Develop a Strategic Portfolio of e-Knowledge
Initiatives. At any point in time, an enterprise will need
to manage a portfolio of initiatives having varying objectives,
ranging from improvement to incremental innovation to radical innovation.
This will enable your enterprise to deal with the dialectic of enterprise
initiatives, maintaining a balance between stability and dynamism,
between operating in todays environment and making a jump
shift in vision to the e-knowledge future.
Leverage Relationships to Create New Products,
Services, Knowledge Resources and Experiences. Like best
practices and business models, enterprise strategies should begin
and end with relationships. Mobile, networked e-knowledge provides
a powerful instrument for establishing indispensable relationships
with members, customers, learners, staff, suppliers, and other stakeholders
who not only want it, they want to participate in its creation.
So what is it about the relationship and the associated experiences
that can be both indispensable and differentiating?
Relationship is the only thing strong
enough to resist the siren call of ten million other sites that
are just a click away . . . In the digital world, the one with the
best conversation usually wins. And I assure you that there are
many dialogues out there still in search of a village square.
Mikela Tarlow, 2002
There are as many answers to this question as there are individuals
seeking knowledge or engaging in learning. It seems clear, however,
that in the information surfeit of the attention economy, most individuals
will forge indispensable relationships with a relatively small number
of trusted organizations, associations, institutions, and enterprises
whose brand has been affirmed as meaning giving me the knowledge
I want, when I need it, efficiently, and as part of an engaging
experience. Sounds like a strategy for success.
In Chapter 4, we introduced a quote by H.G. Wells
expressing the potential for marshalling the fragmented knowledge
resources around the world to address the difficulties of the age.
This grand idea could not be implemented 60 years ago because we
lacked the technology and the capacity, let alone the will. In the
near future, we shall possess the technologies and tradecraft to
attempt Wells vision. We have come to comprehend the complexity
of knowledge and the importance of culture and knowledge ecology
in establishing meaning. What will the future of e-knowledge hold
for the receiving, sorting, summarizing, digesting, clarifying,
and comparing of the knowledge and ideas of our time? We shall all
participate in crafting the answer.
An immense and ever-increasing wealth
of knowledge is scattered about the world today; knowledge that
would probably suffice to solve all the mighty difficulties of our
age, but it is dispersed and unorganized. We need a sort of mental
clearing house: a depot where knowledge and ideas are received,
sorted, summarized, digested, clarified, and compared.
H.G. Wells, 1940