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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
«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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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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Information Management Is Broken, But the Fix Is Coming
We’ve heard the clichés: “Information is our greatest asset”; “We live in an information economy”; “Information is the lifeblood of our organization.” Sadly, what used to be all about collaboration and user productivity is now, in many organizations, about protecting against lawsuits.
The reasons are clear: Courts have upheld that all electronic information is discoverable, meaning virtually everything in an organization can be used in a lawsuit. Risk management is now a higher priority than user productivity.
Factors Of Production For An Innovation Economy | Socialutions
We know that in the knowledge economy, the location of knowledge work is highly mobile – so “Land” does not have the same significance for making things as it did 100-200 years ago. What about “Labor”? Knowledge workers analyze situations, manage many variables, and create unique solutions. They do not really produce identical knowledge pieces like a machine operator or a production worker –so Labor also means something different than a century ago. The term “Capital” refers to money that would be needed now to build future structures, buy machines and to pay wages. Today money buys access to information, education, and knowledge workers. So we see that many old economic principle may not be as applicable in the new economies.
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Intellectual Capital Theory suggests that concentrations of educated and motivated people attract investors to employ them and invest in the communities where they reside.
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The Social Capital Model suggests that people acting in communities can create better solutions, greater accountability, and more economic growth than management, governments, or bureaucracy can induce on their ow
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Fistful of Talent: When Should I Create Value? Now.
Last week, Jobvite held their first customer summit (we’re a Jobvite customer at TiVo). Despite the economic times, attendees were both forward leaning in giving ideas and in sharing what they were doing to effectively recruit these days.
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The U.S. economy is transitioning from a knowledge economy, where value is added to data or analysis, to a conceptual economy, where original ideas are developed to address problems through specialization and networking.
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The concern for recruiters isn’t just “appealing” to this group of workers, but how to enable all generations (including Boomers and Gen X) on how to successfully work and collaborate with Gen Y.
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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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PMEKMO : La valeur immatérielle de l’entreprise devient son atout principal
L’effondrement de la société industrielle est déjà en train de se passer. La seule chose que nous pouvons faire, c’est éviter que l’effondrement ne soit une catastrophe sociale et écologique. Il y a une très forte tendance de croire que le libre marché va tout résoudre. Or, le libre marché ne peut pas tout résoudre et certainement pas dans la Société de la connaissance. Les industries continueront de produire des objets mais avec moins de main-d’œuvre. Elles s’automatisent complètement ou externalisent davantage vers l’Asie. Demain, 70 à 80 % de la population travaillera dans des services immatériels. La valeur immatérielle de l’entreprise devient son atout principal. C’est ce qu’on appelle l’intangible asset, l’acquis immatériel.
Something about Team Work
There is something about team work which is important in the society today. I glanced through the other day, on a newspaper article, regarding how workers nowadays do not need to be micro-managed. Instead the managers is suppose to provide room and space for the worker to enable them to demonstrate their ability and facilitate their creative thinking to be brought into an organization. Often time, the idea provided by this empowered workers may turn out to be one of those that has the most impact to the organization.
This “Recession” May Be Something Other Than A Recession
I think that although we may well experience the two sequential down quarters of growth that would put us officially into a “Recession,” it will mask the reality that we are in (not “entering”) something different.
There really is a global economy so that ecoonmic conditions are also global. Want to build a business? Leverage your brain instead of capital-intensive property, plant and equipment (soft vs. hard assets). The list goes on. It isn’t hard to observe all sorts of fundamental changes that I think point to a conclusion that the Knowledge Economy is real and growing and fundamentally different than the Hard Asset Economy from which we are moving.
If we are indeed shifting from a Manufacturing to a Knowledge economy, wouldn’t it be fair to say that the characteristics of one (such as an economic downturn defined as a “recession”) would not be characteristics of the other? Didn’t the characteristics of agraian economies largely become irrelevant to enterprises involved in manufacturing?
Management in the Knowledge Economy
A very useful chart shows that in the “execution as efficiency” model leaders provide the answers and employees follow directions. New work processes are developed infrequently and implementing change is a huge undertaking. Problem solving is rarely required and judgement is not expected.
