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A WIN WIN STRATEGY FOR THE EU IN THE THE KNOWLEDGE SOCIETY

A WIN WIN STRATEGY FOR THE EU IN THE THE KNOWLEDGE SOCIETY. CHAP 1: WHAT IS KNOWLEDGE SOCIETY?. DEFINITIONS. Data: what is on the web, unorganised Information: is already sorted by google. Too much Knowledge: is digested by human brain. not enough

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A WIN WIN STRATEGY FOR THE EU IN THE THE KNOWLEDGE SOCIETY

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  1. A WIN WIN STRATEGY FOR THE EU IN THETHE KNOWLEDGE SOCIETY DEAN of CBA Business School ZAGREB/ Brussels.

  2. CHAP 1: WHAT IS KNOWLEDGE SOCIETY? DEAN of CBA Business School ZAGREB/ Brussels.

  3. DEFINITIONS • Data: what is on the web, unorganised • Information: is already sorted by google. Too much • Knowledge: is digested by human brain. not enough • Wisdom: is rare. Not enough. New mission of the bsuiness. DEAN of CBA Business School ZAGREB/ Brussels.

  4. INFORMATION SOC. Industrial structure + I.C.T. (technology) Pyramids « Free trade » Unemployment Pollution Quantitative growth KNOWLEDGE SOC. Post-industrial Post capitalist Networks Sharing K. to grow K. Job self-creation Immatrialization Qualitaitve growth DEFINITIONS Info-Knowledge DEAN of CBA Business School ZAGREB/ Brussels.

  5. Knowledge society= Post capitalist? (Peter Drucker 1993) • Value creation is linked to knowledge applied to knowledge.= new tool of production >capital>technol. • Quality of knowledge is more important than quantity. Progress becomes more qualitative than quantitative. • MEASUREMENT is more qualitiative: Intangible value of Business! DEAN of CBA Business School ZAGREB/ Brussels.

  6. Knowledge society= Post capitalist? II • Knowledge is increased only by sharing in a network. This is an inclusive logic. (like love !). • From « trade » towards « sharing » • Thus crucial importance of being in a good network in order to increase knowledge by sharing. (See Verna ALLEE) DEAN of CBA Business School ZAGREB/ Brussels.

  7. Knowledge society III • Secrecy and patenting are in crisis • The global strategy is shifting • from win-loose (industrial) to Win-Win • From exclusion(industrial) to inclusion • From command and control to enabling creativity and sharing DEAN of CBA Business School ZAGREB/ Brussels.

  8. The “Human capital” • Management : shifts 180° towards human centeredness = more creativity-centred, gender & culture – centred. • The “Common good” (human) aims of the enterprise towards society at large are becoming more important : because of reputation & brand and intangible assets. • Example: “ASCII” which manages EU site: “www.europa.eu.int DEAN of CBA Business School ZAGREB/ Brussels.

  9. INTANGIBLE ASSETS • « Intangible assets » is a new concept invented by Karl Erik SVEIBY (Sweden) • They are becoming more and more important in the knowledge society • Because the knowledge society is about knowledge which is intangible and qualitative. DEAN of CBA Business School ZAGREB/ Brussels.

  10. Intangible assets ? • Intangibles assets = • Know how, • Reputation, • Trust in the company, • Relations with personnel, • Relations with clients, • Relations with stakeholders, • Relations with neighbourhood +nature • Relations with civil society DEAN of CBA Business School ZAGREB/ Brussels.

  11. CHAPTER 2:SUSTAINABILITY AND INCLUSION IN THE KNOWEDGE SOCIETY (LISBON 1) WIN-WIN OR WIN-LOOSE STRATEGIES DEAN of CBA Business School ZAGREB/ Brussels.

  12. Intangible assets ? • Intangibles assets = • Know how, • Reputation, • Trust in the company, • Relations with personnel, • Relations with clients, • Relations with stakeholders, • Relations with neighbourhood +nature • Relations with civil society DEAN of CBA Business School ZAGREB/ Brussels.

  13. Measuring intangible assets? • Stock exchange measurements are still looking at financial “tangible” assets (quantitative) but they increasingly look at “intangible” assets (qualitative). • Today a company is measured more and more by its intangible assets. • Example: “Men’s Wear” USA. & “World Business Academy”, “Spirit in Business”. • See also Neskey: www.neskey.com DEAN of CBA Business School ZAGREB/ Brussels.

