It is not communities of practice themselves
that are new but the need for organizations to become more intentional
and systematic about managing knowledge...
Etienne Wenger, Richard McDermott and William
M. Snyder, 2002
A knowledge strategy is a concise, clear articulation
of the role of knowledge in the enterprises mission and goals
and in achieving competitive advantage. It drives a strategy for
knowledge management that is aligned with the enterprises
business initiatives. Every enterprise should have such strategies.
- Develop a knowledge strategy a clear concise articulation
of the role of knowledge in achieving the enterprises mission,
goals, and competitive advantage. Every enterprise should
use such a strategy to align knowledge management strategy and
the enterprises business initiatives.
- Develop a knowledge management strategy that balances
the dialectic of stability and change. The knowledge management
strategy will identify e-knowledge capabilities that must be achieved
to deliver on the enterprises knowledge strategy. These
10 action items are all part of a knowledge management strategy.
This strategy must simultaneously operate in the current value
proposition and prepare for dramatically different value propositions
in the future.
- Integrate knowledge-based initiatives into enterprise
business plans; plan for impending reinvention of best practices.
To succeed, knowledge initiatives must be an explicit part of
the enterprises business plans, not stand-alone initiatives.
Current approaches in e-learning and knowledge management should
be scrutinized and compared to emerging best practices in other
Support a wide variety of knowledge management
and community of practice pilots throughout the enterprise. Support
different expeditions and multiple trajectories
in parallel to determine what works.
Each enterprise should establish a single, integrated,
applications infrastructure for sharing knowledge and this should
be an enterprise priority. However, there are many different approaches
to creating and sharing knowledge. An assortment of distinctive
communities of practice and communities of inquiry can yield valuable
An enterprise must understand its knowledge ecology
and reflect on what makes communities of practice effective under
different circumstances. Storytelling can be used in dissecting
and understanding the dynamics of knowledge and communities of practice.
Exemplary Resources: Support a Variety
of Knowledge Management and Community of Practice Pilots
Scan the environment for examples
of changing best practices, business models, and strategies regarding
e-knowledge; collect competitive intelligence on market leaders
and innovators from outside the industry. Benchmark e-knowledge
Organizations need to become active and reflective
environmental scanners regarding e-knowledge. This should include
identifying and evaluating changes in best practice, business models,
and strategies for e-knowledge. For most industries, these efforts
should take a global perspective in understanding potential challenges
from unfamiliar innovators. Standard practice of benchmarking performance
against familiar market leaders will prove inadequate during periods
of disruptive change when the rules are being rewritten by new competitors
as described in Chapter 6.
How can an organization know it is succeeding in raising
its knowledge sharing capacity and competencies, and gaining ground
against competitors? One of the best instruments is to use the enterprise
knowledge strategy to focus on how knowledge contributes to competitive
advantage, creating indispensable relationships and/or experiences.
Benchmark your enterprises ability to create indispensable
relationship and experiences for members, learners, customers, suppliers,
and/or other stakeholders.
Exemplary Resources: Environmental
Scanning for Best Practices, Business Models, and Strategies
- UNESCO Education For All Grassroots Stories.
- American Productivity and Quality Center. www.apqc.org