at the World Bank share stories to re veal old insights in order to understand fresh challenges. Cro s s - campus teams at Eastern Michigan Un i- versity answer the question, “How will the university portal enable me to expe- rience the Un i v ersity if I am a student, a faculty, an employee, a parent, an alumni, or legislator?” Member leaders and staff at the American Association of Pharmaceutical Scientists tell stories about the ecology of interactivity at their annual meeting in order to understand h o w to extend and enhance the meeting t h rough e-know l e d g e . The first challenge for enterprise leader- ship is not for the management team to make the right decisions about e-know l - edge. Rather the challenge is how to engage the enterprise community in re vealing conversations and story t e l l i n g , focused on real issues, challenges, and o p p o rtunities, so that the right decisions can be illuminated and emerge. En g a g i n g the enterprise on the subject of e-know l- edge, through storytelling and conve r s a- tion is an indispensable strategy. In his forthcoming book, The Squirrel: T h e Se ven Highest Value Fo r ms of Or g a n i z a - tional St o ry t e l l i n g , Stephen De n n i n g describes the range of uses to which story- telling can be put in the course of organi- zational change. De n n i n g’s perspective s can be deployed in any setting to prov i d e the experiential, emotional, and factual foundations needed for people to engage and discover the future. The tension between innovation and stability means the application’s portfolio of a company’s information infrastructure is constantly churning. C.K. Prahalad and M.S. Krishnam Tr a n s f o r ming e-Knowledge 1 5 4 Achieving Success in the Emerging e-Knowledge Industry One of the ten immediate actions i n vo l ved is developing a knowledge strat- e g y. En t e rprises should develop an explicit k n owledge strategy in order to focus atten- tion on the e-knowledge imperative. T h i s strategy cannot be voluminous if it is to succeed in capturing attention and e voking the imagination of the enterprise’s stakeholders. Indeed, some of the best examples of knowledge strategies are concise statements that may not even be labeled by such a grand term as “know l- edge strategy. ” Knowledge Strategies in D i ff e r ent Settings Many of the enterprises already cited are guided by knowledge strategies or some e q u i v alent, explicit statement. Consider the following examples from corporate, education, association, and gove r n m e n t a l e n v i ro n m e n t s . • Boeing Corporation’s use of wire l e s s technology to bring design and assem- bly knowledge to the manufacturing floor has created an “augmented re a l i t y” e n v i r onment for its assembly work e r s that will only increase with the intro- duction of ambient technology. Mo re- ove r, the use of “s m a rt manufacturing” has transformed many aspects of the assembly of large aircraft parts from a “cut and fit art” to a technology-drive n science. Boeing and other firms in this i n d u s t ry know that knowledge drive s e ve r y aspect of the design and manufac- turing of their products and is funda- mental to competitive adva n t a g e . • The Un i versity of Southern Qu e e n s l a n d has clear strategies for using know l e d g e as a differentiator in its learning experi- ences. These understandings are sup- p o rted by Professor Ta y l o r’s seminal a r ticle, “Fifth Generation Di s t a n c e Learning,” which cogently art i c u l a t e s the centrality of e-knowledge in the new “killer apps” for fifth generation dis- tance education. • The American Association of Ph a r m a- ceutical Scientists develops its pro d - ucts, services, and experiences aro u n d the strategic insight that personalize d , satisfying access to current, continu- ously evolving knowledge is an indis- pensable re s o u rce for pharmaceutical scientists and those who want to asso- ciate with them. • The Knowledge Ne t w o rk launched by the UK government has been guided by the simple understanding that many g overnment services re q u i re cro s s - d e p a r tmental conversation and rational- ization, based on the sharing of k n o wledge and insight during policy and service deve l o p m e n t . A cogent, explicit knowledge strategy shapes business plans and initiatives, as in the following example. The American Health Information Man - agement Association (AHIMA) A H I M A’s motto is “quality healthcare thro u g h quality information.” AHIMA re p re s e n t s 40,000 professionals serving the informa- tion needs of the U.S. healthcare system, as manifested by managing, analyzing, and utilizing the data used in a patient’s re c o rd. Clearly, this association must be a leader in information and knowledge if it is to meet its members’ needs, plus the needs of its members’ supervisors, clients, and patients—the true source of indis- pensability to its members First, identify business imperatives and the information