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}\viewkind1\viewscale100\margl0\margr0\margt0\margb0\deftab80\dntblnsbdb\expshrt
n\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg1}{\bkmkend Pg1}\par\pard
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pndtw0\charscalex97 \ul0\nosupersub\cf1\f2\fs72 Knowledge Capital: \par\pard\ql
\li1800\sb294\sl-414\slmult0 \up0 \expndtw0\charscalex95 \ul0\nosupersub\cf3\f4\
fs36 How Knowledge-Based Enterprises Really Get Built \par\pard\ql \li1800\sb0\s
l-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl322\slmult0 \par\pard\ql\li1800\sb296\sl-322\slmult0 \up0 \expndtw-4\charscalex1
00 \ul0\nosupersub\cf6\f7\fs28 Jay L. Chatzkel \par\pard\ql \li5559\sb0\sl-230\s
lmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slm
ult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmul
t0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0
\par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \

par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb114\sl-230\slmult0 \
up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf8\f9\fs20 First Printing \par\par
d\ql \li3763\sb0\sl-230\slmult0 \par\pard\ql\li3763\sb0\sl-230\slmult0 \par\pard
\ql\li3763\sb10\sl-230\slmult0 \up0 \expndtw-2\charscalex100 2003 Jay Chatzkel {\
field{\*\fldinst {HYPERLINK "http://www.progressivepractices.com/" }}{\fldrslt {
\ul0\nosupersub\cf8\f9\fs20 www.progressivepractices.com}}} \par\pard\sect\sectd
\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg2}{\bkmkend Pg2}\par\
pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par
\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersu
b\cf9\f10\fs20 2 \par\pard\ql \li8120\sb0\sl-322\slmult0 \par\pard\ql\li8120\sb0
\sl-322\slmult0 \par\pard\ql\li8120\sb0\sl-322\slmult0 \par\pard\ql\li8120\sb0\s
l-322\slmult0 \par\pard\ql\li8120\sb286\sl-322\slmult0 \up0 \expndtw-4\charscale
x100 \ul0\nosupersub\cf11\f12\fs28 To my wife\ul0\nosupersub\cf12\f13\fs28 \ul0
\nosupersub\cf11\f12\fs28 Barbara, \par\pard\ql \li6821\ri1569\sb76\sl-640\slmul
t0\tx7380 \up0 \expndtw-4\charscalex100 the partner who makes me know \line\tab
\up0 \expndtw-4\charscalex100 that all things are possible. \par\pard\sect\sectd
\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg3}{\bkmkend Pg3}\par\
pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par
\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersu
b\cf9\f10\fs20 3 \par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb3
24\sl-414\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf13\f14\fs36 Pref
ace \par\pard\ql \li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\sb0\sl-277\slmul
t0 \par\pard\ql\li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\sb0\sl-277\slmult0
\par\pard\ql\li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\ri1684\sb195\sl-277\
slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 This idea fo
r this book began with a conversational interview with one of the foremost \line
\up0 \expndtw-2\charscalex100 theoreticians and practitioners of the knowledge
movement. The goal was to quickly and \line \up0 \expndtw-4\charscalex100 easily
get a sense of his understandings, practices, and ideas. In short, the aim was
to get \line \up0 \expndtw-4\charscalex100 a working sense of his world, how he
developed his views, and the directions that he saw \line \up0 \expndtw-2\charsc
alex100 the field taking. I was taken by the wealth and richness of understandin
g that emerged in \line \up0 \expndtw-2\charscalex100 that session. I felt that
by holding similar sessions with others that have shaped and led \line \up0 \exp
ndtw-2\charscalex100 the fields of intellectual capital and knowledge management
, a body of knowledge and \line \up0 \expndtw-2\charscalex100 experience would b
e become available that would be remarkably accessible, extremely \line \up0 \ex
pndtw-3\charscalex100 powerful, and highly useful. \par\pard\ql \li1800\ri1657\s
b264\sl-276\slmult0\fi720 \up0 \expndtw-4\charscalex100 This has been exactly th
e kind of hard-won knowledge that anyone interested in \line \up0 \expndtw-2\cha
rscalex100 the fields of intellectual capital and knowledge management could sor
