Scan the environment for examples of changing best practices, business models, and strategies; collect competitive intelligence on market leaders and innovators both from inside and outs
Trang 1S t a n d a rds, Processes and Marketplaces for e-Knowledge
Eve ry organization needs to pre p a re for the implications of advances in In t e r n e t technologies and standards, and the extended sharing of e-knowledge thro u g h
p a rtnerships and marketplaces The
fol-l owing two actions wifol-lfol-l pre p a re organiza-tions for the seamless internal and external sharing of know l e d g e
Monitor the latest developments in standards and processes for information sharing Translate into clear explanations
of the implications of e-knowledge standards for your enterprise Develop organizational stories of e-knowledge transformation.
Your organization should be aware of technology and standards deve l o p m e n t s and their implications relating to the
fol-l owing key are a s :
• e-learning and e-know l e d g e
• In t e r n e t / Semantic We b / Gr i d
• Web services (XML, SOA P, UDDI,
W S D L )
• “ Di s ru p t i ve” technologies as they
e m e r g e Translate these new and pro s p e c t i ve deve l-opments into succinct and believa b l e descriptions of organizational
transforma-t i o n
a Cross-functional Wo rking Teams and Web Sites for Pooling In s i g h t s This is an
i m p o rtant role for a small working team in your organization, with membership drawn
f rom across the enterprise In a unive r s i t y, this would invo l ve participants from the CFO, library, IT Division, and academic affairs areas In a trade association,
tech-n o l o g y, marketitech-ng, membership, pro d u c t
d e velopment, and publications would need to engage Corporate working gro u p s would need to reflect the full spectrum of
p l a yers The arcane details of standard s
d e velopment are well beyond the intere s t
of all but a few, but the implications touch
e ve ry part of the organization
b Engage Broad Cro s s - Sections of the Enterprise in St o rytelling about eKn ow l -edge Do n’t just share stories (of successes
and failures); get people to tell t h e i r
stories Get them to talk about the use of
e - k n owledge in their words as a way to
d i s c over the importance of standards Us e the enterprise portal/intranet to share stories, ideas, and perspectives, and to stimulate dialogue with broad cross sec-tions of the organization The consensus-building phase of standards deve l o p m e n t and understanding e-knowledge is all about developing common understanding based on industry re q u i rements and input
c Pa rticipate in Ex t e rnal Wo rking Gro u p s
If your organization has a stake in the out-comes of standards development then it needs to discern a point of engagement in the process Possible choices include IMS, W3C, IEEE LTSC, GKEC, PRO M E-TEUS, or national standards bodies
E x e m p l a ry Resourc e s :
A rticulating the Importance of e-Knowledge for an Enterprise
Many organizations have touted the
i m p o rtance of these developments for their stakeholders Check out the follow-ing examples of organizational documents:
• e-Learning Technical St a n d a rd s NHSU Project Management Gro u p
w w w d o h g ov u k / n h s u n i ve r s i t y /
• St a n d a rds Australia Knowledge Po rt a l
k n ow l e d g e s t a n d a rd s c o m a u
• World Bank Web site for insights on
s t o rytelling in knowledge management
w w w w o r l d b a n k o r g
Tr a n s f o rm ing e-Kn owledge
1 4 8
Achieving Success in the Emerging e-Knowledge Industry
The micro-modular-based
model is a revolution coming in
the world of content that
promises to be as radical and as
profound as any that have
preceded, including the printed
word, the Gutenberg press, and
HTML on the Web
Wayne Hodgins
9
S t a n d a rd s
Trang 2Tr a n s f o r min g e- Kno wle dge 1 4 9
Develop policies, protocols, and
i n f r a s t ru c t u res for knowledge asset
management (KAM) and extern a l
knowledge sharing Participate in
i n t e rnal and external e-knowledge
sharing to acquire experience and to
develop and hone these capabilities
Identify the elements needed for your
orga-nization to re c o g n i ze, digitize, and manage
its knowledge assets and make better use of
internal and external knowledge re s o u rc e s
De velop processes that enable you to
m o n i t o r, meter, and exchange learning
objects and other digitized content
inter-nally and with external parties and mark e
t-places Key considerations include:
• Legal issues, digital rights management
(DRM) policies and pro c e s s e s ;
• Relationships with publishers, re p o s i t
o-ries, and marketplaces, and other digital
rights management part n e r s ;
• Technical infrastru c t u res and pro c e s s e s ;
• Best practice business models fro m
learning object trading exc h a n g e s ;
• KAM and DRM specification pro g re s s
f rom appropriate standards bodies; and
• Cost accounting capabilities to measure
the cost of e-knowledge and drive
pro-g re s s i ve reduction in these costs
To develop perspective on these issues,
check what leading organizations or
con-s o rtia are doing—IMS, MERLOT, OKI,
ADL co-labs, COLIS, and national
learn-ing object exchanges, such as the Au
s-tralian Learning Federation
Knowledge asset management
must also include knowledge
embedded in communities of
practice and accessible thro u g h
interaction with them.
