浅谈知识管理的未来(英文版)

1、11Dr. Charles M. SavageKnowledge Era Enterprises, Inc.Cable & Wireless OptusMelbourne, October 28, 1999 23AgriculturalIndustrialKnowledge4mSharing of logsmSuperstition: Unlucky to go out twice with the same crewmKnown split of profits from the trip5 Person APerson B6LaborHandsKnowledgeHeadsCapit

2、al: Money & MachinesLand & Resources7LaborHandsKnowledgeHeadsCapital: Money & MachinesLand & Resources8LaborHandsKnowledgeHeadsCapital: Money & MachinesLand & Resources9LaborHandsKnowledgeHeadsCapital: Money & MachinesLand & Resources10LaborHandsKnowledgeHeadsCapital:

3、 Money & MachinesLand & ResourcesEconomy ofScarcityEconomy ofAbundance1112DynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan & Norton, 198813What investments in our customers bring them excellentresults?How can we better organize our knowledge?How do we leverage the valu

4、eof our customers knowledge?How can we use ours and ourcustomers knowledge moreeffectively?Innovating with our customers!14Inventory Turns =Cost of Goods Sold for YearAverage Inventory for YearKnowledge Turns =Ability to Build Upon others Capabilities*Level of Distrust*Others Capabilities = Individu

5、als, Functions, Lines of Business (LOBs), Suppliers, Customers and Customers Customers150.1 0.5 1 5 10Finding Faults Finding Strengths Trust Distrust =Individuals:Functions/Departments:Lines ofBusiness:=Suppliers/Partners:Customers:CustomersCustomers:50.510160 01 12 23 34 45 56 67 78 8Indi vi dualIn

6、di vi dualFuncti onFuncti onLO BLO BSuppl i erSuppl i erC ustom erC ustom erC of CC of C 170 0101020203030404050506060707080809090100100Indi vi dualIndi vi dualFuncti onFuncti onLO BLO BSuppl i erSuppl i erC ustom erC ustom erC of CC of CPossi bl ePossi bl e 18mI find little trust in the organizatio

7、nmOthers are always looking for my weaknesses mMy intellect & emotions are not valued mRelationships are not important19mValues (trust) are keymI must discover others capabilities & aspira- tions to build uponmWe excel in teaming our competencies to seize opportunitiesmLearning enhances earn

8、ings20Tangible AssetsVisible FinanceCashARPPEExternalInternalPersonalCompetenceShort-term DebtLoansStock EquityInvisible EquityObligationKarl-Erik Sveiby21Financial FocusProcessFocusCustomerFocusHuman FocusRenewal & Development Focus22FinancialCapitalHumanCapitalCustomerCapitalInnovationCapitalP

9、rocessCapitalOrganizationCapitalStructuralCapitalIntellectualCapitalMarket Value232425ABCCulture of MistrustCulture of Devaluing262728SupplierCompanyCustomer29CustomersCustomersSupplierCompanyCustomers30Problems & NeedsAspirations & Opportunities31SupplierCompanyCustomersCustomersCustomersNe

10、edsAspirationsTransactionsOpportunities32SupplierCompanyCustomersCustomersCustomersCompanyCustomersSuppliers/PartnersCustomers Customers33SkandiaEnd UsersFunds ManagersBrokersWholesaleAnnuitiesManageFundsSellAnnuitiesInvest inFutureSelectEventsUncertainFutureStudy3484SkandiaEnd UsersFunds ManagersBr

11、okers240085,0001.5 Million35 “x”36TransactionsProduct SolutionsBusiness SolutionsMass CustomizationPartneringDynamic Teaming,Virtual Enterprising &Knowledge NetworkingStructuralCapitalHuman CapitalCustomer/SupplierCapital37DynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan &

12、 Norton, 1988 Your Company in 2001?3839+ / “ X “40ProcessesFinance Learning CustomersImaginativeSystemic(Context Giving) OperationalInterpersonalInter-Organiza-tionalValues Subtracting ValueIndustrial EraDivision &Subdivsion of LaborDistrust &DevaluingFollow InstructionsSWOT41ProcessesFinanc

13、e Learning CustomersImaginativeSystemic(Context Giving) Values Multiplying ValueKnowledge EraOperationalInterpersonalInter-Organiza-tionalBenchmarking& BenchbreakingDialoguing &Innovating withCustomersTeaming &AlliancingRedefing Rules &Seizing Opportunities42Intelligence and knowledg

14、e with unique insights your competitor cant envisionInnovative products with superlative value your competitor cant createInnovative processes with extraordinary speed and efficiency your competitor cant matchHigh integrity relationships with superior collaboration and loyalty your competitor cant achieveGlobal Creativity431.Build upon energy & strengths through a culture of trust (Clear Values and Guiding Principles)2.Seize opportunities through strategic dialogue with suppliers & customers (Dynamic Teaming)3.Team capabilities and aspirations to grow