ely use. People at \line \up0 \expndtw-2\charscalex100 conferences and those sea
rching through books want to know how things really work and \line \up0 \expndtw
-4\charscalex100 how those ideas and approaches came into being. The conversatio
ns in this book provide \line \up0 \expndtw-2\charscalex100 precisely that kind
of knowledge capital. It is authentic, broadly embracing, clear and \line \up0 \
expndtw-3\charscalex100 dynamic. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pa
rd\ql\li2520\sb8\sl-276\slmult0 \up0 \expndtw-2\charscalex100 These systemically
linked sessions reflect the major learning principles of the \par\pard\ql \li18
00\ri1617\sb7\sl-273\slmult0 \up0 \expndtw-2\charscalex100 field, most centrally
that knowledge is not separate from people. The contributors to these \line \up
0 \expndtw-4\charscalex100 chapters are remarkably candid in sharing with reader
s how they developed their \line \up0 \expndtw-4\charscalex100 knowledge strateg
ies and initiatives. They are outspoken in articulating their tacit \line \up0 \
expndtw-4\charscalex100 knowledge about what is important to them concerning how
to craft and implement \line \up0 \expndtw-2\charscalex100 strategies, as well
as their views on the role that values, learning, performance, \line \up0 \expnd
tw-2\charscalex100 relationships, innovation, and change play in the development
of usable knowledge \line \up0 \expndtw-3\charscalex100 environment. \par\pard\
ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb9\sl-276\slmult0 \up0 \expnd

tw-2\charscalex100 One of the remarkable aspects of this book is that while all
contributors begin \par\pard\ql \li1800\ri1731\sb4\sl-276\slmult0 \up0 \expndtw2\charscalex100 from their own unique perspective and background, as they work t
heir way through their \up0 \expndtw-2\charscalex100 experience and practices, t
hey each began to move towards a convergence of \line \up0 \expndtw-2\charscalex
100 understanding. As they pushed the limits of what their understandings allowe
d them to \up0 \expndtw-2\charscalex100 accomplish, they began to reexamine thei
r premises, crossed boundaries, and forged the \up0 \expndtw-2\charscalex100 nex
t stage of responses. Reaching the edge of what is currently possible has then l
ed to \up0 \expndtw-3\charscalex100 the marking out a new generation of the fiel
d. \par\pard\ql \li1800\ri1735\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charsc
alex100 Engineers, like Karl Wiig, are turning their mental model on its head an
d saying \line \up0 \expndtw-4\charscalex100 that learning and education are wha
t we need to focus on. Hubert Saint-Onge, who is \line \up0 \expndtw-2\charscale
x100 rooted in a human resources background, sees that the traditional human res
ource \line \up0 \expndtw-2\charscalex100 perspective has become too balkanized
and obsolete and views that we must reframe our \par\pard\sect\sectd\fs24\paperw
12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg4}{\bkmkend Pg4}\par\pard\ql \li1
0340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li1
0340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs
20 4 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\sl
mult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 efforts to foc
us on developing strategic capabilities. Stephen Denning, a lawyer with a \par\p
ard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 strong analytic
and administrative background, has discovered that storytelling, \par\pard\ql \l
i1800\ri1611\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 something that is
experiential, often anecdotal, and highly emotional, provides exactly the \line
\up0 \expndtw-2\charscalex100 springboard for knowledge sharing that people and
their institutions need. These are fresh \line \up0 \expndtw-2\charscalex100 and
new understandings. The value of this book is that all of these dynamic perspec
tives \line \up0 \expndtw-4\charscalex100 are brought directly to the reader for
review. All of these views are, in a sense, works in \line \up0 \expndtw-2\char
scalex100 progress. With the benefit feedback ever broadening experience and the
incorporation of \line \up0 \expndtw-2\charscalex100 new ideas these perspectiv