Plan for and develop the infrastru c t u re s , policies, and pro c e d u res that will enable your organization to participate in
e-k n owledge mare-ketplaces Wo re-k to find ways to leverage your organization’s exist-ing disparate collections of digital know l-edge (in learning management systems, CRM systems, and the many databases it depends upon, as well as within commu-nities of practice) to develop capabilities in managing e-know l e d g e
a Early Adopters Ha ve De veloped Po l i c i e s and Pro c e d u re s Few organizations have
adequately developed the policies, pro c
e-d u res, ane-d infrastru c t u res necessary to par-ticipate in e-knowledge mark e t p l a c e s These need to deal with the elements of authentication, authorization, access, rights management, and financial transac-tion Over time, standard policies, con-tracts, and terms will emerge Digital rights management will be an increasingly impor-tant function for learning organizations of all kinds Once again, a small work i n g
g roup can be utilized to assess the
enter-p r i s e’s current state of develoenter-pment, future needs, and means of closing the gap
b Pa rticipate in the De velopment of Repositories and Ma rketplaces Or g a n i z
a-tions should develop the necessary capaci-ties and relationships to make their
e - k n owledge available to repositories, mar-ketplaces, and other digital rights
organizations to develop competencies in
e f f e c t i ve digital rights management It will also expose them to emerging best prac-tices Mo re ove r, it will hone their skills in digitizing content, context, pedagogical notes, insights, managing metadata, and all
of the components of effective learning
e x p e r i e n c e s
E x e m p l a ry Resourc e s : Enterprise Policies, Pro c e d u re s and Infrastru c t u re s
See re s o u rces re f e renced in Chapter 5.
Achieving Success in the Emerging e-Knowledge Industry
Inevitably, across society, large-scale shifts to electronic formats will occur In the publishing world, the big questions centers
on whether these shifts will be driven by publishers acting alone, or will the shift to digital publishing result from
collaboration with other institutions, companies, and cultural entities yet to be developed
Gordon Freedman
10
Knowledge Sharing
Trang 3Tr a n s f o rmi ng e-Knowledge
1 5 0
Achieving Success in the Emerging e-Knowledge Industry
1 Engage the enterprise on the subject of e-knowledge.
Use storytelling to explore how individuals alre a d y
experience knowledge Mobilize energies fro m
g r a s s roots to CEO and Board
2 Develop a knowledge strategy for the enterprise that
brings into alignment: 1) management of the
e n t e r p r i s e ’s knowledge assets, and 2) the enterprise’s
business plans to achieve mission and goals
3 S u p p o rt a wide variety of knowledge management and
community of practice pilots throughout the enterprise.
Enable diff e rent expeditions and multiple trajectories,
operating in parallel.
4 Scan the environment for examples of changing best
practices, business models, and strategies; collect
competitive intelligence on market leaders and
innovators both from inside and outside the industry.
E n e rgetically benchmark e-knowledge practices.
5 Establish reducing the cost of knowledge sharing as an
i m p o rtant enterprise goal Begin to put in place the
i n f r a s t ru c t u res, policies, processes, and mechanisms
place to achieve that goal
6 Take a “Value on Investment” (VOI) perspective to
planning for your org a n i z a t i o n ’s ICT infrastru c t u re and
knowledge ecology Develop visions, plans, and
strategies for your Enterprise Applications Infrastru c
-t u re and Solu-tions (EAIS), shaped by VOI and guided by
perspectives on potential e-knowledge jump shifts.
