知識管理的未來2

1、1TransformingKnowledge:The21CenturyWealthDriverDr.CharlesM.SavageKnowledgeEra Enterprises,Inc.“ShapingourFuture ”Cable& Wireless OptusMelbourne, October28, 1999 Knowledge, AMap Please?Historical ErasAgriculturalIndustrialKnowledgeSharing of logsSuperstition: Unluckytogoout twice withthe samecrewKnow

2、nsplitofprofits fromthe tripWhaling Industry PrototypeofKnowledge IntenseIndustryKnowledge&EnergyAspirationsCapabilitiesAspirationsCapabilities PersonAPersonBSources of Wealth:AgriculturalEraLaborHandsKnowledgeHeadsCapital:Money& MachinesLand &ResourcesSources of Wealth:Industrial EraLaborHandsKnowl

3、edgeHeadsCapital:Money& MachinesLand &ResourcesSources of Wealth:KnowledgeEraLaborHandsKnowledgeHeadsCapital:Money& MachinesLand &ResourcesSources of Wealth:LaborHandsKnowledgeHeadsCapital:Money& MachinesLand &ResourcesSources of Wealth:LaborHandsKnowledgeHeadsCapital:Money& MachinesLand &ResourcesE

4、conomy ofScarcityEconomy ofAbundanceNewVortex of UnderstandingaboutKnowledgeEraOrganizational Learning& Self-OrganizingThe WebIntellectual CapitalCore CompetenciesInnovationKnowledge ManagementEmotional IntelligenceDynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan& Norton,1988Visio

5、nStrategyCultureValues BalancedScorecardCustomersFinanceLearning& DevelopmentProcessesWhat investments in ourcustomersbringthemexcellentresults?Howcan we betterorganizeourknowledge?Howdoweleveragethe valueofourcustomersknowledge?Howcan we useours andourcustomersknowledgemoreeffectively?Innovating wi

6、thourcustomers!Inventory Turns =Cost of Goods Sold for YearAverage Inventory for YearKnowledge Turns =Ability to Build Upon others Capabilities*Level of Distrust*Others Capabilities = Individuals, Functions, Lines of Business (LOBs), Suppliers, Customers and Customers CustomersKnowledgeTurns0.10.515

7、10Finding FaultsFindingStrengthsTrustDistrust=Individuals:Functions/Departments:LinesofBusiness:=Suppliers/Partners:Customers:CustomersCustomers:50.510KnowledgeTurns(2)KnowledgeTurns: ResultsKnowledgeTurns: ResultsIndustrial Era:Conceptual ConfinementHelp!I findlittle trust in theorganizationOthersa

8、re alwayslooking formyweaknessesMyintellect&emotionsarenot valuedRelationships arenotimportantKnowledgeEra:“Production”throughDialogueValues(trust)arekeyI mustdiscoverotherscapabilities&aspira- tions to build uponWeexcelinteaming ourcompetenciestoseizeopportunitiesLearningenhancesearningsTangibleAss

9、etsVisible FinanceCashARPPEExternalInternalPersonalCompetenceShort-term DebtLoansStockEquityInvisibleEquityObligationKarl-ErikSveibyCustomerCapitalStructural CapitalHumanCapitalKeyElementsofKnowledge CapitalFinancialFocusProcessFocusCustomerFocusHumanFocusRenewal &DevelopmentFocusICFrameworkatSkandi

10、aSkandia NavigatorModelFinancialCapitalHumanCapitalCustomerCapitalInnovationCapitalProcessCapitalOrganizationCapitalStructuralCapitalIntellectualCapitalMarketValueIndustrial EraAgriculturalEraAdam SmithJamesWattHenriFayolFrederickW.TaylorIndustrial EraAgriculturalEraIndustrial EraAgriculturalEraABCC

11、ulture of MistrustCulture of DevaluingIndustrial EraKnowledge EraAgricultural EraMasterServantRelationshipWith OneAnotherEmployer-EmployeeConcept“+/”“X”Industrial EraKnowledgeEraAgriculturalEraSupplyChainSupplierCompanyCustomerSupplyChain-extendedCustomersCustomersSupplierCompanyCustomersCustomers N

12、eeds andAspirationsProblems&NeedsAspirations&OpportunitiesSupplyChain: Needs &AspirationsSupplierCompanyCustomersCustomersCustomersNeedsAspirationsTransactionsOpportunitiesValuing Cluster: Interactive ViewSupplierCompanyCustomersCustomersCustomersCompanyCustomersSuppliers/PartnersCustomers Customers

13、Skandia AFSWorking theWholeSystemSkandiaEndUsersFundsManagersBrokersWholesaleAnnuitiesManageFundsSellAnnuitiesInvestinFutureSelectEventsUncertainFutureStudy84Skandia AFSWorking theWholeSystemSkandiaEndUsersFundsManagersBrokers240085,0001.5MillionAspirationsCapabilitiesCustomersCustomersCustomersComp

14、any KnowledgeEraEnterprisingandDynamic TeamingAspirationsAspirationsAspirationsCapabilitiesCapabilitiesCapabilitiesSuppliers/Partners“x”TransactionsProduct SolutionsBusinessSolutionsMass CustomizationPartneringDynamic Teaming,Virtual Enterprising&KnowledgeNetworkingStructuralCapitalHumanCapitalCusto

15、mer/SupplierCapitalEvolvingBusinessModelDynamicStableComplexSimplePace of ChangeKnowledgeRequirementsNolan& Norton,1988Your Companyin2001?+ /“ X“ProcessesFinanceLearningCustomersImaginativeSystemic(ContextGiving)OperationalInterpersonalInter-Organiza-tionalValuesSubtractingValue7Industrial EraDivisi

16、on&SubdivsionofLaborDistrust&DevaluingFollowInstructionsSWOTProcessesFinanceLearningCustomersImaginativeSystemic(ContextGiving)ValuesMultiplyingValue7KnowledgeEraOperationalInterpersonalInter-Organiza-tionalBenchmarking& BenchbreakingDialoguing &Innovating withCustomersTeaming &AlliancingRedefingRul

17、es&Seizing OpportunitiesCompetitivePowerofIntellectualCapitalIntelligenceand knowledgewith uniqueinsightsyour competitorcantenvisionInnovativeproductswith superlative value yourcompetitorcantcreateInnovativeprocesseswith extraordinaryspeedand efficiencyyourcompetitor cant matchHigh integrityrelationshipswith superior collaborationand loyaltyyourcompetitor cant achieveGlobalCreativitySummary:5 KeysforKnowledgeEra EnterprisingBuildupon energy& strengthsthrough acultureoftrust(ClearValues andGuiding Principles)Seizeopportunities throughstrategic dialogue withsuppliers &customers (Dyna