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Balanced Organization: 5 Basic Elements
Leadership
(Fire):
Sources of Knowledge
A knowledge-based enterprise derives
knowledge from various sources that include:
-
Customer knowledge:
customer needs,
perceptions, and motivations, who to contact, customer buying power,
what
differentiation
strategy
and customer services need to be
developed to
win and retain customers, etc.
-
Competitor knowledge:
what competitors are selling now and what they are planning to sell in
the future, what is their strategic
intent, what
competitive
strategies
they use to win in the marketplace.
-
Product knowledge:
the products in the marketplace, who is buying them and why, what prices
they are selling at, and how much money is spent on such products now
and may be spent in future.
-
Process knowledge:
best practices, technology
intelligence and forecasting,
systemic innovation,
cross-functional
synergy
opportunities, etc.
-
Financial knowledge:
capital resources,
where and how to acquire venture capital and at what cost, and the
integrating in financial practices.
-
People knowledge:
knowing people and what
motivates
employees, obtaining
feedback,
the expertise available, and how to go about finding experts.
Managing Knowledge Enterprise
Within a rapidly changing environment of the
new knowledge economy, the latest
information and knowledge is the key to sustained success and
competitive
advantage. In today's e-learning and e-business accelerated world,
information quickly converted into knowledge at the
point of highest business impact is a matter or survival. Switching to
leadership approaches,
employee empowerment,
establishing a continuously
learning organization, knowledge management and
management of knowledge workers
become very important manager's tasks. Knowledgeable workers seek service that
support their knowledge. Unused knowledge depreciates very fast. On the
opposite, using knowledge creates new opportunities which in turn create new
knowledge.
Inspiring
Culture: 5 Elements
Inspiring People: 4 Strategies
Leadership-Management
Synergy
Business
Strategies
in Different Economies
By Jim Botkin2
In the information economy (1970 to
1995), the best strategy was to overinvest in crunching power.
Competitive advantage
accrued to those who invested more than their competitors to process more
data and information more quickly.
In the knowledge economy (1995 to date),
the best strategy is to invest in connecting power. Competitive advantage
accrues to those who invest more than their competitors to connect to more
people and share knowledge faster and farther.
Managing Knowledge
While most managers agree that managing
knowledge is important, few of the can articulate what the value is or how
to become a
learning,
teaching, or coaching organization.
The majority of companies have their knowledge embedded in people and
organizations. It is often intuitive,
tacit, rather than explicit, and is
rarely detailed enough to be especially valuable. Such knowledge often gets
lost when someone leaves the company. "All too often, knowledge exists with
multiple points of view instead of the collective best thinking. It is
occasional but not integral to the business. And, most important, it is
available but not used very much."4...
More
Managing Knowledge Workers
To
lead
knowledge workers effectively and unlock their true potential, you need to
define:
Inspirational Leader: 10 Roles
Loose-Tight Leadership
The Jazz of Innovation: 11 Practice Tips
Organizing Knowledge
Communities
Use entrepreneurial approaches to organize
knowledge communities
within your organization to give it what it needs most –
radical innovation. Knowledge
communities organized around the principles of
entrepreneurship have the best chance at success. Members of these
communities – exciting, entrepreneurial, and highly profitable – would emulate
entrepreneurs
acting less like followers and more like empowered founders and builders
of new organizational value...
More
Entrepreneurial
Leader: 4 Specific Attributes
Innovation in Industrial vs. Knowledge Enterprises...
Three Areas of
Need Present in All
Organizations...
Key Characteristics of High-performance Organizations...
Achieving the Right Balance Between the Whole and the
Parts...
6-A:
Important Traits that Determine Organizational Success...
Establishing an Attitude of Relentless Growth...
Organizational Alignment...
Extended Enterprise...
Organizational Fitness
Profile (OFP) Road-Mapping...
80/20 Theory
of the Firm...
Continuous Corporate Renewal...
Managerial Leadership...
Learning Bottom-Up...
Trust-based
Working Relationships...
How To Bring About Effective Change...
Case Study
GE...
Case Study
British Petroleum...
Case Study
IDEO...
Case Study
Google...
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