7 Focus on key elements of Enterprise Applications
I n f r a s t ru c t u re and Solutions” (EAIS): a) Web site and
p o rtal capabilities to create the “experience gateway, ”
enabling pro g ressive discovery of WINWINI; b) fusion of
mission-central applications; c) pro g re s s i v e
implementation of Web services; and d) wire l e s s
initiatives and mobile work/learning pilots.
8 Initiate change in the enterprise knowledge ecology: a)
p rocess reinvention and innovation; b) change the
knowledge culture; c) elevate the understanding of
knowledge flows, communities of practice, and
knowledge as social interactions; d) make the
enhancement of individual and enterprise e-knowledge
capabilities an organizational priority for human
re s o u rces development.
9 Monitor the latest developments in standards and
p rocesses for knowledge sharing Translate into clear
explanations and stories about the implications of
e-knowledge standards for the enterprise
1 0 Develop policies, protocols, and infrastru c t u res for
knowledge asset management and external knowledge
sharing Participate in internal and external e-knowledge
sharing to acquire experience and develop and hone
these capabilities.
O rganizational storytelling about experiencing e-knowledge is the way to engage your enterprise in understanding the changes and challenges of the next decade, Conversation is the coin of the realm of the Internet culture , But it’s not just about talk You must also “walk the talk” by deploying technology tools that change the manner in which you use knowledge in decision making and in your core enterprise pro c e s s e s
A concise, cogent strategy sets the stage for more effective knowledge management and for initiatives that establish competitive advantage Knowledge strategy must be explicitly stated in business plans.
While the organization needs an integrated enterprise applications
i n f r a s t ru c t u re for knowledge sharing, the practice of knowledge management may vary among diff e rent process teams and communities of practice Your enterprise should encourage expeditionary experimentation and sharing of success stories among diff e rent communities of practice.
Enterprises cannot aff o rd to leave knowledge strategy and e-knowledge best practices to chance Since most paradigm-busting innovations come fro m outside the circle of market leaders, enterprises must scan the e-knowledge horizon broadly for emerging concepts, innovations, best practices, business models, and strategies.
Reducing the cost of knowledge and enhancing knowledge sharing experiences are long-term goals but enterprises must begin to develop cost accounting capabilities immediately.
VOI is a facile instrument for focusing your enterprise on the innovative and
t r a n s f o rmative uses of ICT It attracts attention to infrastru c t u re , applications, and solutions development as an essential strategic issue See Chapter 5 for details.
These elements of EAIS are high priority and must engage a broad cro s s -section of the enterprise community; it’s too important to be left to technologists, alone See Chapter 5 for details.
Enterprise knowledge ecology will be one of the most important topics of the next decade Changing the culture re q u i res identifying specific, concre t e ways of using e-knowledge to build competitive advantage, then using examples to engage people and change how they feel about their behavior Knowledge ecology is best changed through specific initiatives that impro v e
an important process rather than broad enterprise-wide attempts at cultural change See Chapter 5 for details.
Developments in standards, technologies, and marketplaces provide a small working group with a sterling opportunity for storytelling See Chapter 4 for details.
Enterprises need to roll up their sleeves and dig into the nuts and bolts of e-knowledge repositories and external knowledge sharing See Chapter 4 for details.
S u m m a ry: Ten Ways to Accelerate Your Org a n i z a t i o n ’s Readiness for e-Knowledge
Best Practice, Business Models, and Strategies
O rganizational Infrastru c t u res, Processes, Competencies, and Culture s
S t a n d a rds, Processes, and Marketplaces
Trang 4Tr a n s f o r min g e- Kno wledge 1 5 1
Mobilizing the enterprise community on
the subject of e-knowledge is the most
i m p o rtant of the ten immediate actions
Be f o re this can occur successfully, we must
understand the art of communication and
change in the Internet culture It’s not
about pushing a powe rful message and
s t r a t e g y, fully formulated and ready for
action It’s about storytelling, adding
value, and changing how people f e e l a b o u t
change and the future
The reason so many change initiatives
fail is that they rely too much on
data gathering, analysis, report
writing, and presentations instead of
a more creative approach aimed at
grabbing the feelings that motivate
useful action.
