A revolution in the sharing of knowledge…

Transforming e-Knowledge
TABLE OF CONTENTS     Achieving Success in the Emerging e-Knowledge Industry   © SCUP 2003
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10 Ways to Accelerate Your Readiness for e-Knowledge (continued)

 

 


Chapter 7

Achieving Success in the Emerging e-Knowledge Industry

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a. Practice process reinvention and innovation. Unlike 1990s reengineering, today’s 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 other stakeholders.

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 5.

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.

Exemplary Resources:
Changing Enterprise Ecology

     
     

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  Knowledge is a social construct because knowledge connotes meaning and we believe that meaning is developed through social interaction.

Rene-Marc Mangin

Internal knowledge management is fundamental for competitive advantage, but it cannot be approached in isolation; it has to be integrated into the organization’s business strategy and coordinated with external knowledge.

Sandra Sieber and
Rafael Andreu