e will go through additional iterations, and at an ever-rapid \par\pard\ql \li18
00\ri1654\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 pace. This means that
all of these conversations will be significantly different three or \line \up0
\expndtw-2\charscalex100 five years from now, as people continue to experiment i
n continuously changing \line \up0 \expndtw-2\charscalex100 conditions. Yet, at
the same time, these conversations are some of the best collections of \up0 \exp
ndtw-4\charscalex100 insights and experience available to readers and they are,
simultaneously, the seeds of the \up0 \expndtw-5\charscalex100 new era in the kn
owledge field. \par\pard\ql \li1800\ri1734\sb261\sl-280\slmult0\fi720 \up0 \expn
dtw-2\charscalex100 One of the opportunities afforded by this collection of know
ledge perspectives is \line \up0 \expndtw-2\charscalex100 that the reader can tr
y them all out individually in their own lives and in their \line \up0 \expndtw4\charscalex100 organizational work. A second opportunity is that readers can ta
ke elements of any or all \line \up0 \expndtw-2\charscalex100 of these perspecti
ves and fuse them together to create their own new and unique \line \up0 \expndt
w-3\charscalex100 approach. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expn
dtw-2\charscalex100 Readers are encouraged use to bring this material into a new
focus and to \par\pard\ql \li1800\ri1692\sb5\sl-275\slmult0 \up0 \expndtw-2\cha
rscalex100 synthesize it to meet their needs. This book is designed as a beginni
ng of a conversation \line \up0 \expndtw-2\charscalex100 on creating knowledge c
apital, rather than a set of pre-packaged prescriptions, where one \line \up0 \e
xpndtw-2\charscalex100 size fits all and the world does not change. Please forwa
rd your questions, issues and \line \up0 \expndtw-2\charscalex100 outcomes to th
e Progressive Practices website, {\field{\*\fldinst {HYPERLINK "http://www.progr
essivepractices.com/" }}{\fldrslt {\ul0\nosupersub\cf81\f82\fs24\ul www.progress
ivepractices.com}}}\ul0\nosupersub\cf14\f15\fs24 , where \line \up0 \expndtw-2\c

harscalex100 you can participate in a forum for your reactions, experiments, ins
ights and questions. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800
\ri1740\sb9\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 As in any complex
, novel, and fruitful effort, this book is an outcome of many \line \up0 \expndt
w-4\charscalex100 people\u8217?s contributions. I would like to firstly acknowle
dge each of the contributors that \line \up0 \expndtw-2\charscalex100 have parti
cipated in these conversations. All have devoted extensive amounts of their \lin
e \up0 \expndtw-2\charscalex100 time in making sure that these materials as full
y as possible reflect their experience and \line \up0 \expndtw-2\charscalex100 p
erspectives. They have shared their insights, experience, and perspectives, cont
ributed \line \up0 \expndtw-2\charscalex100 their graphics, given critical and v
alued feedback, and in all cases inspired me by their \line \up0 \expndtw-4\char
scalex100 courage, authenticity, ability to articulate their ideas, willingness
to get their hands dirty, \par\pard\ql \li1800\ri1644\sb0\sl-280\slmult0 \up0 \e
xpndtw-2\charscalex100 intelligence and devotion to their disciplines. The debt
I owe them is immeasurable. They \line \up0 \expndtw-2\charscalex100 are: Vince
Barabba, Alex Bennet, Jim Botkin, Thomas O. Davenport, Stephen Denning, \line \u
p0 \expndtw-2\charscalex100 Leif Edvinsson, Jac Fitz-enz, Kent Greenes, Jonathan
Low, Dorothy Leonard, Brook \line \up0 \expndtw-2\charscalex100 Manville, Sharo
n Oriel, Gran Roos, Don Tyler, Hubert Saint-Onge, Steven Wallman, \line \up0 \exp
ndtw-3\charscalex100 and Karl Wiig. \par\pard\ql \li1800\ri1721\sb241\sl-280\slm
ult0\fi720 \up0 \expndtw-4\charscalex100 I would like to thank Rory Chase, my ed
itor at the \ul0\nosupersub\cf16\f17\fs24 Journal of Intellectual Capital \line
\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 and the \ul0\nosuper
sub\cf16\f17\fs24 Journal of Knowledge Management\ul0\nosupersub\cf14\f15\fs24 ,
for encouraging and supporting these \line \up0 \expndtw-4\charscalex100 explor
