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THE KNOWLEDGE ENTERPRISE The choice for intelligent business strategies

Discover the power of knowledge in driving intelligent business strategies and embrace the silent revolution of the knowledge enterprise. Learn how to steer and manage knowledge effectively for success.

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THE KNOWLEDGE ENTERPRISE The choice for intelligent business strategies

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  1. THE KNOWLEDGE ENTERPRISEThe choice for intelligent business strategies Strategische Wissensnetze IAT Gelsenkirchen, 21 Oktober1999 prof. dr. J.F. den Hertog MERIT: univ. Maastricht/Altuition

  2. Please tomeet you... 11 years Philips 4 science policy 14 years external consultant 14 years parttime professor

  3. Our book

  4. AGENDA • The silent revolution: URGENCY • The Knowledge Enterprise: VISION • The transformation: CHANGE • Coding & valueing knowledge: CONTENT • “Are we doing the right things?”: knowledge AMBITION.

  5. 2 BASIC QUESTIONS • STRATEGY: Are we doing the right things? • ORGANIZATION: Are we doing the right things right?

  6. WHAT IT IS NOT ALL ABOUT:a few misunderstandings. • A new profession • A box full of ICT toys • The return of central expert power • BPR for knowledge workers • Invention of the HRM department • The latest management hype

  7. WHAT IT IS ALL ABOUT: STEERING ON KNOWLEDGE Doing the right things. Doing the right things right

  8. HALFORDS: Added value for the customer on basis knowledge and experience. A good bike is a matter of personal fit. For that we need the masters eye. Each shop has a certified bike expert He (or she) is continiously trained and knows the latest techniques. And transfers his (of her) knowledge to the other sales staff, enabling them to show you the right way.

  9. THE SILENT REVOLUTION Increasing pace and complexity of change Value shift Fossilized organizations

  10. VALUE SHIFT • Quality, price and pace are not enough to make the difference anymore. • Doing things differently & doing different things; the things others cannot do. • ON BASIS OF UNIQUE KNOWLEDGE!!!!

  11. SIGNALS • Burn-out of knowledge workers • Too little: high risk/high reward • Time-to-market • Others are faster. • Frequent change of specifications • Too many consultants • NIH-syndrome

  12. SIGNALS cont’d • Recruitment becomes a problem. • Placement becomes a problem. • Personnel turnover. • You are going to imitate others. • You become imitated.

  13. PUT A FROG IN A PAN BOILING WATER • And the frog jumps out. • But place him in cold water on a hot stove • He boils to death.

  14. KNOWLEDGE MANAGEMENT: control solution-driven subsystems KNOWLEDGE ENTERPRISE: development vision-driven the system as a whole KNOWLEDGE MANAGEMENT?

  15. THE KNOWLEDGE ENTERPRISE • STRATEGICAL PERSPECTIVE: • The organization as a knowledge developping, knowledge transferring, and knowlegde using system, • Where risky choices must be made.

  16. Impulse Coding: What do we know? Valueing: What do we want to know? KNOWLEDGE ENTERPRISE: a newconfiguration The KNOWLEDGE AMBITION REDESIGN Instruments: - HRM - ICT - Organization Functional demands

  17. THE KNOWLEDGE AMBITION • The strategic objectives of the knowledge enterprise. • The choice for those competencies which give the organisation competitive advantage in the future.

  18. DEFINING THE KNOWLEDGE AMBITION • Coding: kinds, types, cluster, sets • Linking sets of knowledge • Valueing: core/enabling/exchangeble • Stretching: That is our ambition!

  19. THREE KINDS OF KNOWLEDGE • Functional knowledge • Operational knowledge • Contextual knowledge

  20. KINDS OF KNOWLEDGE

  21. THE KNOWLEDGE TRIANGLE Functional knowledge Operational knowledge Contextual knowledge

  22. CREATING NEW KNOWLEDGE new operational knowledge new contextual knowledge new functional knowledge

  23. STRETCHING COMPETENCIES Like in mountaineering: fixing three points moving one point steps: not too big not too small

  24. COMPETENCIES • Core competencies • Enabling competencies • Exchangeable competencies

  25. COMPETENCIES

  26. EXPLICIT KNOWLEDGE catched in matter tangible easy to copy

  27. TACIT KNOWLEDGE •  Between the ears • Intangible • Hard to copy • Learning by doing • Socialisation • Articulation

  28. NATIONALE NEDERLANDENa new configuration • Focus on customers and areas • Integrated multifunctional teams (acceptance &assessment) • Integration front and back office • Knowledge clusters • Training programme

  29. NATIONALE NEDERLANDEN: KNOWLEDGE SYSTEM Knowledge bank local specialists coördinator trainer Managementteam coaching, steering, local team

  30. KNOWLEDGE PARADOX • ICT enables us to transfer implicit knowlegde into explicit knowledge. • But as soons as implicit knowledge becomes explicit its value vanishes. • What is crucial: • THE CONTINIOUS FLOW OF KNOWLEDGE

  31. FIN Schlusz, ende, finish, slot

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