contribution. Four critical imperatives are gaining agility, leveraging knowledge, enhancing quality, and reducing costs. Marianne Broadbent Developing a Knowledge Strategy that Drives Enterprise Initiatives AHIMA engaged in a strategic planning p rocess that set the goals of establishing indispensable relationships with members, customers, makers of health care policy, and other stakeholders. The planning p r ocess launched four expeditionary ini- t i a t i ves that would be used to position AHIMA for competitive advantage and d i s c over a new level of relationship with its members. Two of these expeditions explicitly dealt with creating and sharing k n ow l edge with members, non-member customers, and other stakeholders. • Defining, Mapping, and Providing the Body of Kn o wledge (BoK) for the Pro - fession. A H I M A’s CEO and Board re c - o g n i z ed that its stature as a re n ow n e d k n owledge provider was a benchmark of its value to members and its perc e i ve d standing in the health care field. So they made knowledge a strategic imperative. Fi r s t, they stated their strategic intent to define the “body of know l e d g e” for health information management and to access that BoK from the AHIMA We b site and portal, offering some elements for members only. In the process of defining the BoK and linking to its components, AHIMA affirmed its concern that it did not own an iconic text for Health Information Ma n a g e - ment (HIM). T h e re f o re, over the course of two years, AHIMA completed a com- p re h e n s i ve, contemporary text for two- year programs and commissioned a similar text for four-year pro g r a m s . Se c o n d , AHIMA made the provision of k n owledge and participation in co-cre- ation and learning a centerpiece of its p o r tal experience. Its value pro p o s i t i o n positions knowledge sharing at the heart of its aspiration to become indispensable to HIM pro f e s s i o n a l s . • Growing Communities of Pr a c t i c e. AHIMA explicitly decided to re d i re c t the energies of staff and members fro m its governance model to a community of practice model. Two forces motiva t e d the change: 1) the existing gove r n a n c e model was overly complex, draining the a s s o c i a t i o n’s energies, and 2) the associ- a t i o n’s opportunities we re found in mobilizing its members’ expertise in the emergent practice areas of the pro f e s- sion. To become indispensable to its members, AHIMA needed to become the place where the conversations of g r eatest meaning to practitioners we re c o n vened, with members and non- member customers being co-creators of value, not just consumers. AHIMA developed an enterprise p o r tal that transformed its Web site ( w w w.ahima.org) into the gateway for members, non-member customers, and other stakeholders. Se veral geographi- cal communities continued to exist, l e f t o ver from the geographical base of A H I M A’s governance model. But the n e w communities of practice that have e vo l v ed have been allowed to emerge b i o l o g i c a l l y, in response to the deve l- oping trends and interests in the field, not a predetermined arc h i t e c t u re , established by staff or member leaders. As a result, the new communities of practice reflect a combination of tradi- tional topics like Medical Re c o rd s Coding (6,812 participants), and emergent interests like Home Coding (800 members who work from home offices), JCAHO Ac c reditation St a n- d a r ds, APCS (2,501 participants), and Acute Care (1,673 part i c i p a n t s ) . A case study describing AHIMA’s know l - edge strategy, its expeditionary initiative s , and its prospects for the next several ye a r s may be found at w w w. t r a n s f o r m i n g e k n ow l e d g e . i n f o. In explicitly stating the centrality of k n owledge, AHIMA shaped all four of its expeditions, plus all of its tactical business plans for both ongoing operations and n e w initiative s . Tr a n s f o r ming e-Knowledge 1 5 5 Achieving Success in the Emerging e-Knowledge Industry Becoming a global company once meant penetrating markets around the world. But the demands of the Knowledge Economy are turning that strategy on its head. Today, the challenge is to innovate by learning from the world. Yves Doz, Jose Santos and Peter Williamson Tr a n s f o r ming e-Knowledge 1 5 6 Focusing on Sources of Competitive Advantage In The Discipline of Ma rket Leaders, Michael Treacy and Fred Wiersma (1999) describe how an assortment of iconic enterprises achieved long-term success. Tr a d i t i o n a l l y, market leaders assess and respond to the strategic opportunities in their marketplaces, selecting the one essential strategic element for their busi- ness. Then they focus their energies and special, pro p r i e t a r y tacit knowledge on that single element to achieve world-class p e rformance. For some enterprises, their key was operational excellence, re s u l t i n g to competitive advantage in cost and timeliness; others chose to create gre