Proponents of e-knowledge need to be hard-nosed, focusing
on solid VOI and ROI. During economic downturns, e-knowledge can
provide efficiencies, cost containment, and operational excellence
that are highly useful in a tactical way.
Moreover, truly strategic initiatives can result from
understanding how e-knowledge is key to co-creation of customer
products, services, and experiences and other the vectors of competitive
advantage. During a downturn, such initiatives can be used to position
the enterprise to capture market share both during the downturn
and when the economy improves.
Simultaneous Parallel Processes of Action and
Reflection. Achieving success in the e-knowledge future
requires an understanding of multifaceted change. Think of parallel
actions operating on a range of fronts driving cascading cycles
of reinvention, measurement and reflection. Crafting enterprise
vision, mission, and knowledge strategy is intertwined with storytelling,
conversation, and environmental scanning. This in turn is supported
by the continuous development of infrastructures, applications,
and enterprise-wide solutions in compliance with emergent standards.
Such a knowledge strategy drives enterprise initiatives and business
plans, guided by pilot projects and initiatives that change how
knowledge is used in the co-creation of experiences and the forging
of new relationships. A new round of refinement begins with storytelling
about concrete examples, measurement of results, and forging of
new relationships, which all the while enhance and reshape the capabilities
of individuals and organizations in an atmosphere of confidence
and trust. This ongoing process of transforming e-knowledge engenders
wider communities of reflective practice. Such communities become
the stewards of the processes, applications and tradecraft necessary
for success in tomorrows Knowledge Economy.
Building the Reflective 21st Century Enterprise.
This brings us full circle. Back to our core assumption that e-knowledge
will usher in a new era of success and competitive advantage for
those individuals and enterprises that learn how to enhance their
knowledge sharing capacity by an order of magnitude. This is not
wishful thinking, nor does it require Star Wars technology. Leading-edge
enterprises and new innovators are already setting new benchmarks
for leveraging knowledge. The signs are in plain view. Every enterprise
aspiring to succeed in the 21st century global economy must make
certain that it becomes both a reflective practitioner and an ardent
student of e-knowledge.
Companies spent the 20th century creating
and managing efficiencies. They must spend the 21st century creating
and managing experiences.
C.K. Prahalad and V. Ramaswamy, 2002