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'The Purpose of a Business is to Create a Customer'
"Packed full of common sense and combined with a strong sense of business’s responsibility to society, two of my favorite Drucker bumper sticker quotes are ‘Knowledge has to be improved, challenged, and increased constantly, or it vanishes‘ and ‘There is an enormous number of managers who have retired on the job‘, which somehow seem to fit together very well."
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The 200 page report systematically examines trends across 14 industries, to further explore by industry why return on assets (ROA) for U.S. public companies has declined by 75 percent since 1965. John Hagel has fleshed out on his blog a summary of the key perspectives emerging from their industry analysis under the following headings:
* Deterioration in performance is widespread
* Advances in labor productivity fail to improve return on assets
* Innovation, at least as traditionally defined, does not appear to offer a solution
* Traditional measures of competitive intensity understate the challenge
* Worker passion is at very low levels across all industries -
Twentieth-century institutions built and protected knowledge stocks—proprietary resources that no one else could access.
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Enterprise 2.0 : knowledge, innovation and productivity
The objective is to address key issues faced by organizations built around knowledge : management of not only knowledge but also innovation and productivity. First to see the current limitations with the tools and processes in place and then to see how collaborative platform and enterprise 2.0 approach can offer competitive advantages to the company.
Ex-Employees, Social Networks, and the Reverse Flow of Knowledge
"Traditionally, ex-employees have been viewed as unloyal, traitors and not to be trusted. After all, an employee who leaves is likely taking all their knowledge with them to the next company, right?
But in an economy so demanding of maintaining relationships with talented individuals, does it make sense to cut ties with those who walk out the door? And does it necessarily mean that an organization loses that knowledge altogether?"
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- New communication channels may be established between the old and new firms
- Colleagues from the old firm gain an increased awareness of the new firm as a resource for knowledge
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“When people are viewed strictly as ‘human capital’, the departure of an employee results in the former employer’s loss of that person’s intellect and talent, and the corresponding gain of those same valuable attributes for the company doing the hiring…But Rosenkopf says the picture is different when employees are viewed in terms of ’social capital’. Workers aren’t just silos of knowledge and skill onto themselves, but rather are part of social networks of workers from various firms
ignorer le 2.0, c’est comme ignorer l’iceberg sous la pointe… de votre entreprise | Analystik - blog
Rappelons que les données structurées ne représentent que 4 % du SAVOIR de l’entreprise et sont le fait des activités de l’entreprise elle-même. Ainsi, le SAVOIR en entreprise est difficilement localisable et identifiable sinon que dans la tête des gens et il ne se trouve surtout pas dans les entrepôts de données.
SAVOIR
4% données structurées
20% données non structurées
74% non documentées (contenues dans la « tête » des gens)
The Social C.R.M Iceberg
Greg Oxton from the Consortium for Service Innovation (CSI) shared with me a model for understanding how engaged enterprises really are:
* 1% of customer conversations are assimilated as organizational knowledge
* 9% of customer conversations touch the organization, but no learning occurs
* 90% of customer conversations never touch the organization
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But before you leap into reinventing your processes for transformative value, step back. You can't collaborate with your customers before you learn to collaborate with your employees. In the spectrum of risk taking, its best to deploy from the inside-out.
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Fundamentally, they only way we can find information is with each other, and with each other it can be knowledge. Search returns relevant results. Relevancy is good, it saves time. But it differs from answers. Information has no value until it informs a decision, and when it does, you can measure its value. Answers can come from your own judgment upon information, which is only truly possible with information in social context, but you should at least leverage the judgment of others.
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How Knowledge Can Hurt Innovation
How do you break free from the curse of knowledge? Spending a lot of time with customers helps. The more you listen to what the customer says and doesn't say, the more you can make sure that your intuition is attuned to the customer's knowledge base. Recognizing the curse helps as well. Make a regular habit of asking questions such as, "Is this our view, or the view of our target customer?"
