Developing enterprise and individual
capabilities are different issues. They have different orientations
The dramatic enhancement of individual
and organizational capabilities to acquire and share knowledge is
the major human resources challenge and opportunity
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 knowledge is the present requirement that someone
should add metadata to each knowledge object before
it is placed in a database. This is rightly perceived as a chore,
yet much of the effort is unnecessary.
Simple solutions abound. As an illustration,
we know of one computer network administrator who added some software
to the print server that handled all requests 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, therefore it did not need to be re-keyed (enter data only
once, then re-use it). If the document was not on the list of previously
printed documents, the software automatically created metadata for
the document, by analyzing its content for key words and phrases.
The originator of the print request received 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 provided 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 knowledge base, comprising
documents explicitly made available for sharing.
Cascading cycles of development of such
practices, along with powerful content recognition and patterning
software to support them, will soon facilitate e-knowledge processes.
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
are more important than ever before
those countries, sectors,
and organizations that can adapt will be the winners of the 21st
Steve Denning, Michel Pommer,
Lesley Schneier, 2002
In conclusion, enterprises of all kinds must change
their knowledge ecologies if e-knowledge is to be transformed. Enterprise
strategies should include a knowledge strategy that identifies the
salience of e-knowledge to strategic relationships and how the enterprise
plans to use e-knowledge to establish competitive advantage. Enterprise
initiatives dealing with every aspect of knowledge ecology
infrastructures, processes, capabilities, and culture must
be shaped in the image of the enterprises knowledge strategy.
All enterprises are affected corporations, colleges and universities,
trade associations and professional societies, government agencies,
and other non-profits.