A revolution in the sharing of knowledge…

Transforming e-Knowledge
TABLE OF CONTENTS     Infrastructures, Processes, Capabilities, and Cultures   © SCUP 2003
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Building Individual and Organizational Capabilities



Chapter 5

Infrastructures, Processes, Capabilities, and Cultures

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Becoming successful Knowledge Age enterprises is a substantial developmental challenge. It will require a commitment to individual and organizational learning far beyond today’s norms. And it will require a commitment to understanding, building, and measuring new capabilities — the capacity of individuals and organizations to develop, acquire, share, and deploy just-in-time knowledge to drive decision making, strategy setting, product and service development and enhancement, 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 approach to the development of personal and organizational competencies. The systems, processes and procedures necessary to support competency development are 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

Balancing Organizational & Individual Perspectives on Knowledge

The Cathedral

The Café

Flexible delivery


Flexible access

Brand X-Portal



Corporate/enterprise knowledge


Individual learning and expertise

Defined palette of offerings


Open palette of choice

Data-centric service models
Knowledge management: streamlining workflow and management of knowledge capital


Needs-based service models
Learning management: easy integration of disparate information and communications sources/services


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  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