John Kotter, 2002
L e a rning fro m
The Cluetrain Manifesto
This book with the peculiar name was
written by four practitioners specializing
in new media and communicating via the
Internet It started out as a Web site,
attracting interested participants who
o f f e red their perspectives on how the
Internet was changing the rules and ro
tines of business communication Eve n t
u-a l l y, the C l u e t ru-ain Mu-a n i f e s t o Web site grew
to contain 95 theses about
communica-tion and commerce in the Internet world
and a wealth of insight about how
prac-tices are changing The book was mere l y
a printed version of the nuggets that we re found in the stream of conversation that ran through the Web site
The Cluetrain Manifesto offers a simple
thesis: The Internet is a throwback to the days when commerce was conducted in the
b a z a a r Commerce was about the conve r s a-tions through which eve rything was dis-cussed and negotiated: the nature of the
p roduct, its value, its price, and its terms of
e xchange Over the course of time, the con-versations shaped and personalized pro d u c t offerings and what individuals thought of the products and those whose mark was upon them Voice—the authentic expre s-sion of the individual that is present in the
w o rk of our hands and our minds—is as
p resent in the Internet as it was in the
com-m e rce of the bazaar The work of the In t e r-net is carried on through conve r s a t i o n — Web pages, e-mail, discussion gro u p s , blogs, klogs, product offerings, and com-munities of practice—that give new forms
of expression to the human voice in our organizations, be they colleges and unive r-sities, corporations, trade associations, gov-ernment agencies, or philanthro p i e s
We don’t know what the Web is for but we’ve adopted it faster than any technology since fire.
David Weinberger
To be effective, communication in the Internet Age must engage people in authentic conversations through which they discover meaning, especially for new ideas and concepts These concepts can
be put to work in our enterprises, to understand the potentials of e-know l-edge The liberating impact of In t e r n e t
c u l t u re is not limited to people’s interac-tions via the Internet; it influences other interactions as we l l
Achieving Success in the Emerging e-Knowledge Industry
Successful change leaders identify a problem in one part
of the change process, or a solution to a problem Then they show this to people on ways that are as concrete as possible But whatever the method, they supply valid ideas that go deeper than the conscious and analytical parts of our brains— ideas with emotional impact
John P Kotter and Dan S Cohen
Mobilizing Leaders,
Policy Makers, and Practitioners
Trang 5Tr a n s f o rming e-Knowledge
1 5 2
Achieving Success in the Emerging e-Knowledge Industry
If your
objective is:
1 To communicate a
complex idea and
spark action
You need
a story that:
- is tru e
has single pro t a g o nist who is pro t o -typical of your
a u d i e n c e
Your story will need to:
- focus on the positive
o u t c o m e
- be told in a minimalist
f a s h i o n
You will also need to take these actions:
- frame the story so that the audience is
l i s t e n i n g
- p rovide “guide-rails”
that help direct the listener towards the hoped-for insight
Your story will use
or inspire these
p h r a s e s :
“Just think ”
”Just imagine ”
“What if ”
your audience will “get” the idea and be stimulated to launch into action
7 To lead people into
the future
- is about the future
- c a p t u res the basic idea of where you are
h e a d i n g
- focuses on a positive
o u t c o m e
- be told with as little detail as needed to understand the idea
- be evocative
- resonate with the
l i s t e n e r s
- p rovide context fro m past and pre s e n t
- make sure that people
a re ready to follow (if not, use type #1
s t o ry, i.e a story to spark action)
“When do we start ? ”
“ L e t ’s do it!”
your audience will understand where they are heading for
6 To transmit values - exemplifies your
values in action
- is relevant to the
“ h e re and now”
- is moving
- is believed
- p rovide context
- be consistent with the actions of the
l e a d e r s h i p
- make sure your actions are consistent with your story
- make sure the context
of your story fits the
l i s t e n e r s
“ T h a t ’s so right!”
