Presentation on theme: "THE KNOWLEDGE ENTERPRISE The choice for intelligent business strategies Strategische Wissensnetze IAT Gelsenkirchen, 21 Oktober1999 prof. dr. J.F. den."— Presentation transcript:
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 years Philips 4 science policy 14 years external consultant 14 years parttime professor
AGENDA n The silent revolution: URGENCY n The Knowledge Enterprise: VISION n The transformation: CHANGE n Coding & valueing knowledge: CONTENT n “Are we doing the right things?”: knowledge AMBITION.
2 BASIC QUESTIONS n STRATEGY: Are we doing the right things? n ORGANIZATION: Are we doing the right things right?
WHAT IT IS NOT ALL ABOUT: a few misunderstandings. n A new profession n A box full of ICT toys n The return of central expert power n BPR for knowledge workers n Invention of the HRM department n The latest management hype
STEERING ON KNOWLEDGE Doing the right things. Doing the right things right WHAT 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 need the 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 to show you the right way.
THE SILENT REVOLUTION Increasing pace and complexity of change Value shift Fossilized organizations
VALUE SHIFT n Quality, price and pace are not enough to make the difference anymore. n Doing things differently & doing different things; the things others cannot do. n ON BASIS OF UNIQUE KNOWLEDGE!!!!
NEW ROLES n High End service supplier n The specialist n Pioneer n Know how supplier n Global player
SIGNALS n Burn-out of knowledge workers n Too little: high risk/high reward n Time-to-market n Others are faster. n Frequent change of specifications n Too many consultants n NIH-syndrome
SIGNALS cont’d n Recruitment becomes a problem. n Placement becomes a problem. n Personnel turnover. n You are going to imitate others. n You become imitated.
PUT A FROG IN A PAN BOILING WATER n And the frog jumps out. n But place him in cold water on a hot stove n He boils to death.
KNOWLEDGE MANAGEMENT? n KNOWLEDGE MANAGEMENT: n control n solution-driven n subsystems n KNOWLEDGE ENTERPRISE: n development n vision-driven n the system as a whole
THE KNOWLEDGE ENTERPRISE n STRATEGICAL PERSPECTIVE: n The organization as a knowledge developping, knowledge transferring, and knowlegde using system, n Where risky choices must be made.
Impulse Coding: What do we know? Valueing: What do we want to know? The KNOWLEDGE AMBITION Functional demands REDESIGNInstruments: - HRM - ICT - Organization KNOWLEDGE ENTERPRISE: a new configuration
THE KNOWLEDGE AMBITION n The strategic objectives of the knowledge enterprise. n The choice for those competencies which give the organisation competitive advantage in the future.
DEFINING THE KNOWLEDGE AMBITION n Coding: kinds, types, cluster, sets n Linking sets of knowledge n Valueing: core/enabling/exchangeble n Stretching: That is our ambition!
THREE KINDS OF KNOWLEDGE n Functional knowledge n Operational knowledge n Contextual knowledge
KINDS OF KNOWLEDGE
THE KNOWLEDGE TRIANGLE Functional knowledge Contextual knowledge Operational knowledge
CREATING NEW KNOWLEDGE newoperationalknowledge new functional knowledge newcontextualknowledge
Like in mountaineering: fixing three points moving one point steps: not too big not too small STRETCHINGCOMPETENCIES
COMPETENCIES n Core competencies n Enabling competencies n Exchangeable competencies
catched in matter tangible easy to copy EXPLICITKNOWLEDGE
TACIT KNOWLEDGE Between the ears Between the ears Intangible Hard to copy Learning by doing Socialisation Articulation
NATIONALE NEDERLANDEN a new configuration n Focus on customers and areas n Integrated multifunctional teams (acceptance &assessment) n Integration front and back office n Knowledge clusters n Training programme
NATIONALE NEDERLANDEN: KNOWLEDGE SYSTEM Knowledge bank Managementteam coaching, steering, local team coördinator localspecialists trainer
KNOWLEDGE PARADOX n ICT enables us to transfer implicit knowlegde into explicit knowledge. n But as soons as implicit knowledge becomes explicit its value vanishes. n What is crucial: n THE CONTINIOUS FLOW OF KNOWLEDGE