a t p r oducts, becoming re c o g n i zed as leaders in innovation and quality; still others focused on customer intimacy, deve l o p i n g intimate relationships with customers and other stakeholders. While the other two elements of performance are import a n t , intelligent enterprises found ways to d e l i ver world-class performance thro u g h o u t s o u r cing and strategic alliances with p a r tners who possessed special tacit k n owledge on how to excel along that p a rticular vector of perf o r m a n c e . Examples of Co m p e t i t i ve Ad va n t a g e. In developing a knowledge strategy, individuals should focus on each of these t h ree elements of performance to deter- mine how e-knowledge could delive r c o m p e t i t i v e advantage for your enter- prise, given its particular set of opport u- nities and challenges. What would such an analysis have yielded for some of our e x a m p l e s ? • B o e i n g’s products are world class, but in the hyperc o m p e t i t i ve aircraft industry, with a few massive competitors, intelli- gent manufacturing has come to be a p owe rful differe n t i a t o r, leading to re vo- lutions in cost control, timeliness, and Achieving Success in the Emerging e-Knowledge Industry Most strategic planning involves preparing dense documents filled with numbers and jargon. But building the process around a picture yields much better results. W. Chan Kim and Renee Mauborgne A company that builds a portfolio of initiatives in areas in which it enjoys advantages of familiarity can prosper even amid uncertainty. Lowell L. Bryan The Lenses of Competitive Advantage Tr a n s f o r ming e-Knowledge 1 5 7 customization of products. Howe ve r, other differentiations could emerge on the product side. For example applying intelligent manufacturing to the ergonomics of the cockpit could cre a t e a new standard for usability. • AHIMA and AAPS would most cer- tainly have found that their re l a t i o n s h i p with members and customers (customer intimacy) was their most strategic asset, but only if they could use that re l a t i o n- ship to engage the members and cus- tomers to be both consumers and c o - c reators of knowledge and insight in their fields. • The Un i versity of Southern Qu e e n s l a n d e n j oys several vectors of competitive a d vantage. First, its relationships and re p- utation with satisfied students, educators and guidance counselors, and civic leaders (distributed across Au s t r a l a s i a ) p rovide the basis for a pipeline of future learners. Second, the nature of USQ’s learning experience (either purely virt u a l or blended learning) provides a distinc- t i ve, engaging, convenient learning expe- rience that invo l v es learners as co-cre a t o r s and offers a highly competitive price. • The Knowledge Ne t w o rk in the UK t h r i ves based on developing a world- class product, public policy based on c ro s s - d e p a r tmental conversation and rationalization and the capacity to engage citizen feedback to tune and co- c reate effective policy and implementation. Changing Ma rket Leadership. Taken a step or two furt h e r, such an analysis sug- gests that e-knowledge is changing the dimensions of market leadership and competition advantage. First, e-knowledge is an import a n t i n s t r umental factor in the creation of p r oducts, services, experiences, and k n owledge. It can be leveraged to re d u c e costs, improve quality and timeliness, and personalize offerings. Second, as products and services become m o re and more defined by the experience in which they are embedded or thro u g h which they are engaged, e-knowledge and interactivity become even more essential c o m p e t i t i v e factors. T h i r d, many e-knowledge-rich pro d u c t s , s e rvices and experiences are pro d u c e d t h r ough co-creation with learners, cus- tomers, members, citizens, suppliers, alumni, and other kinds of stakeholders. C o - c r eation causes an irre vocable blur- ring of the boundaries between cus- tomer intimacy; products, services, and experiences; and operational exc e l l e n c e . New competitors can take advantage of the power of co-creation to unseat m a r ket leaders that do not provide the capacity to create indispensable re l a- tionships based on co-creation thro u g h communities of practice. Making e-Kn o wledge Pa r t of En t e r p r i s e Plans and In i t i a t i ves. The worse thing that can be done with e-knowledge is to c reate a set of stand-alone knowledge ini- t i a t i ves. Within many enterprises, that is what has happened to knowledge manage- ment and enterprise learning. They have become initiatives in themselves, not a strategic element of the enterprise’s work- f l ow and business plans. Experience dictates that e-knowledge must be part of a unified, varied toolkit that includes infrastru c t u re deve l o p m e n t , p r ocess re i n vention, knowledge manage- ment, enterprise learning, and fostering communities of practice. If effective l y m o b i l i zed, the concept of e-know l e d g e can muster strategic support and generate a knowledge strategy that drives identifi- able elements in the enterprise’s business plans and initiative s . Achieving Success in the Emerging e-Knowledge Industry C o - c reation Fuses the Lenses [...]