1 1 Transforming Knowledge: The 21 Century Wealth Driver Dr. Charles M. Savage Knowledge Era...
Transcript of 1 1 Transforming Knowledge: The 21 Century Wealth Driver Dr. Charles M. Savage Knowledge Era...
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Transforming Knowledge: Transforming Knowledge: The 21 Century Wealth DriverThe 21 Century Wealth Driver
Dr. Charles M. SavageKnowledge Era Enterprises, Inc.
““Shaping our Future …”Shaping our Future …”Cable & Wireless Optus
Melbourne, October 28, 1999
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Knowledge, A Map Please?Knowledge, A Map Please?
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Historical ErasHistorical Eras
Agricultural Industrial Knowledge
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Sharing of logs
Superstition: Unlucky to go out twice with the same crew
Known split of profits from the trip
Whaling Industry … Whaling Industry … Prototype of Knowledge Intense IndustryPrototype of Knowledge Intense Industry
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Knowledge & EnergyKnowledge & Energy
AspirationsAspirations
CapabilitiesCapabilities
AspirationsAspirations
CapabilitiesCapabilities
• • •
• • •
• • •
• • •
Person A Person B
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Sources of Wealth:Sources of Wealth:
Agricultural EraAgricultural Era
LaborHands
KnowledgeHeads
Capital: Money & Machines
Land & Resources
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Sources of Wealth:Sources of Wealth:
Industrial EraIndustrial Era
LaborHands
KnowledgeHeads
Capital: Money & Machines
Land & Resources
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Sources of Wealth:Sources of Wealth:
Knowledge EraKnowledge Era
LaborHands
KnowledgeHeads
Capital: Money & Machines
Land & Resources
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Sources of Wealth:Sources of Wealth:
LaborHands
KnowledgeHeads
Capital: Money & Machines
Land & Resources
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Sources of Wealth:Sources of Wealth:
LaborHands
KnowledgeHeads
Capital: Money & Machines
Land & Resources
Economy ofScarcity
Economy ofAbundance
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New Vortex of Understanding New Vortex of Understanding about about Knowledge EraKnowledge Era
Organizational LearningOrganizational Learning& Self-Organizing& Self-Organizing
The WebThe Web
Intellectual CapitalIntellectual CapitalCore CompetenciesCore Competencies
InnovationInnovation
Knowledge ManagementKnowledge Management
Emotional IntelligenceEmotional Intelligence
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DynamicStable
Com
ple
xS
imp
le
Pace of Change
Kno
wle
dge
Req
uire
men
ts
Nolan & Norton, 1988
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VisionVisionStrategyStrategyCultureCultureValuesValues
Balanced Balanced ScorecardScorecard
CustomersCustomers
FinanceFinance
Learning & Learning & DevelopmentDevelopment
ProcessesProcesses
What investments in our customers bring them excellentresults?
How can we better organize our knowledge?
How do we leverage the valueof our customers’ knowledge?
How can we use ours and ourcustomers’ knowledge moreeffectively?
Innovating with our customers!
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Inventory Turns = Cost of Goods Sold for YearAverage 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 TurnsKnowledge Turns
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0.1 0.5 1 5 10
Finding Faults Finding Strengths
Trust Distrust
==
==
=
=
=
Individuals:
Functions/Departments:
Lines ofBusiness:
=
=
Suppliers/Partners:
Customers:
Customers’Customers:
5
0.510
Knowledge Turns Knowledge Turns (2)(2)
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Knowledge Turns: ResultsKnowledge Turns: Results
012345678
Indiv
idual
Funct
ion
LO
B
Supplier
Cust
om
er
C o
f C
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Knowledge Turns: ResultsKnowledge Turns: Results
0102030405060708090
100
Indiv
idual
Funct
ion
LO
B
Supplier
Cust
om
er
C o
f C
Poss
ible
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Industrial Era: Industrial Era: Conceptual ConfinementConceptual Confinement
Help!!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
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Knowledge Era: Knowledge Era: “Production” through “Production” through DialogueDialogue
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
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Tangible Assets Visible Finance
Cash
AR
PPE
External
Internal
PersonalCompetence
Short-term Debt
Loans
Stock Equity
Invisible Equity
Obligation
Karl-Erik Sveiby
Customer CapitalCustomer Capital
Structural CapitalStructural Capital
Human CapitalHuman Capital
Key Elements of Knowledge Key Elements of Knowledge CapitalCapital
