Tacit Knowledge is Studied, Understood and
Celebrated. Satos team regularly meets to review and
fine tune new elements of tacit insight. The knowledge management
system also generates regular reports on performance, both individually
and by teams, and sales efforts that include deductions and inductions
about reasons for success. The tacit knowledge insights from Nippon
Roche are regularly assembled by the corporations enterprise-wide
knowledge management system and compared with insights from other
divisions of the multinational Roche Group. The meta-analysis of
these different elements of tacit knowledge are very important in
understanding how success factors vary from setting to setting and
culture to culture.
Widely understood, internalized tacit knowledge
is the key to Nippon Roches success in the Japanese marketplace.
Continuous, rapid changes in the marketplace require this knowledge
to be synthesized, updated, and shared with far greater speed than
in the past.
Secondary Income from Non-Proprietary Knowledge.
Satos team, like other groups within Nippon Roche, has generated
a variety of syntheses of their insights on sales and problem solving
in pharmaceutical settings. Most of these are treated as highly
proprietary and are key to Nippon Roches success. However,
a subset of nonproprietary knowledge has been made available to
several secondary marketplaces and has become a key element of the
academic programs of several business schools and medical schools.
This is a significant source of secondary income for Nippon Roche.
Resources of Interest
Deloitte & Touche Consulting. 2001.
From e-Learning to Enterprise Learning. New York, Deloitte
Member, Computer Society
of the IEEE, USA
Conrad Elliott is an electrical engineer with Texas
Instruments (TI) in Austin, Texas. He has an adjunct faculty appointment
with the University of Texas at Austin. He is a member of the Computer
Society of the Institute for Electrical and Electronics Engineers
(CSIEEE), the worlds premier professional society serving
computer professionals. It serves well over 100,000 members and
several hundred thousands of customers who acquire free and fee-based
products, services, and experiences from the societys Web
site and various portals accessible from the Web site. Of CSIEEEs
$40 million (U.S.) budget, less than ten percent comes from dues
over 90 percent comes from consumer-based revenues.
A Powerhouse Body of Knowledge. For
years, the CSIEEE has been a publishing powerhouse. In 2000, its
publishing and meetings portfolio included 21 periodicals, major
e-publishing ventures, 170 books annually, and 150 sponsored conferences
annually, with associated tutorials on emerging topics and applications.
Over the past five years, the society has been migrating this portfolio
of resources into a defined body of knowledge accessible through
its Web site. The body of knowledge has been made available to several
other repositories and marketplaces, enabling the CSIEE to reach
far broader markets of consumers for its e-knowledge.
Portal-Centric Experiences.Conrad Elliott
uses the CSIEEE portal every day. He has created a personal portal
as a gateway with links to his TI portal, the CSIEEE portal, the
University of Texas portal, and the portal for the Round Rock Baptist
Church. The TI portal provides Elliott with the companys own
body of knowledge on corporate strategy and policies, products,
market developments, competitive analysis, and personal employee