“ We should really do that all the time!”
your audience will understand how things are done
a round here
5 To communicate who
you are
- reveals some stre n g t h
or vulnerability in your
p a s t
- is tru e
- is moving
- be told with context - make sure the
audience has the time and the interest to hear your story
“I didn’t know that about you!”
“How intere s t i n g ? ”
your audience will have a better understanding of who you are as a person
4 To tame the
grapevine and
neutralize negative
g o s s i p
- reveals humor or
i n c o n g ruity either in the bad news, or in the author of the bad news, or in the
s t o ry t e l l e r
- is tru e
- be amusing or
s a t i r i c a l
- be a blend of tru t h and caring for the object of the humor
- make sure that the bad news is indeed
u n t ru e
- commit yourself to telling the tru t h , however diff i c u l t
“ You got to be kidding!”
“ T h a t ’s funny!”
“I’d never thought about
it like that before ! ”
your audience will realize that the gossip or the bad news is either untru e
or unre a s o n a b l e
3 To share inform a t i o n
and knowledge
- includes a pro b l e m , the setting, the solution, and the explanation
- c a p t u res the granularity of the relevant area of
k n o w l e d g e
- reflect multiple
p e r s p e c t i v e s
- be focused on the
d i fficulties and how they were dealt with
- verify that the story
is in fact tru e
- c ross-check with other experiences
” We’d better watch that in future ! ”
your audience will understand how to do something and why
2 To get people
working together in a
g roup or community
- is moving
- is interesting to the
l i s t e n e r s
- is a story about a subject that the listeners also have
s t o r i e s
- be told with the
c o n t e x t
- establish an open
a g e n d a
- engender a process of
s t o ry swapping
- have an action plan
re a d y
“That reminds me ” your audience will be
ready to be working together more
c o l l a b o r a t i v e l y
When successful, your story will have the following
i m p a c t : THE SEVEN HIGHEST VALUE FORMS OF ORGANIZATIONAL STORY T E L L I N G
* Excerpt from a forthcoming book by Stephen Denning, entitled The Squirrel: The Se ven Highest Value Fo rms of Organizational St o ry t e l l i n g ,
of which advance chapters are available at www s t e ve d e n n i n g c o m / s q u i r re l h t m
Trang 6Tr a n s f o r m ing e-Knowledge 1 5 3
Achieving Success in the Emerging e-K nowledge Industry
Engaging Conversations, Revealing
Stories, Expeditions of Discovery
The scene has been repeated in
enter-prises of all kinds, from Sydney to Sa n
Francisco to South Hampton In d i v i d
u-als, teams, and communities of practice
c o n f ront the future through conve r s a t i o n
and a spirit of expeditionary discove ry
Communities at the World Bank share
stories to re veal old insights in order to
understand fresh challenges Cro s s
-campus teams at Eastern Michigan Un
i-versity answer the question, “How will
the university portal enable me to
expe-rience the Un i versity if I am a student,
a faculty, an employee, a parent, an
alumni, or legislator?” Member leaders
and staff at the American Association of
Pharmaceutical Scientists tell stories
about the ecology of interactivity at their
annual meeting in order to understand
h ow to extend and enhance the meeting
t h rough e-know l e d g e
The first challenge for enterprise leader-ship is not for the management team to make the right decisions about e-know l-edge Rather the challenge is how to engage the enterprise community in
re vealing conversations and story t e l l i n g , focused on real issues, challenges, and
o p p o rtunities, so that the right decisions can be illuminated and emerge En g a g i n g the enterprise on the subject of e-know l-edge, through storytelling and conve r s a-tion is an indispensable strategy
In his forthcoming book, The Squirrel: T h e
Se ven Highest Value Fo rms of Or g a n i z a -tional St o ry t e l l i n g , Stephen De n n i n g
describes the range of uses to which story-telling can be put in the course of organi-zational change De n n i n g’s perspective s can be deployed in any setting to prov i d e the experiential, emotional, and factual foundations needed for people to engage and discover the future
The tension between innovation and stability means the
application’s portfolio of a company’s information infrastructure is constantly churning.
