A revolution in the sharing of knowledge…

Transforming e-Knowledge
TABLE OF CONTENTS     Infrastructures, Processes, Capabilities, and Cultures   © SCUP 2003
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Value on Investment (VOI) — A New Benchmark (continued)

 

 


Chapter 5

Infrastructures, Processes, Capabilities, and Cultures

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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 enterprise’s 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 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 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 tomorrow’s knowledge resource utilities and how 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-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 today’s generation of course/learning management systems. Knowledge and content management tools will be accessible through the enterprise’s Web site, portals and within content management applications.

     
     

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  Example is not the main thing influencing others. It is the only thing.
Albert Schweitzer