  14. Potential for greaterparticipation andwider accountability Non-financial indicators grow in importance Transparency Financial indicators remain important PAST PRESENT FUTURE ICT Proliferation Intangible indicators grow DEAN of CBA Business School ZAGREB/ Brussels.

  15. Business & society :A new relation • Industrial objects are “tangibles” & ethically neutral. • Knowledge is “intangible” & always linked to a meaning and thus to ethics. • Producing knowledge thus involves a meaning and a business reputation = an “intangible” asset. DEAN of CBA Business School ZAGREB/ Brussels.

  16. Sustainability as KEY “intangible” • Because: • The main intangibles could become sustainability and social inclusion ! • Why? Because of the steady increase of importance of intangible assets DEAN of CBA Business School ZAGREB/ Brussels.

  17. BUSINESS STRATEGIES IN KNOWLEDGE SOCIETY (I) • 90 % of the EU Business leaders choose the information society appraoch: industrial strategies: • More capital + advanced technology • 10% of the EU Business leaders choose the knowledge society approach: • human creativity > € >technol. • Enterprise in Network: win-win strat. • Human capital= not a cost but key asset DEAN of CBA Business School ZAGREB/ Brussels.

  18. Consequences for the Business (II) • IN US, only the « Knowledge society » business (10%) have survived the dot.com crash: Example: CISCO • Because they have changed : • The tools (ICT) • The structure of their enterprise • The underlying vision of their scope and values (Verna ALLEE) DEAN of CBA Business School ZAGREB/ Brussels.

  19. CHAPTER 3: THE LISBON STRATEGIES AND THE FUTURE OF EU DEAN of CBA Business School ZAGREB/ Brussels.

  20. Two EU strategies for the Knowledge society • Strategy 1 (S1):« Knowledge society» This is a post industrial and post capitalist society (Peter Drucker), because the tool of production has changed. • Strategy2 (S2): »Information society » This is still an industrial society with more services + more ICT (information and communication technol.) DEAN of CBA Business School ZAGREB/ Brussels.

  21. LISBON I strategy was S1 • Lisbon strategy at the beginning was S1 « « Knowledge approach ». It presupposed a post-industrial approach. • It has failed because nobody explained the post-industrial thing!! • And thus we have used a new approach and a new tool with old concepts, old management, and an old vision. Failure. DEAN of CBA Business School ZAGREB/ Brussels.

  22. LISBON 2 STRATEGY IS S2 • With the Barroso Commission, reports showed the « failure » of Lisbon 1 (S1) strategy. • So the Commission is pushing hard towards a more classical « information society strategy ».(S2) • I understand but I am not convinced, personnally, this is the right strategy. DEAN of CBA Business School ZAGREB/ Brussels.

  23. LISBON STRATEGIES • CONCLUSION: • Lisbon strategy S1 had thus done the right choices: KS+ sustainability + inclusion! • Lisbon 2 strategy weakens EU’s competitive position in the long term. DEAN of CBA Business School ZAGREB/ Brussels.

  24. EU : A WIN-WIN STRATEGY • The obstacles to the free trade/industrial information society strategies • …become advantages in the knowledge society. The very logic is different. DEAN of CBA Business School ZAGREB/ Brussels.

  25. Free trade obstacles Social protection Environm.protect. Women family prog. Development prog Sharing technology Advantages Know. So Help natural networks Intangible asset Increase creativty Win-Win for EU Win-win strategy WHEN OBSTACLES BECOME ADVANTAGES DEAN of CBA Business School ZAGREB/ Brussels.

  26. EU: CONDITION of SUCCESS • The only condition for success in this KNOWLEDGE society is to say that we are entering in a new society. • It is easier for the business to say this than for politics and administrations • Hence the new mission of the world Business. DEAN of CBA Business School ZAGREB/ Brussels.

  27. Some good Books… • Peter DRUCKER: “Post capitalist society”, Harper Business, New York, 1993. • Verna ALLEE: “The future of knowledge” Elsevier Science, 2003, USA. • Jeremy RIFKIN: “The European Dream: when Europe’s vision of the future is silently eclipsing the American dream” Penguin 2004. • Ray ANDERSON: “Mid Course correction” 1998. www.chelseagreen.com (Interface) • World Business Academy: www.worldbusiness.org • Spirit in Business: www.spiritinbusiness.org • “Neskey” on intangible measurements : www.neskey.com DEAN of CBA Business School ZAGREB/ Brussels.

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