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The basic problem: people who have deep knowledge about a topic sometimes assume other people have that same knowledge. That can lead to major missteps.
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How do you break free from the curse of knowledge? Spending a lot of time with customers helps. The more you listen to what the customer says and doesn't say, the more you can make sure that your intuition is attuned to the customer's knowledge base. Recognizing the curse helps as well. Make a regular habit of asking questions such as, "Is this our view, or the view of our target customer?"
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The Big Shift: Measuring the Forces of Change
To help managers in this decidedly challenging time, we present a framework for understanding three waves of transformation in the competitive landscape: foundations for major change; flows of resources, such as knowledge, that allow firms to enhance productivity; and the impacts of the foundations and flows on companies and the economy. Combined, those factors reflect what we call the Big Shift in the global business environment.
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The first, foundational wave in the Big Shift consists of the extraordinary changes in digital infrastructure that enable vastly greater productivity, transparency, and connectivity. Consider how companies can use digital technology to create ecosystems of diverse, far-flung users, designers, and suppliers in which product and process innovations fuel performance gains without introducing too much complexity.
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The second wave involves the increasing movement of knowledge, talent, and capital. Knowledge flows—which occur in any social, fluid environment where learning and collaboration can take place—are quickly becoming one of the most crucial sources of value creation.
«La vocation des produits TIC est de générer des gains de productivité»
L’immatériel constitue aujourd’hui un enjeu incontournable pour l’ensemble de l’économie. A en croire certains, les actifs immatériels ont un rôle non négligeables en termes de croissance. C’est la raison pour laquelle nous aimerions approcher avec vous le profil macroéconomique de cette «nouvelle» économie de l’immatériel.
Tout d’abord, si vous me le permettez, il est nécessaire de clarifier les définitions et les différents concepts dont on parle, et avec lesquels tout le monde n’est pas forcément familier.
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Dans la «knowledge economy», le savoir et la production intellectuelle deviennent des inputs de production, la matière première, mais également l’output de cette nouvelle catégorie d’industries (en d’autres termes, on produit du savoir, ou des œuvres de l’esprit, avec d’autres savoirs ou œuvres de l’esprit). Tout cela correspond à de l’information «numérisable» qui peut être «traitée» par les TIC.
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La nouvelle économie est plus difficile à définir. Elle traduit l’impact des TIC et de la knowledge economy sur les processus productifs, la réorganisation des chaînes de valeur et on pense bien entendu que cette réorganisation des chaînes de production s’est basée sur des gains de productivité.
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10 widely used knowledge transfer methods in large companies
Just for the sake of clarifying the practical meaning of "knowledge transfer", here are the ten most current approaches to transferring knowledge in business environments:
The Effects of Performance Pressure on Teams' Knowledge Use and Performance
With so many experts on a team, why does the result sometimes prove disappointing? New research by HBS professor Heidi K. Gardner probes the social dynamics of teamwork in knowledge-intensive settings, such as professional service firms, and the accompanying pressure to perform at the highest caliber. Her findings suggest that teams may yield right-of-way to colleagues with higher authority and thus miss out on the potential contributions of lower-status team members who know more about the client's needs.
Putting a Price on Social Connections
Researchers at IBM Research and MIT's Sloan School of Management found that the average e-mail contact was worth $948 in revenue. To unearth that and other data, they used mathematical formulas to analyze the e-mail traffic, address books, and buddy lists of 2,600 IBM consultants over the course of a year. (Their identities were shielded from researchers, who viewed them only as encrypted numbers, known as hash codes.) They compared the communication patterns with performance, as measured by billable hours.
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The IBM-MIT study found that consultants with weak ties to a number of managers produced $98 per month less than average. Why? Those employees may move more slowly as they process "conflicting demands from different managers," the study's authors write. They suffer from "too many cooks in the kitchen."
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IBM researchers fine-tuned management of industrial supply chains a half-century ago; now their challenge is promoting the flow of knowledge throughout the workforce.
