e-Business is first and foremost about
improving service to create enduring relationships with clients.
Robert Kvavik, 2001
Through this process, Minnesota also concluded that
it could become its students Internet Service provider (ISP)
after graduation, extending the use of the experience 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
University, have articulated their aspirations to use portalized
experiences to transform their lifelong relationships with alumni
and their ongoing relationships with students, faculty, staff, donors,
and other key stakeholders.
Progressing From Incremental to Transformative
Process Reinvention. In the future, the enterprises
stakeholders will expect to experience a level of personalized convenience
that Carl Berger of the University of Michigan calls WINWINI (What
I Need, When I Need It). This is the next killer app
in higher learning and is being evolved today through the experience
gateway provided by the enterprise portal, shared tools, integrated
applications, and process reinventions in learning enterprises across
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 development of these enterprise
experience gateways will become truly transformative only when we
change our perspectives on how stakeholders must access, assimilate,
and share knowledge.
Leaders at all enterprise levels, from CEO to grassroots,
are beginning to articulate new visions of tomorrows knowledge
resource utilities and how they will be experienced by users of
Over the next five years, enterprises will
experience cascading cycles of reinvention in their best practices,
business models, and strategies for e-learning and knowledge management.
Formalize the Management of
Knowledge and Intellectual Assets
Of all the processes requiring reinvention, knowledge
management may hold the greatest promise. For example, while colleges,
universities, and training organizations are learning enterprises,
they do not truly manage the knowledge and intellectual assets resident
in individual faculty and researchers. Just like most courses or
classes have been cottage industries, created in the
image of their faculty creator, knowledge resources have been treated
like cottage industries as well. Publishers have organized and managed
these resources, but not colleges and universities, acting on behalf
of themselves, their faculty, and researchers. At least for now.
Knowledge asset management
will be a central element of content and knowledge management systems,
which will supersede todays generation of course/learning
management systems. Knowledge and content management tools will
be accessible through the enterprises Web site, portals and within
content management applications.