ations. Excerpts of several of these chapters have appeared in both journals. \p
ar\pard\qj \li1800\ri1737\sb260\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex1
00 I would also like to acknowledge Martha Cooley of Oxford University Press for
\line \up0 \expndtw-2\charscalex100 her enthusiasm about the value of this book
to readers and for shepherding it through the \par\pard\sect\sectd\fs24\paperw1
2240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg5}{\bkmkend Pg5}\par\pard\ql \li10
340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10
340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs2
0 5 \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1831\sb189\sl280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 publicat
ion process. The value of a good editor cannot be understated in moving a book \
up0 \expndtw-3\charscalex100 from stage to stage and into publication. \par\pard
\qj \li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\ri1817\sb19\sl-270\slmult0\fi
720 \up0 \expndtw-4\charscalex100 Finally, I need to express boundless appreciat
ion to my wife, Barbara Chatzkel, \up0 \expndtw-2\charscalex100 for her unwaveri
ng support, patience, editing, focus, and just good company throughout \up0 \exp
ndtw-3\charscalex100 this extensive process. \par\pard\sect\sectd\fs24\paperw122
40\paperh15840\pard\sb0\sl-240{\bkmkstart Pg6}{\bkmkend Pg6}\par\pard\ql \li1034
0\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li1034
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6 \par\pard\ql \li6449\sb0\sl-552\slmult0 \par\pard\ql\li6449\sb172\sl-552\slmul
t0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf17\f18\fs48 Knowledge Capital \
par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb0\sl-414\slmult0 \p
ar\pard\ql\li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb260\sl-414\slmult0 \u
p0 \expndtw0\charscalex95 \ul0\nosupersub\cf18\f19\fs36 Table of Contents \par\p
ard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb0\sl-276\slmult0 \par\pa
rd\ql\li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb0\sl-276\slmult0 \par\pard
\ql\li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb240\sl-276\slmult0 \up0 \exp
ndtw-3\charscalex100 \ul0\nosupersub\cf20\f21\fs24 Preface \par\pard\ql \li2520\
sb144\sl-276\slmult0 \up0 \expndtw-3\charscalex100 Introduction: \ul0\nosupersu
b\cf21\f22\fs24 Why Knowledge Capital? \par\pard\ql \li1800\sb0\sl-322\slmult0 \
par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \pa
r\pard\ql\li1800\sb300\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosuper
sub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\f26\fs28 Cluster I: Starting Po

ints \par\pard\qj \li2520\ri4089\sb21\sl-440\slmult0 \up0 \expndtw-3\charscalex1


00 \ul0\nosupersub\cf21\f22\fs24 Dorothy Leonard:\ul0\nosupersub\cf14\f15\fs24
\ul0\nosupersub\cf16\f17\fs24 Operating as a Knowledge System \up0 \expndtw-3\c
harscalex100 \ul0\nosupersub\cf21\f22\fs24 Jim Botkin:\ul0\nosupersub\cf14\f15\f
s24 \ul0\nosupersub\cf16\f17\fs24 The Knowledge Business \par\pard\ql \li2520\
sb116\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24
Karl Wiig:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 The Kno
wledge Movement Emerges from its Infancy \par\pard\ql \li1800\sb0\sl-322\slmult0
\par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb22\sl-322\slmult0
\up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosup
ersub\cf25\f26\fs28 Cluster II: Strategic Issues \par\pard\ql \li2520\ri3529\sb5
8\sl-420\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Gran
Roos:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Recipes for
Knowledge-Based Value Creation \line \up0 \expndtw-5\charscalex100 \ul0\nosupers
ub\cf21\f22\fs24 Leif Edvinsson: \ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\
cf16\f17\fs24 The Intelligent Organization \line \up0 \expndtw-5\charscalex100 \
ul0\nosupersub\cf21\f22\fs24 Vince Barabba:\ul0\nosupersub\cf14\f15\fs24 \ul0\
nosupersub\cf16\f17\fs24 Understanding the Enterprise as a System \par\pard\ql \
li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb319\sl-322\slmult0 \up0 \expndtw
-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\f2
6\fs28 Cluster III: Human Capital, Values, and Learning \par\pard\ql \li2520\sb1