C.K Prahalad and M.S Krishnam
Trang 7Tr a n s f o rm ing e-Kn owled ge
1 5 4
Achieving Su ccess in the Emerging e-K nowledge Ind ustry
One of the ten immediate actions
i n vo l ved is developing a knowledge
strat-e g y En t strat-e rprisstrat-es should dstrat-evstrat-elop an strat-explicit
k n owledge strategy in order to focus atten-tion on the e-knowledge imperative T h i s strategy cannot be voluminous if it is to succeed in capturing attention and
e voking the imagination of the enterprise’s stakeholders Indeed, some of the best examples of knowledge strategies are concise statements that may not even be labeled by such a grand term as “know l-edge strategy ”
Knowledge Strategies in
D i ff e rent Settings
Many of the enterprises already cited are guided by knowledge strategies or some
e q u i valent, explicit statement Consider the following examples from corporate, education, association, and gove r n m e n t a l
e n v i ro n m e n t s
• Boeing Corporation’s use of wire l e s s technology to bring design and assem-bly knowledge to the manufacturing floor has created an “augmented re a l i t y”
e n v i ronment for its assembly work e r s that will only increase with the intro-duction of ambient technology Mo re-ove r, the use of “s m a rt manufacturing”
has transformed many aspects of the assembly of large aircraft parts from a
“cut and fit art” to a technology-drive n science Boeing and other firms in this
i n d u s t ry know that knowledge drive s
e ve ry aspect of the design and manufac-turing of their products and is funda-mental to competitive adva n t a g e
• The Un i versity of Southern Qu e e n s l a n d has clear strategies for using know l e d g e
as a differentiator in its learning experi-ences These understandings are
sup-p o rted by Professor Ta y l o r’s seminal
a rticle, “Fifth Generation Di s t a n c e Learning,” which cogently art i c u l a t e s
the centrality of e-knowledge in the new
“killer apps” for fifth generation dis-tance education
• The American Association of Ph a r m a-ceutical Scientists develops its pro d-ucts, services, and experiences aro u n d the strategic insight that personalize d , satisfying access to current, continu-ously evolving knowledge is an indis-pensable re s o u rce for pharmaceutical scientists and those who want to asso-ciate with them
• The Knowledge Ne t w o rk launched by the UK government has been guided by the simple understanding that many
g overnment services re q u i re cro s s
-d e p a rtmental conversation an-d rational-ization, based on the sharing of
k n owledge and insight during policy and service deve l o p m e n t
A cogent, explicit knowledge strategy shapes business plans and initiatives, as in the following example
The American Health Information Man -agement Association (AHIMA) A H I M A’s motto is “quality healthcare thro u g h quality information.” AHIMA re p re s e n t s 40,000 professionals serving the informa-tion needs of the U.S healthcare system,
as manifested by managing, analyzing, and utilizing the data used in a patient’s
re c o rd Clearly, this association must be a leader in information and knowledge if it
is to meet its members’ needs, plus the needs of its members’ supervisors, clients, and patients—the true source of indis-pensability to its members
First, identify business
imperatives and the
information contribution
Four critical imperatives are
gaining agility, leveraging
knowledge, enhancing quality,
and reducing costs.
Marianne Broadbent
Developing a Knowledge Strategy that Drives Enterprise Initiatives
Trang 8AHIMA engaged in a strategic planning
p rocess that set the goals of establishing
indispensable relationships with members,
customers, makers of health care policy,
and other stakeholders The planning
p rocess launched four expeditionary
ini-t i a ini-t i ves ini-thaini-t would be used ini-to posiini-tion
AHIMA for competitive advantage and
d i s c over a new level of relationship with its
members Two of these expeditions
explicitly dealt with creating and sharing
k n ow ledge with members, non-member
customers, and other stakeholders
• Defining, Mapping, and Providing the
Body of Kn owledge (BoK) for the Pro
-fession A H I M A’s CEO and Board re
c-o g n i zed that its stature as a re n c-ow n e d
k n owledge provider was a benchmark of
its value to members and its perc e i ve d
standing in the health care field So they
made knowledge a strategic imperative
Fi r s t, they stated their strategic intent to
define the “body of know l e d g e” for
health information management and to
access that BoK from the AHIMA We b
site and portal, offering some elements
for members only In the process of
defining the BoK and linking to its
components, AHIMA affirmed its
concern that it did not own an iconic
text for Health Information Ma n a g
e-ment (HIM) T h e re f o re, over the course
of two years, AHIMA completed a
com-p re h e n s i ve, contemcom-porary text for
two-year programs and commissioned a
similar text for four-year pro g r a m s
Se c o n d, AHIMA made the provision of
k n owledge and participation in
co-cre-ation and learning a centerpiece of its
p o rtal experience Its value pro p o s i t i o n
positions knowledge sharing at the heart
of its aspiration to become indispensable
to HIM pro f e s s i o n a l s
• Growing Communities of Pr a c t i c e.
