There is no cookbook for preparing your organization
for e-knowledge transformation. No formulaic process or canned consulting
methodology will guarantee success. Building the perspectives, visions,
infrastructures, processes, and capabilities needed to transform
current practices to embrace e-knowledge is an expeditionary venture
requiring years to accomplish. And the jump shifts required may
necessitate discontinuities in current practice.
A number of actions at key pressure points can make
a dramatic difference, starting immediately. Some can enable your
enterprise to engage its leadership, staff, faculty, learners, members,
and other stakeholders in formative conversations that will elevate
their e-knowledge perspectives and build capabilities. Others will
develop plans, pilot projects, and new infrastructures and capabilities.
Some will collect and reflect on best practices and competitive
intelligence. The sum total of such actions can accelerate your
organizations readiness for e-knowledge. They can also stimulate
the expected cycles of reinvention in e-knowledge strategies, business
models and best practices.
These initiatives should not be treated as independent,
one-time, or even sequential activities. Rather, they should be
integrated into organizational processes for planning, development,
management, and operation. Moreover, they should be used as the
instrument for reinventing those processes to reflect the strategic
importance of e-knowledge. To succeed in the Knowledge Economy,
your organization must harness and transform the capacity of individuals
and the organization as a whole to acquire, manage, and share knowledge.
Such expeditions require changes in your enterprises knowledge
These initiatives are organized using the structure
of the three-part model of the indicators of the e-Knowledge Economy.
We have purposefully reversed the order, beginning with best practices,
business models, and strategies. This formulation is a superior
instrument for capturing the attention and evoking understanding
from everyone in the enterprise from grassroots to top leadership.