76\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Ja
c Fitz-enz:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Human C
apital is the Only Active Asset \par\pard\ql \li2520\ri3269\sb26\sl-420\slmult0\
tx3300 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Thomas O. Dav
enport:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 People are
the Owners and Investors \line\tab \up0 \expndtw-5\charscalex100 of Human Capita
l \par\pard\ql \li2520\sb119\sl-276\slmult0 \up0 \expndtw-4\charscalex100 \ul0\n
osupersub\cf21\f22\fs24 Don Tyler:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersu
b\cf16\f17\fs24 Shared Values - The Prerequisite for Knowledge Sharing \par\pard
\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg7}{\bkmken
d Pg7}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\s
lmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul
0\nosupersub\cf9\f10\fs20 7 \par\pard\ql \li3300\sb0\sl-276\slmult0 \par\pard\ql
\li3300\sb196\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf16\
f17\fs24 and Creation \par\pard\ql \li2520\sb144\sl-276\slmult0 \up0 \expndtw-5\
charscalex100 \ul0\nosupersub\cf21\f22\fs24 Brook Manville:\ul0\nosupersub\cf14\
f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Wars of Capabilities \par\pard\qj \li18
00\sb0\sl-500\slmult0 \par\pard\qj\li1800\ri2135\sb19\sl-500\slmult0 \up0 \expnd
tw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\
f26\fs28 Cluster IV: Drivers and Accounting for Intangible \up0 \expndtw-4\chars
calex100 Wealth \par\pard\ql \li2520\sb146\sl-276\slmult0 \up0 \expndtw-3\charsc
alex100 \ul0\nosupersub\cf21\f22\fs24 Jonathan Low:\ul0\nosupersub\cf14\f15\fs24
\ul0\nosupersub\cf16\f17\fs24 Value Drivers for Intangibles \par\pard\ql \li2
520\sb144\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\
fs24 Steven Wallman: \ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs2
4 A Level Playing Field for Intangibles \par\pard\ql \li1800\sb0\sl-322\slmult0
\par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb22\sl-322\slmult0 \
up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupe
rsub\cf25\f26\fs28 Cluster V: Bringing It All Together \par\pard\ql \li2520\ri24
35\sb49\sl-430\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs
24 Hubert Saint-Onge:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs2
4 Creating and Implementing a Knowledge Strategy \up0 \expndtw-3\charscalex100 \
ul0\nosupersub\cf21\f22\fs24 Kent Greenes:\ul0\nosupersub\cf14\f15\fs24 \ul0\no
supersub\cf16\f17\fs24 Knowledge Management is About Change \line \up0 \expndtw5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Sharon Oriel:\ul0\nosupersub\cf14\
f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Finding \u8220?The Hook\u8221? \par\pard
\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb262\sl-276\slmult0 \up0 \ex
pndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Stephen Denning:\ul0\nosuper
sub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 The Springboard Story \par\pard

\ql \li2520\sb144\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\c


f21\f22\fs24 Alex Bennet:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17
\fs24 The Knowledge-Centric Organization \par\pard\ql \li2520\sb0\sl-276\slmult0
\par\pard\ql\li2520\sb228\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nos
upersub\cf21\f22\fs24 Epilogue \par\pard\ql \li2520\ri2413\sb46\sl-420\slmult0\t
x3240 \up0 \expndtw-3\charscalex100 Ten Questions for Leading Your Organization
into Becoming\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf21\f22\fs24 a \lin
e\tab \up0 \expndtw-3\charscalex100 Knowledge-Based Enterprise \par\pard\qj \li2
520\ri3287\sb20\sl-420\slmult0 \up0 \expndtw-3\charscalex100 Resources:\ul0\nosu
persub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Books for Building a Knowled
ge-Based Enterprise \line \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22
\fs24 Index \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\b
kmkstart Pg8}{\bkmkend Pg8}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql
\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndt
w-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 8 \par\pard\ql \li1800\sb0\sl-414
