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6 Νοε 2013 (πριν από 3 χρόνια και 7 μήνες)

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Transforming Knowledge:

The 21 Century Wealth Driver

Dr. Charles M. Savage

Knowledge Era Enterprises, Inc.

“Shaping our Future …”

Cable & Wireless Optus

Melbourne, October 28, 1999




3

Knowledge, A Map Please?

4

Historical Eras

Agricultural

Industrial

Knowledge

5


Sharing of logs





Superstition: Unlucky
to go out twice with
the same crew





Known split of profits
from the trip

Whaling Industry …

Prototype of Knowledge Intense Industry

6

Knowledge & Energy

Aspirations

Capabilities

Aspirations

Capabilities





































Person A

Person B

7

Sources of Wealth:

Agricultural Era

Labor

Hands

Knowledge

Heads

Capital: Money & Machines

Land & Resources

8

Sources of Wealth:

Industrial Era

Labor

Hands

Knowledge

Heads

Capital: Money & Machines

Land & Resources

9

Sources of Wealth:

Knowledge Era

Labor

Hands

Knowledge

Heads

Capital: Money & Machines

Land & Resources

10

Sources of Wealth:

Labor

Hands

Knowledge

Heads

Capital: Money & Machines

Land & Resources

11

Sources of Wealth:

Labor

Hands

Knowledge

Heads

Capital: Money & Machines

Land & Resources

Economy of

Scarcity

Economy of

Abundance

12

New Vortex of Understanding about

Knowledge Era






Organizational Learning

& Self
-
Organizing

The Web

Intellectual Capital

Core Competencies

Innovation

Knowledge Management

Emotional Intelligence

Dynamic

Stable

Complex

Simple

Pace of Change

Knowledge Requirements

Nolan & Norton, 1988

Vision

Strategy

Culture

Values


Balanced

Scorecard


Customers

Finance

Learning & Development

Processes

What investments in our

customers bring them excellent

results?

How can we better organize

our knowledge?

How do we leverage the value

of our customers’
knowledge
?

How can we use ours and our

customers’ knowledge more

effectively?

Innovating with

our customers!

15

Inventory Turns =

Cost of Goods Sold for Year

Average Inventory for Year

Knowledge Turns =

Ability to Build Upon other’s Capabilities*

Level of Distrust

*Other’s Capabilities = Individuals, Functions, Lines of


Business (LOBs), Suppliers,


Customers and Customers’


Customers

Knowledge Turns

16

0.1 0.5 1 5 10

Finding Faults Finding
Strengths

Trust Distrust

=

=

=

=

=

=

=

Individuals:

Functions/

Departments:

Lines of

Business:

=

=

Suppliers/

Partners:

Customers:

Customers’

Customers:

5

0.5

10


Knowledge Turns
(2)

17

Knowledge Turns: Results

0
1
2
3
4
5
6
7
8
Individual
Function
LOB
Supplier
Customer
C of C

18

Knowledge Turns: Results

0
10
20
30
40
50
60
70
80
90
100
Individual
Function
LOB
Supplier
Customer
C of C
Possible

19

Industrial Era:

Conceptual Confinement

Help!!


I find little trust in the
organization


Others are always
looking for my
weaknesses


My intellect & emotions
are not valued


Relationships are not
important

20

Knowledge Era:

“Production” through Dialogue


Values (trust) are key


I must discover
others’ capabilities &
aspira
-

tions to build
upon


We excel in teaming
our competencies to
seize opportunities


Learning enhances
earnings


21

Tangible Assets

Visible Finance

Cash


AR


PPE



External


Internal


Personal

Competence

Short
-
term
Debt


Loans


Stock Equity



Invisible Equity



Obligation

Karl
-
Erik Sveiby

Customer Capital


Structural Capital


Human Capital

Key Elements of Knowledge
Capital

22

Financial Focus

Process

Focus

Customer

Focus

Human Focus

Renewal & Development Focus

IC Framework at Skandia

23

Skandia Navigator Model

Financial

Capital

Human

Capital

Customer

Capital

Innovation

Capital

Process

Capital

Organization

Capital

Structural

Capital

Intellectual

Capital

Market Value

Industrial Era


Agricultural Era


Adam Smith

James Watt

Henri Fayol

Frederick W. Taylor

Industrial Era


Agricultural Era


Industrial Era


Agricultural Era

A

B

C

Culture of Mistrust

Culture of Devaluing

Industrial Era

Knowledge Era

Agricultural Era

Master Servant Relationship

With One Another

Employer
-
Employee

Concept

“+/



“X”

Industrial Era

Knowledge Era

Agricultural Era

29

Supply Chain

Supplier

Company

Customer

30

Supply Chain
-

extended

Customers’

Customers

Supplier

Company

Customers

31

Customers’ Needs and
Aspirations

Problems &

Needs

Aspirations &

Opportunities

32

Supply Chain: Needs & Aspirations

Supplier

Company

Customers

Customers’

Customers

Needs

Aspirations

Transactions

Opportunities

33

Valuing Cluster: Interactive View

Supplier

Company

Customers

Customers’

Customers

Company

Customers

Suppliers/Partners

Customers’ Customers

34

Skandia AFS

Working the Whole System

Skandia

End
Users

Funds Managers

Brokers

Wholesale

Annuities

Manage

Funds

Sell

Annuities

Invest in

Future

Select

Events

Uncertain

Future

Study

35

84

Skandia AFS

Working the Whole System

Skandia

End
Users

Funds Managers

Brokers

2400

85,000

1.5 Million

Aspirations

Capabilities

Customers’

Customers

Customer
s

Company



Knowledge Era

Enterprising and

Dynamic Teaming

Aspirations

Aspirations

Aspirations

Capabilities

Capabilities

Capabilities

Suppliers/

Partners

“x”

37

Transactions

Product Solutions

Business Solutions

Mass Customization

Partnering

Dynamic Teaming,

Virtual Enterprising &

Knowledge Networking


Structural

Capital

Human Capital

Customer/Supplier

Capital

Evolving Business Model

Dynamic

Stable

Complex

Simple

Pace of Change

Knowledge Requirements

Nolan & Norton, 1988


Your Company in 2001?

+ /


“ X “

Processes

Finance

Learning

Customers

Imaginative

Systemic

(Context Giving)


Operational

Interpersonal

Inter
-
Organiza
-
tional

Values Subtracting Value

7

Industrial Era

Division &

Subdivsion

of Labor

Distrust &

Devaluing

Follow

Instructions

SWOT

Processes

Finance

Learning

Customers

Imaginative

Systemic

(Context Giving)


Values Multiplying Value

7

Knowledge Era

Operational

Interpersonal

Inter
-
Organiza
-
tional

Benchmarking

& Benchbreaking

Dialoguing &

Innovating with

Customers

Teaming &

Alliancing

Redefing Rules &

Seizing Opportunities

43

Competitive Power of

Intellectual Capital


Intelligence and knowledge
with unique insights
your competitor can’t envision


Innovative

products

with superlative value your
competitor can’t create


Innovative

processes

with extraordinary speed
and efficiency your competitor can’t match


High integrity

relationships

with superior
collaboration and loyalty your competitor can’t
achieve

Global Creativity

44

Summary: 5 Keys for

Knowledge Era Enterprising

1.
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 revenue
(Create Self
-
Teaming Knowledge Era Enterprising
Culture)

4.
Supported by dynamic “Communities of Leaders”

5.
And leverage the power of the Web

45

Enabling Knowledge Era
Enterprising

The Key:

The Culture of Values & Valuing


makes Dynamic Teaming Possible

Web: kee
-
inc.com