AHIMA explicitly decided to re d i re c t
the energies of staff and members fro m
its governance model to a community of
practice model Two forces motiva t e d the change: 1) the existing gove r n a n c e model was overly complex, draining the
a s s o c i a t i o n’s energies, and 2) the
associ-a t i o n’s opportunities we re found in mobilizing its members’ expertise in the emergent practice areas of the pro f e s-sion To become indispensable to its members, AHIMA needed to become the place where the conversations of
g reatest meaning to practitioners we re
c o n vened, with members and non-member customers being co-creators of value, not just consumers
AHIMA developed an enterprise
p o rtal that transformed its Web site ( w w w.ahima.org) into the gateway for members, non-member customers, and other stakeholders Se veral geographi-cal communities continued to exist,
l e f t over from the geographical base of
A H I M A’s governance model But the
n ew communities of practice that have
e vo l ved have been allowed to emerge
b i o l o g i c a l l y, in response to the deve l-oping trends and interests in the field, not a predetermined arc h i t e c t u re , established by staff or member leaders
As a result, the new communities of practice reflect a combination of tradi-tional topics like Medical Re c o rd s Coding (6,812 participants), and emergent interests like Home Coding (800 members who work from home offices), JCAHO Ac c reditation St a
n-d a rn-ds, APCS (2,501 participants), ann-d Acute Care (1,673 part i c i p a n t s )
A case study describing AHIMA’s know l-edge strategy, its expeditionary initiative s , and its prospects for the next several ye a r s may be found at
w w w t r a n s f o r m i n g e k n ow l e d g e i n f o
In explicitly stating the centrality of
k n owledge, AHIMA shaped all four of its expeditions, plus all of its tactical business plans for both ongoing operations and
n ew initiative s
Tr a n s f o r m ing e-Knowledge 1 5 5
Achieving Su ccess in the Emerging e-K nowledge Industry
Becoming a global company once meant penetrating markets around the world But the demands of the Knowledge Economy are turning that strategy on its head Today, the challenge is to innovate by learning from the world
Yves Doz, Jose Santos and Peter Williamson
Trang 9Tr a n s f o rmi ng e-Knowledge
1 5 6
Focusing on Sources of Competitive Advantage
In The Discipline of Ma rket Leaders,
Michael Treacy and Fred Wiersma (1999) describe how an assortment of iconic enterprises achieved long-term success
Tr a d i t i o n a l l y, market leaders assess and respond to the strategic opportunities in their marketplaces, selecting the one essential strategic element for their busi-ness Then they focus their energies and special, pro p r i e t a ry tacit knowledge on that single element to achieve world-class
p e rformance For some enterprises, their key was operational excellence, re s u l t i n g
to competitive advantage in cost and timeliness; others chose to create gre a t
p roducts, becoming re c o g n i zed as leaders
in innovation and quality; still others focused on customer intimacy, deve l o p i n g intimate relationships with customers and other stakeholders While the other two elements of performance are import a n t ,
intelligent enterprises found ways to
d e l i ver world-class performance thro u g h
o u t s o u rcing and strategic alliances with
p a rtners who possessed special tacit
k n owledge on how to excel along that
p a rticular vector of perf o r m a n c e
Examples of Co m p e t i t i ve Ad va n t a g e
In developing a knowledge strategy, individuals should focus on each of these
t h ree elements of performance to deter-mine how e-knowledge could delive r
c o m p e t i t i ve advantage for your enter-prise, given its particular set of opport u-nities and challenges What would such
an analysis have yielded for some of our e x a m p l e s ?