\slmult0 \par\pard\ql\li1800\sb84\sl-414\slmult0 \up0 \expndtw0\charscalex95 \ul
0\nosupersub\cf13\f14\fs36 Introduction:\ul0\nosupersub\cf27\f28\fs36 \ul0\nos
upersub\cf28\f29\fs36 Why Knowledge Capital? \par\pard\ql \li1800\sb824\sl-828\s
lmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf30\f31\fs72 1 \par\pard\ql
\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\l
i1800\sb46\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25
\fs28 Knowledge for What? \par\pard\ql \li1800\ri1657\sb256\sl-277\slmult0 \up0
\expndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 In 1939, Robert S. Lynd,
in \ul0\nosupersub\cf16\f17\fs24 Knowledge For What?\ul0\super\cf31\f32\fs24 1\u
l0\nosupersub\cf16\f17\fs24 ,\ul0\nosupersub\cf14\f15\fs24 wrote that people ne
ed to rebuild \line \up0 \expndtw-2\charscalex100 their organizations so that kn
owledge flows freely to create opportunities and solve \line \up0 \expndtw-4\cha
rscalex100 problems. This view of knowledge as key for significant change is as
relevant for those \line \up0 \expndtw-2\charscalex100 leading and operating ent
erprises today as it was then. Knowledge inputs are increasingly \line \up0 \exp
ndtw-4\charscalex100 valuable not only in all goods and services offered by any
kind of organization, but also \line \up0 \expndtw-4\charscalex100 for how that
enterprise does its business day-to-day. The ability of an organization to \line
\up0 \expndtw-2\charscalex100 effectively nurture, capture, leverage, and share
its knowledge resources can be the key \line \up0 \expndtw-2\charscalex100 that
provides an enterprise with its strategic power advantage in the world. \par\pa
rd\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1778\sb8\sl-276\slmult0\f
i720 \up0 \expndtw-2\charscalex100 Knowledge is not detached from the people, pr
ocesses, or infrastructure of an \line \up0 \expndtw-2\charscalex100 organizatio
n and its network. It is part of all of these things, and progressively a more \
line \up0 \expndtw-2\charscalex100 pivotal part. The ability to mobilize knowled
ge resources has become even more critical \line \up0 \expndtw-2\charscalex100 t
han the ability to control and amass physical and financial resources. As physic
al and \line \up0 \expndtw-2\charscalex100 financial resources have started to t
ake on the character of commodities, the ability to \line \up0 \expndtw-2\charsc
alex100 capitalize on knowledge resources is becoming the creator of uniqueness
and the \par\pard\ql \li1800\sb1\sl-256\slmult0 \up0 \expndtw-3\charscalex100 di
fferentiator of value. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li25
20\sb12\sl-276\slmult0 \up0 \expndtw-2\charscalex100 When an organization develo
ps its ability to build, access and leverage its \par\pard\ql \li1800\ri1904\sb4
\sl-276\slmult0 \up0 \expndtw-4\charscalex100 knowledge resources it is creating
its knowledge advantage. It is learning how to most \up0 \expndtw-2\charscalex1
00 effectively bring to bear its \u8220?know-how\u8221? and \u8220?know-what\u82
21? to yield substantial gains in \up0 \expndtw-2\charscalex100 performance so t
hat it can achieve its strategic outcomes. By understanding the role of \up0 \ex
pndtw-2\charscalex100 knowledge in the enterprise and enabling itself to use its
knowledge resources for \line \up0 \expndtw-2\charscalex100 advantage, it is in
the process of becoming a knowledge-based enterprise, able to \line \up0 \expnd
tw-3\charscalex100 transform its knowledge capabilities into wealth. \par\pard\q
j \li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj

\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\l


i1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1
800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li180
0\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\
ri2210\sb94\sl-240\slmult0\fi719 \up0 \expndtw-3\charscalex100 \ul0\super\cf32\f
33\fs20\ul0\super\cf32\f33\fs19 1\ul0\nosupersub\cf9\f10\fs20 Robert S. Lynd, \
ul0\nosupersub\cf33\f34\fs20 Knowledge For What?: The Place Of Social Science In
American Culture \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf9\f10\fs20 (Pr
inceton, Princeton University Press, 1967).