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Wikinomics for global problem solving
And so the idea of being able to apply all the brains on the planet to a time urgent situation is something that we are going to look back on and be really glad that we figured out how to do because otherwise it’s going to be too late.
How to Drive Social Media Adoption in Your Business | SocialComputingMagazine.com
If your objective is to share knowledge and to collaborate effectively or if that objective is to foster a stronger community within your business, then you have to look at ways of changing behavior within your organisation ? which depending on your existing culture and workforce demographic can take time.
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Develop social software Ambassadors/Evangelists.
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Showcase case studies for all the different departments using social software.
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Characteristics of the Knowledge Economy, continued
In the 21st century, comparative advantage will become much less a function of natural resource endowments and capital-labour ratios and much more a function of technology and skills. Mother nature and history will play a much smaller role, while human ingenuity will play a much bigger role.
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The IT revolution has intensified the move towards knowledge convergence, and increased the share the knowledge stock of advanced economies
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Flexible organizations reduce waste and increase the productivity of both labor and capital by integrating worker cognition and action at all levels of their operations.
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La matière grise, un gisement à valoriser
De plus en plus, la valeur d’une entreprise ne se lit pas que dans ses comptes. L’essentiel ne figure pas au bilan. Et pourtant cet « or caché » va assurer sa pérennité et sa croissance. C’est son portefeuille de marques, c’est la qualité de ses salariés, leurs connaissances, leur capacité à travailler ensemble. Toute une série d’indicateurs, aux contours encore assez flous, plus difficiles à mesurer que la valeur de l’équipement d’une usine ou des murs d’un immeuble, mais qui sont les avantages compétitifs de demain.
Veni Vidi Luxi » Beyond Enterprise 2.0 ROI, evaluation and management of knowledge in the workplace
Excellent, but that is only one part of the job. Now, the prestige we are seeking manifests itself in measurement. Too often social software enthusiasts and evangelists overlook this fundamental aspect (knowingly or otherwise). Where the mindset is fixated on measurement = financial, responsibility will commonly be considered to fall at the feet of management accountants. This is exacerbated because (well before it got momentum behind the firewall) there was a perception that social software is a web thing developed by web people, which puts it outside the remit of ‘accountants’.
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Measurement is the translation of an operational function into an economic reality that facilitates monitoring of activities and benchmarking of performance between organisations (and their offerings). That enables businesses to attract and/or inform shareholders who ultimately capitalise the visions and goals outlined in a strategic plan.
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Some people may be reluctant to that as they consider reporting a ’sacred cow’. In fact, the measurement of activity divides into contractual and non-contractual measures. Contractual elements are compulsory and objectives as defined a priori, negotiated and accepted: they are normed. This type of measures is used for both internal and external purposes. Non-contractual elements are desirable and subjective (as consensus is specific to the organisation). This type of measure is used for internal purpose, principally for driving the activity.
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Variation in Experience and Team Familiarity: Addressing the Knowledge Acquisition-Application Problem — HBS Working Knowledge
Team familiarity helps team members successfully locate knowledge within a group, share the knowledge they possess, and respond to the knowledge of others. While team familiarity may help all teams to better coordinate their actions, it may play a particularly important role for teams with individuals looking to apply knowledge from their varied experience. This possibility leads to the question that provides the foundation for this paper: Does team familiarity moderate the relationship between variation in experience and performance?
Enterprise3: Corporate Social Networks according to Robert Scoble
"I left behind a gig and a half of email when I left NEC - I couldn't look at it, and they erased it. My former coworkers couldn't use that knowledge. A collaborative toolset helps to get information out of email into the shared social space. Sharepoint and others are working on that problem. You see productivity benefits. Now people can see where you are going, make suggestions on who to call there.
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knowledgeeconomy (11)- knowledgemanagement (9)
- enterprise2.0 (7)
- innovation (7)
- collaboration (7)
- information (7)
- productivity (6)
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- learning (4)
- organization (4)
- knowledgeflow (3)
- customers (3)
- socialnetworks (3)
- datas (3)
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