... for Associations (2000 and 2001 editions) He consults on knowledge transformation strategies with a leading-edge set of educational institutions, technology-enabled solution providers, and professional societies and non-profit organizations He is a frequent speaker at educational and professional meetings on the subject of organizational transformation, expeditionary strategy, and the realignment of enterprises... Quality in the Information Age Harvard Business Review, September–October, 109 –118 Prahalad, C.K and Venkatram Ramasdwarmy 2002 The Co-Creation Connection Strategy & Business, Issue 27, 50–61 Por, George 2001 Management Education and Knowledge Ecology BizEd, November–December Port, Otis 2002 The Next Web Business Week, March 4, 96 102 Prensky, Mark 2001 Digital Natives, Digital Immigrants On the Horizon,... d g e A list of primary re f e re n c e s is included in Tr a n s f o rm i n g e - K n o w l e d g e In addition a Web site containing materials supporting this subject is available at www.transformingeknowledge.info The site includes a full b i b l i o g r a p h y, searchable glossary and who’s who in e-knowledge, case studies and vignettes, and other re s o u rce materials, including a full bibliography... business was to imagine worlds people might actually want to live in someday The Cluetrain Manifesto Proponents of e-knowledge need to be hard-nosed, focusing on solid VOI and ROI During economic downturns, eknowledge can provide efficiencies, cost containment, and operational excellence that are highly useful in a tactical way Moreover, truly strategic initiatives can result from understanding how e-knowledge... technology companies, universities, and other partners from across the World MOBIlearn is coordinated by GIUNTI Ricerca Knowledge Media, Inc www.knowledge-media.com Knowledge Media is a global leader in eknowledge infrastructure software for the extended knowledge enterprise An awardwinning leader in strategic e-knowledge management, e-learning and learning management, KMI's over 300 global clients have... following references are those that were quoted or cited They are only a small fraction of the resources used in the creation of this book You will find a complete set of resources at www.transformingeknowledge.info American Productivity and Quality Center www.apqc.org Arthur, Brian W 2002 Is the Information Revolution Dead? If History Is a Guide, It Is Not Business 2.0, March, 65–72 Australian Government/World... Scholarly Publishing & Academic Resources Coalition www.arl.org/sparc/IR/ir.html Davenport, Thomas H., and John Glaser 2002 Just-in-Time Delivery Comes to Knowledge Management Harvard Business Review July, 107 –111 Deloitte & Touche Consulting 2001 From e-Learning to Enterprise Learning New York, Deloitte Research, 112–115 Denning, Stephen, Michel Pommier, and Lesley Shneier 2002 Are There Laws of Knowledge... Change New York: Penguin Books ——— 1999 Managing in Turbulent Times New York: HarperCollins Ducatel, K., M Bogdanowicz, F Scapolo, J Leijten, and J-C Burgelman 2001 Scenarios for Ambient Intelligence in 2 010 February, IPTS-Seville, 7 Ferguson, Glover T 2002 Have Your Objects Call My Objects Harvard Business Review, June, 138–143 Foster, Ian 2002 The Grid: A New Infrastructure for 21st Century Science Physics... Management and Knowledge Management: Is the Holy Grail of Integration Close at Hand? www.brandon-hall.com Hagel, John, and John Seely Brown 2001 Your Next IT Strategy Harvard Business Review, October 105 –113 Hames, Richard 2002 Cathedrals and Cafes Unpublished PowerPoint presentation Hoffman, Jennifer 2002 Peer-to-Peer: The Next Hot Trend in e-Learning? Learning Circuits, February 16 Holtshouse, Dan,... can be used to position the enterprise to capture market share both during the downturn and when the economy improves Simultaneous Parallel Processes of Action and Reflection Achieving success in the eknowledge future requires an understanding of multifaceted change Think of parallel actions operating on a range of fronts driving cascading cycles of reinvention, measurement and reflection Crafting . implications of e-knowledge standards for your enterprise. Develop organizational stories of e-knowledge transformation. Your organization should be aware of technology and standards deve l o p m e n t. with other institutions, companies, and cultural entities yet to be developed. Gordon Freedman 10 . Knowledge Sharing Tr a n s f o r ming e-Knowledge 1 5 0 Achieving Success in the Emerging e-Knowledge. addition a Web site containing materials support i n g this subject is available at www.transformingeknowledge.info. The site includes a full b i b l i o g r a p h y, searchable glossary and who’s