a. Practice process reinvention and innovation.
Unlike 1990s reengineering, todays process reinvention takes
a more sophisticated view of knowledge management, recognizing and
incorporating the importance of organizational culture, embedded
knowledge, and knowledge flows, in addition to organizational processes.
The VOI from technology investments are unleashed by changing the
dynamics of how enterprises interact with and serve customers, learners,
members, staff, suppliers, and other stakeholders. Some of these
changes are achieved through incremental improvement and others
through adapting the best practice processes embedded in ERP and
other application solutions. These perspectives need to be established
in the programmatic planning efforts at all levels in the organization.
b. Change the knowledge culture. This
is not an abstract exercise. Enterprises change their culture by
creating solutions to problems, then showing those solutions to
people in highly concrete ways. People change the way they feel
about the change, then their behavior, and eventually their underlying
values concerning knowledge (Kotter, 2002). The goal is to create
a knowledge culture that values e-knowledge as a key to competitive
advantage, and understands how enterprises must function like knowledge
utilities, able both to share knowledge internally and externally,
and to mobilize the special kinds of internal knowledge that make
them distinctive in the marketplace.
So changing the knowledge culture requires a blend
of storytelling, pilot projects that use e-knowledge to establish
competitive advantage, environmental scanning that identifies other
enterprises that are using e-knowledge strategically, gleaning of
insights from the enterprise knowledge strategy, and other practical
manifestations of how e-knowledge matters. These conversations and
actions need to occur at all levels in the enterprise.
c. Elevate the understanding of knowledge flows,
communities of practice, and knowledge as social interactions.
The evolving Knowledge Age enterprise depends on a variety of formal
and informal structures, knowledge flows, and communities to create
organizational intelligence. Over time, the increasing capacity
of the enterprise and individuals to acquire and share knowledge
will encourage even greater development of communities of practice
for learners, staff supporting particular processes, alumni, and
Individuals and enterprises need to become more sophisticated
in the understanding of the importance and interdependence of these
structures, knowledge flows, and communities. This is best achieved
in practical ways through the support, evaluation, and discussion
of actual communities of practice such as those discussed in Chapter
d. Make the enhancement of individual and enterprise e-knowledge
capabilities an organizational priority for human resources development.
Organizational readiness must be achieved in concert with individual
capacity. Individuals will need to acquire new skills so they can
discern, decide, and act in an e-knowledge rich environment. As
a such, enterprises will need to provide more effective learning
opportunities for employees and other stakeholders. This will require
formal training and learning that is fused with work and depends
on communities of practice for support and insights in the development
of knowledge competencies. Enterprise learning will need to balance
organizational and individual perspectives on knowledge.
Changing Enterprise Ecology
- American Productivity and Quality Center.
- Community Intelligence Labs.