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Financial Focus
ProcessFocus
CustomerFocus Human Focus
Renewal & Development Focus
IC Framework at SkandiaIC Framework at Skandia
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Skandia Navigator ModelSkandia Navigator Model
FinancialCapital
HumanCapital
CustomerCapital
InnovationCapital
ProcessCapital
OrganizationCapital
StructuralCapital
IntellectualCapital
Market Value
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Industrial EraIndustrial Era
Agricultural EraAgricultural Era
Adam SmithAdam SmithJames WattJames Watt
Henri FayolHenri FayolFrederick W. TaylorFrederick W. Taylor
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Industrial EraIndustrial Era
Agricultural EraAgricultural Era
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Industrial EraIndustrial Era
Agricultural EraAgricultural Era
A
B C Culture of MistrustCulture of Devaluing
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Industrial EraIndustrial Era
Knowledge EraKnowledge Era
Agricultural EraAgricultural Era
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Master Servant RelationshipMaster Servant Relationship
With One AnotherWith One Another
Employer-EmployeeEmployer-EmployeeConceptConcept ““+/—”+/—”
““X”X”
Industrial EraIndustrial Era
Knowledge EraKnowledge Era
Agricultural EraAgricultural Era
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Supply ChainSupply Chain
Supplier Company Customer
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Supply Chain - extendedSupply Chain - extended
Customers’Customers
Supplier Company Customers
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Customers’ Needs and Customers’ Needs and AspirationsAspirations
Problems & Needs
Aspirations & Opportunities
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Supply Chain: Needs & Supply Chain: Needs & AspirationsAspirations
Supplier Company CustomersCustomers’Customers
Needs Aspirations
Transactions Opportunities
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Valuing Cluster: Interactive Valuing Cluster: Interactive ViewView
Supplier Company CustomersCustomers’Customers
Company Customers
Suppliers/Partners
Customers’ Customers
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Skandia AFS Skandia AFS
Working the Whole SystemWorking the Whole System
Skandia
End Users
Funds Managers
BrokersWholesaleAnnuities
ManageFunds
SellAnnuities
Invest inFuture
Select Events
UncertainFuture
Study
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Skandia AFS Skandia AFS
Working the Whole SystemWorking the Whole System
Skandia
End Users
Funds Managers
Brokers2400 85,000
1.5 Million
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AspirationsAspirations
CapabilitiesCapabilities
Customers’Customers’
CustomersCustomers
CustomeCustomersrs
CompanyCompany
Knowledge Era Knowledge Era Enterprising and Enterprising and Dynamic TeamingDynamic Teaming
AspirationsAspirations
AspirationsAspirations
AspirationsAspirations
CapabilitiesCapabilities
CapabilitiesCapabilities
CapabilitiesCapabilities Suppliers/Suppliers/PartnersPartners
“x”
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Transactions
Product Solutions
Business SolutionsMass Customization
PartneringDynamic Teaming,
Virtual Enterprising &Knowledge Networking
StructuralCapital
Human Capital
Customer/SupplierCapital
Evolving Business ModelEvolving Business Model
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DynamicStable
Com
ple
xS
imp
le
Pace of Change
Kno
wle
dge
Req
uire
men
ts
Nolan & Norton, 1988
Your Company in 2001?
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+ / —
“ X “
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Processes
Finance
Learning
Customers
Imaginative
Systemic(Context Giving)
Operational
InterpersonalInter-Organiza-tional
Values Subtracting Value 7
Industrial Era
Division &
Subdivsion
of Labor
Distrust &
Devaluing
Follow
Instructions
SWOT
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Processes
Finance
Learning
Customers
Imaginative
Systemic(Context Giving)
Values Multiplying Value
Knowledge Era
Operational
InterpersonalInter-Organiza-tional
Benchmarking
& Benchbreaking
Dialoguing &
Innovating with
Customers
Teaming &
Alliancing
Redefing Rules &
Seizing Opportunities
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Competitive Power of Competitive Power of Intellectual CapitalIntellectual 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
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Summary: 5 Keys for Summary: 5 Keys for Knowledge Era EnterprisingKnowledge 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
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Enabling Knowledge Era Enabling Knowledge Era EnterprisingEnterprising
The Key:
The Culture of Values & Valuing makes Dynamic Teaming Possible
Web: kee-inc.com