25.06.2009
Does information transform into "knowledge"? Will the next generation make up the
"knowledge society"? Will "knowledge" be the key resource in the "knowledge economy"
where, there will be no borders, high potential for upward mobility, and a greater
chance of success and failure? Will there be a new society of "knowledge workers"
whose majority will stand to have a greater degree of financially security than
the rest?
Given the ease and the speed information travels, and the growing number of workers with specific set of skills around the globe, almost all organisations are finding themselves faced with a major challange, to adapt or to perish! A new workforce consisting of "knowledge workers" are increasingly being required to filter, collect, evaluate and articulate the information on the "internet highway". In order to be globally competitive, even if we are competing in our local markets, collecting the relevant information, using the information database, following and managing the flow of information, and networking for information enable the "knowledge organisation" to actively compete in the new "knowledge economy". Collection, storage, sorting, and the dissemination processes of information enables the organisation to achieve their target of becoming "knowledgeable" and staying competitive.
Once the organisations are on the "information learning curve", they will need to move with speed and also at the same time be persistent. A systematic approach, identification and the correct use of resources, accumulation of information with patience will be required to build a database inventory. Following this, an efficient management of the data inventory will become crucial, as they will need to classify the information according to their needs of competence. Hence, the centralisation of information and the creation of "knowledge pools" will be crucial in achieving the pre-set targets. Identification and active involvement of research communities (i.e. universities, think tanks, ngo"s) and the use of "knowledge consultants" may be required. Identifying the mutual benefits will be crucial when forming alliances and/or strategic partnerships at this stage.
Forming the "right" team for the "right" project is the key for success in the "knowledge economy". Use of the network is important in identifying and selecting this team and winning their commitment. Your organisation should be put in place during this formation stage; a powerful and accountable organisation that will balance the economic, the human and the social dimensions of your business. The responsibilities of a separate and an independent steering committee, an executive board to oversee execution and a top management team that will cover the entire organisation"s planning, strategy, execution, values and principles. Organisations survive only if they are run by competent people who take their jobs seriously.
As information needs to be managed to be transformed into "knowledge", competence, presence and participation are vital for "knowledge organisations". Meeting people, doing your homework, continuous collection of intelligence, investigative skills, coaching and training are some of the key elements of success, followed by virtues like, sustainability and perseverence.
Trading knowledge has become more profitable as higher knowledge content means higher value-added for their services and products. In addition to this knowledge intensive organisations have pricing power in their favour as they tend to "make the market" in the "knowledge trade". Despite the fact that the "barriers of entry" in the "knowledge economy" are low and the competition high, it is important to be there before the others. Speed, agility of the organisation, continuous education and training of the "knowledge workers" are some of the key success criteria in all stages of development.
"Knowledge economy", requires certain "knowledge assets" and a "knowledge organisation". Some of the assets are intangibles like intellectual capital, and some are tangibles like human assets, customer assets, structural assets; like data, network, processes, etc. Improving the work-in-process will increase efficiency, and enable the measurability of performance of each and every transaction that make up the business cycle. Otherwise productivity gains in a single transaction and/or the overall organisation could not be followed. In order to achieve this, the following criteria need to be planned and implemented:
Ali Midillili
May 2009
Given the ease and the speed information travels, and the growing number of workers with specific set of skills around the globe, almost all organisations are finding themselves faced with a major challange, to adapt or to perish! A new workforce consisting of "knowledge workers" are increasingly being required to filter, collect, evaluate and articulate the information on the "internet highway". In order to be globally competitive, even if we are competing in our local markets, collecting the relevant information, using the information database, following and managing the flow of information, and networking for information enable the "knowledge organisation" to actively compete in the new "knowledge economy". Collection, storage, sorting, and the dissemination processes of information enables the organisation to achieve their target of becoming "knowledgeable" and staying competitive.
Once the organisations are on the "information learning curve", they will need to move with speed and also at the same time be persistent. A systematic approach, identification and the correct use of resources, accumulation of information with patience will be required to build a database inventory. Following this, an efficient management of the data inventory will become crucial, as they will need to classify the information according to their needs of competence. Hence, the centralisation of information and the creation of "knowledge pools" will be crucial in achieving the pre-set targets. Identification and active involvement of research communities (i.e. universities, think tanks, ngo"s) and the use of "knowledge consultants" may be required. Identifying the mutual benefits will be crucial when forming alliances and/or strategic partnerships at this stage.
Forming the "right" team for the "right" project is the key for success in the "knowledge economy". Use of the network is important in identifying and selecting this team and winning their commitment. Your organisation should be put in place during this formation stage; a powerful and accountable organisation that will balance the economic, the human and the social dimensions of your business. The responsibilities of a separate and an independent steering committee, an executive board to oversee execution and a top management team that will cover the entire organisation"s planning, strategy, execution, values and principles. Organisations survive only if they are run by competent people who take their jobs seriously.
As information needs to be managed to be transformed into "knowledge", competence, presence and participation are vital for "knowledge organisations". Meeting people, doing your homework, continuous collection of intelligence, investigative skills, coaching and training are some of the key elements of success, followed by virtues like, sustainability and perseverence.
Trading knowledge has become more profitable as higher knowledge content means higher value-added for their services and products. In addition to this knowledge intensive organisations have pricing power in their favour as they tend to "make the market" in the "knowledge trade". Despite the fact that the "barriers of entry" in the "knowledge economy" are low and the competition high, it is important to be there before the others. Speed, agility of the organisation, continuous education and training of the "knowledge workers" are some of the key success criteria in all stages of development.
"Knowledge economy", requires certain "knowledge assets" and a "knowledge organisation". Some of the assets are intangibles like intellectual capital, and some are tangibles like human assets, customer assets, structural assets; like data, network, processes, etc. Improving the work-in-process will increase efficiency, and enable the measurability of performance of each and every transaction that make up the business cycle. Otherwise productivity gains in a single transaction and/or the overall organisation could not be followed. In order to achieve this, the following criteria need to be planned and implemented:
- Creating a value chain (input---process---output): Quantify value added knowledge, identify and evaluate, ask the question, "am I getting my money"s worth"? Monitor and measure continuously.
- Identifing intellectual value assets: Quality, reliability, uniqueness, technology, responsiveness are value assets.
- Setting a strategy: Formulate a business plan (differentiate and exploit these assets by developing people and always creating a brand and/or a niche in your market), form your organisation to implement, monitor and manage.
- Improving productivity of knowledge: Become efficient, collaborate, customise, ensure continuity, share and change.
Ali Midillili
May 2009