In the “execution as learning” model leaders set direction and articulate the mission and employees discover answers. Work processes keep developing and small changes, experiments and improvements, are a way of life. Problem solving is constantly needed, so valuable information is provided to guide employees’ judgement.
What would you spend to save $840/person/month? - IT Directions - ebizQ
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- The typical loss of time due to distractions is 2 hours per day;
- The average salary cost per hour of a knowledge worker is $21;
- Hence the average cost per person per month of distractions is $21 * 2 * 20 = $840.
They found that:
In actual fact, the true cost of distractions is likely to be far higher, since every interruption breaks the flow of concentration. Recent case studies based on my consulting work (documented in previous postings to this blog) showed that allowing software developers to work without interruption doubled their productivity.
However, let's keep it simple and use Basex's figures.
Finally, suppose that a platform based on new techniques could remove just half of this cost - i.e., $420/worker/month.
What would you pay for such a platform? At least $20/worker/month, surely. Perhaps you would pay $100/worker/month - even, at a pinch, $200/worker/month, which would still provide over 100% ROI.
The Value of Knowledge - Part III
As long as software is viewed as a expense that must realize short-term returns, corporations will be paying over and over for similar business function without the benefit of reuse. You will never make that shift from what we presently call management of information, viewed as technical efficiency, to an asset management perspective. The expense of acquiring information capabilities must change to become a means for gaining knowledge capital.
The Value of Knowledge - Part I
1. How does one put a value on the value of knowledge?
2. What do you call it after you recognize that knowledge in your enterprise has value?
3. And how do you use knowledge as opposed to indiscriminately discarding it as an asset?
Management 2.0 : vers l’entreprise collaborative (2)
Nous devons partir du principe que ce sont les outils qui viennent étayer un mode de management et non l’inverse.
Ces nouveaux outils et le succès des entreprises qui les utilisent illustrent une rupture fondamentale entre les économies du XXème et du XXIème siècle. Afin de comprendre en quoi cette révolution challenge les modes de management, il nous faut définir cette rupture.
Knowledge Process Outsourcing
KPO is a new phenomenon that is picking pace in India. It is "Knowledge Process Outsourcing". In simple words it is the upward shift of BPO in the value chain. Old BPO companies that used to provide basic backend or customer care support are moving up this value chain.\n"Unlike conventional BPO where the focus is on process expertise, in KPO, the focus is on knowledge expertise."
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Knowledge Process Outsourcing (KPO) is where outsourcers do high-end “knowledge-based” work rather than doing mere backend processing
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"KPO is the next step in the outsourcing pyramid
Changing Knowledge Worker Attitudes | Work Literacy
In a knowledge economy, knowledge and information is power. The more you know, the more you can do with it, the more marketable you are. You can’t AFFORD to let an organization tell you what you should be learning–too many organizations, businesses and nonprofits alike, are so busy struggling for survival that they aren’t even sure what needs to be learned anyway.
Bacon's Rebellion: The Power of People Networks
One of the key concepts in Richard Florida's new book, "Who's Your City?" is that of the "clustering force," a knowledge-economy phenomenon that reward people for congregating in places where they can network and collaborate with one another. (
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I would submit a hypothesis: The capacity of a region for innovation can be measured by the number of formal and informal networking organizations that create "bridging" opportunities across the broadest possible spectrum of society. The richer and denser the skein of bridging networks, the more easily ideas can be communicated through a region, the more spontaneously creative ideas will erupt, and the more speedily people can convert novel notions into business opportunities.
Library clips :: Participation is the currency of the knowledge economy :: May :: 2008
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Enterprise 2.0 is not based on utopian ideals. It is instead based on the very principles that drive all free-market economies. Organisations that adopt enterprise 2.0 will do so for auto-preservation and corporate gain - to help their bottom line.” Period.”
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In this type of setting why would I want to share my knowledge, it’s my “power”, we are all on our own, and my personal know-how is going to get me ahead. If I don’t share I will meet my expectations (and no-one else), but on the same hand if I don’t find any knowledge, I may not meet my expectations.
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Harold Jarche » A Partnership Economy
Increasingly, performance in these new knowledge-based industries will come to depend on running the institution so as to attract, hold, and motivate knowledge workers. When this can no longer be done by satisfying knowledge workers’ greed, as we are now trying to do, it will have to be done by satisfying their values, and by giving them social recognition and social power
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