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THE KNOWLEDGE ENTERPRISE The choice for intelligent business strategies. Strategische Wissensnetze IAT Gelsenkirchen, 21 Oktober1999 prof. dr. J.F. den Hertog MERIT: univ. Maastricht/Altuition. Please to meet you. 11 years Philips 4 science policy 14 years external consultant - PowerPoint PPT Presentation
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THE KNOWLEDGE ENTERPRISEThe choice for intelligent business strategies Strategische WissensnetzeIAT Gelsenkirchen, 21 Oktober1999prof. dr. J.F. den HertogMERIT: univ. Maastricht/Altuition
Please tomeet you...
11 years Philips4 science policy14 years externalconsultant14 years parttimeprofessor
Our book
AGENDA The silent revolution: URGENCYThe Knowledge Enterprise: VISIONThe transformation: CHANGECoding & valueing knowledge: CONTENTAre we doing the right things?: knowledge AMBITION.
2 BASIC QUESTIONS
STRATEGY: Are we doing the right things?
ORGANIZATION: Are we doing the right things right?
WHAT IT IS NOT ALL ABOUT:a few misunderstandings.A new profession A box full of ICT toysThe return of central expert powerBPR for knowledge workers Invention of the HRM departmentThe latest management hype
STEERING ON KNOWLEDGE
Doing the right things.Doing the right things rightWHAT IT IS ALL ABOUT:
HALFORDS: Added value for the customer on basis knowledge and experience.A good bike is a matter of personal fit. For that we needthe 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 toshow you the right way.
THE SILENT REVOLUTIONIncreasing pace andcomplexity of change Value shift
Fossilized organizations
VALUE SHIFTQuality, 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!!!!
NEW ROLESHigh End service supplierThe specialistPioneerKnow how supplierGlobal player
SIGNALSBurn-out of knowledge workersToo little: high risk/high rewardTime-to-marketOthers are faster.Frequent change of specificationsToo many consultantsNIH-syndrome
SIGNALS contdRecruitment becomes a problem.Placement becomes a problem.Personnel turnover.You are going to imitate others.You become imitated.
PUT A FROG IN A PAN BOILING WATERAnd the frog jumps out.
But place him in cold water on a hot stove
He boils to death.
KNOWLEDGE MANAGEMENT?KNOWLEDGE MANAGEMENT:controlsolution-drivensubsystemsKNOWLEDGE ENTERPRISE:developmentvision-driventhe system as a whole
THE KNOWLEDGE ENTERPRISESTRATEGICAL PERSPECTIVE:The organization as a knowledge developping, knowledge transferring, and knowlegde using system,Where risky choices must be made.
ImpulseCoding: What do we know?Valueing: What do we wantto know?The KNOWLEDGE AMBITIONFunctional demandsREDESIGNInstruments:- HRM- ICT- OrganizationKNOWLEDGE ENTERPRISE:a new configuration
THE KNOWLEDGE AMBITIONThe strategic objectives of the knowledge enterprise.The choice for those competencies which give the organisation competitive advantage in the future.
DEFINING THE KNOWLEDGE AMBITIONCoding: kinds, types, cluster, setsLinking sets of knowledgeValueing: core/enabling/exchangebleStretching: That is our ambition!
THREE KINDS OF KNOWLEDGE Functional knowledgeOperational knowledgeContextual knowledge
KINDS OF KNOWLEDGE
kinds
NATURE
TRANSFER
EXAMPLE
functional knowledge
professional,
disciplinairy
explicit
education,
professional literature
accounting,
plumbing,
microbiology
operational
knowledge
practical, know how, implicit
by doing, experience,
collegues
designing a web-site
contextual
knowledge
about local circumstan-ces
being there, reference
books
automation in hotels and
restaurants
THE KNOWLEDGE TRIANGLEFunctional knowledgeContextual knowledgeOperational knowledge
CREATING NEW KNOWLEDGEnewoperationalknowledgenew functionalknowledgenewcontextualknowledge
Like in mountaineering:
fixing three pointsmoving one point
steps:not too bignot too small STRETCHINGCOMPETENCIES
COMPETENCIESCore competenciesEnabling competenciesExchangeable competencies
COMPETENCIES
Core compe-tencies
Enabling compe-tencies
Exchangeable competencies
Characteris-tics
-advantage for customers
-unique
-synergy
-sensitive
-entwined
-cheaper & better
-capital loss
-no impact on competitive advantage
Yield
-competitive
advantage
-added value
-costs
-no added value
catched in matter
tangible
easy to copyEXPLICITKNOWLEDGE
TACIT KNOWLEDGE Between the ears
Intangible
Hard to copy
Learning by doing
Socialisation
Articulation
NATIONALE NEDERLANDENa new configurationFocus on customers and areasIntegrated multifunctional teams (acceptance &assessment) Integration front and back officeKnowledge clustersTraining programme
NATIONALE NEDERLANDEN: KNOWLEDGE SYSTEMKnowledgebankManagementteamcoaching, steering,
local teamcordinatorlocalspecialiststrainer
KNOWLEDGE PARADOXICT 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
FINSchlusz, ende, finish, slot