THE KNOWLEDGE ENTERPRISEThe choice for intelligent business strategies Strategische WissensnetzeIAT Gelsenkirchen, 21 Oktober1999prof. dr. J.F. den HertogMERIT: univ. Maastricht/Altuition

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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