- AHIMA and AAPS would most certainly have found that their relationship
with members and customers (customer intimacy) was their most
strategic asset, but only if they could use that relationship
to engage the members and customers to be both consumers and co-creators
of knowledge and insight in their fields.
- The University of Southern Queensland enjoys several vectors
of competitive advantage. First, its relationships and reputation
with satisfied students, educators and guidance counselors, and
civic leaders (distributed across Australasia) provide the basis
for a pipeline of future learners. Second, the nature of USQs
learning experience (either purely virtual or blended learning)
provides a distinctive, engaging, convenient learning experience
that involves learners as co-creators and offers a highly competitive
- The Knowledge Network in the UK thrives based on developing
a world-class product, public policy based on cross-departmental
conversation and rationalization and the capacity to engage citizen
feedback to tune and co-create effective policy and implementation.
Changing Market Leadership. Taken a
step or two further, such an analysis suggests that e-knowledge
is changing the dimensions of market leadership and competition
First, e-knowledge is an important instrumental
factor in the creation of products, services, experiences, and knowledge.
It can be leveraged to reduce costs, improve quality and timeliness,
and personalize offerings.
Second, as products and services become more
and more defined by the experience in which they are embedded or
through which they are engaged, e-knowledge and interactivity become
even more essential competitive factors.
Third, many e-knowledge-rich products, services
and experiences are produced through co-creation with learners,
customers, members, citizens, suppliers, alumni, and other kinds
of stakeholders. Co-creation causes an irrevocable blurring of the
boundaries between customer intimacy; products, services, and experiences;
and operational excellence. New competitors can take advantage of
the power of co-creation to unseat market leaders that do not provide
the capacity to create indispensable relationships based on co-creation
through communities of practice.
Making e-Knowledge Part of Enterprise Plans
and Initiatives. The worse thing that can be done with e-knowledge
is to create a set of stand-alone knowledge initiatives. Within
many enterprises, that is what has happened to knowledge management
and enterprise learning. They have become initiatives in themselves,
not a strategic element of the enterprises workflow and business
Experience dictates that e-knowledge must be part
of a unified, varied toolkit that includes infrastructure development,
process reinvention, knowledge management, enterprise learning,
and fostering communities of practice. If effectively mobilized,
the concept of e-knowledge can muster strategic support and generate
a knowledge strategy that drives identifiable elements in the enterprises
business plans and initiatives.