• B o e i n g’s products are world class, but in the hyperc o m p e t i t i ve aircraft industry, with a few massive competitors, intelli-gent manufacturing has come to be a
p owe rful differe n t i a t o r, leading to re vo-lutions in cost control, timeliness, and
Achieving Success in the Emerging e-Knowledge Industry
Most strategic planning involves
preparing dense documents
filled with numbers and jargon.
But building the process around
a picture yields much better
results.
W Chan Kim and
Renee Mauborgne
A company that builds a
portfolio of initiatives in areas
in which it enjoys advantages of
familiarity can prosper even
amid uncertainty.
Lowell L Bryan
The Lenses of Competitive Advantage
Trang 10Tr a n s f o r min g e- Kno wledge 1 5 7
customization of products Howe ve r,
other differentiations could emerge on
the product side For example applying
intelligent manufacturing to the
ergonomics of the cockpit could cre a t e
a new standard for usability
• AHIMA and AAPS would most
cer-tainly have found that their re l a t i o n s h i p
with members and customers (customer
intimacy) was their most strategic asset,
but only if they could use that re l a t i o
n-ship to engage the members and
cus-tomers to be both consumers and
c o - c reators of knowledge and insight in
their fields
• The Un i versity of Southern Qu e e n s l a n d
e n j oys several vectors of competitive
a d vantage First, its relationships and re
p-utation with satisfied students, educators
and guidance counselors, and civic
leaders (distributed across Au s t r a l a s i a )
p rovide the basis for a pipeline of future
learners Second, the nature of USQ’s
learning experience (either purely virt u a l
or blended learning) provides a
distinc-t i ve, engaging, conveniendistinc-t learning
expe-rience that invo l ves learners as co-cre a t o r s
and offers a highly competitive price
• The Knowledge Ne t w o rk in the UK
t h r i ves based on developing a
world-class product, public policy based on
c ro s s - d e p a rtmental conversation and
rationalization and the capacity to
engage citizen feedback to tune and
co-c reate effeco-ctive polico-cy and implementation
Changing Ma rket Leadership Taken a
step or two furt h e r, such an analysis
sug-gests that e-knowledge is changing the
dimensions of market leadership and
competition advantage
First, e-knowledge is an import a n t
i n s t rumental factor in the creation of
p roducts, services, experiences, and
k n owledge It can be leveraged to re d u c e
costs, improve quality and timeliness,
and personalize offerings
Second, as products and services become
m o re and more defined by the experience
in which they are embedded or thro u g h which they are engaged, e-knowledge and interactivity become even more essential
c o m p e t i t i ve factors
T h i rd, many e-knowledge-rich pro d u c t s ,
s e rvices and experiences are pro d u c e d
t h rough co-creation with learners, cus-tomers, members, citizens, suppliers, alumni, and other kinds of stakeholders
C o - c reation causes an irre vocable blur-ring of the boundaries between cus-tomer intimacy; products, services, and experiences; and operational exc e l l e n c e New competitors can take advantage of the power of co-creation to unseat
m a rket leaders that do not provide the capacity to create indispensable re l a-tionships based on co-creation thro u g h communities of practice
Making e-Kn owledge Pa rt of En t e r p r i s e Plans and In i t i a t i ves The worse thing
that can be done with e-knowledge is to
c reate a set of stand-alone knowledge
ini-t i a ini-t i ves Wiini-thin many enini-terprises, ini-thaini-t is what has happened to knowledge manage-ment and enterprise learning They have become initiatives in themselves, not a strategic element of the enterprise’s
work-f l ow and business plans
Experience dictates that e-knowledge must
be part of a unified, varied toolkit that includes infrastru c t u re deve l o p m e n t ,
p rocess re i n vention, knowledge manage-ment, enterprise learning, and fostering communities of practice If effective l y
m o b i l i zed, the concept of e-know l e d g e can muster strategic support and generate
a knowledge strategy that drives identifi-able elements in the enterprise’s business plans and initiative s
Achieving Success in the Emerging e-Knowledge Industry
C o - c reation Fuses the Lenses