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}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
g9}{\bkmkend Pg9}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\s
b0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charsc
alex100 \ul0\nosupersub\cf9\f10\fs20 9 \par\pard\ql \li1800\sb0\sl-322\slmult0 \
par\pard\ql\li1800\sb172\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosup
ersub\cf24\f25\fs28 Creating Knowledge Capital \par\pard\ql \li1800\sb0\sl-276\s
lmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1663\sb264\s
l-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 The ab
ility to leverage knowledge to create value has grown significantly over the pas
t \line \up0 \expndtw-2\charscalex100 two decades, with much of this enhanced ca
pability tied to the rise of the disciplines of \line \up0 \expndtw-2\charscalex
100 knowledge management and intellectual capital. While each started out from m
arkedly \line \up0 \expndtw-2\charscalex100 different backgrounds, both have gon
e through several stages of development of maturity \line \up0 \expndtw-2\charsc
alex100 to the point that they have major areas of overlap. Enterprises can now
weave together \line \up0 \expndtw-2\charscalex100 powerful strands of both inte
llectual capital and knowledge management to yield \par\pard\qj \li1800\ri1772\s
b0\sl-280\slmult0 \up0 \expndtw-2\charscalex100 substantial increases in day-today performance \ul0\nosupersub\cf16\f17\fs24 and\ul0\nosupersub\cf14\f15\fs24
the related achievement of strategic \up0 \expndtw-3\charscalex100 outcomes. \pa
r\pard\ql \li1800\sb0\sl-280\slmult0 \par\pard\ql\li1800\ri2362\sb1\sl-280\slmul
t0\fi720 \up0 \expndtw-4\charscalex100 The term \ul0\nosupersub\cf16\f17\fs24 kn
owledge capital\ul0\nosupersub\cf14\f15\fs24 is used here as a way to bridge th
e differences \up0 \expndtw-4\charscalex100 between these two disciplines. \ul0\
nosupersub\cf16\f17\fs24 Knowledge\ul0\nosupersub\cf14\f15\fs24 is the resource
and \ul0\nosupersub\cf16\f17\fs24 capital\ul0\nosupersub\cf14\f15\fs24 speaks
to \up0 \expndtw-2\charscalex100 generating wealth. The central question is: Ho
w can enterprises mobilize their \up0 \expndtw-3\charscalex100 knowledge resourc
es to produce wealth? \par\pard\ql \li1800\sb0\sl-274\slmult0 \par\pard\ql\li180
0\ri1631\sb11\sl-274\slmult0\fi720 \up0 \expndtw-2\charscalex100 A way of lookin
g at the knowledge capital equation is to say that intellectual \line \up0 \expn
dtw-2\charscalex100 capital is the \u8220?stock\u8221? or content of knowledge,
and knowledge management deals with \line \up0 \expndtw-2\charscalex100 the \u82
20?flow\u8221? of knowledge. Each play a critical role, and neither is complete
by itself. \line \up0 \expndtw-2\charscalex100 Amassing sizable amounts of intel
lectual capital without being able to access, share, or \line \up0 \expndtw-2\ch
arscalex100 capture value from that resource can be costly and wasteful. For exa
mple, the expense of \line \up0 \expndtw-4\charscalex100 maintaining the best kn
ow-how, or keeping the richest patent portfolio, can exceed the \line \up0 \expn
dtw-2\charscalex100 ongoing return on the value of those resources. Similarly, n

ot developing and bringing \line \up0 \expndtw-2\charscalex100 into play the kno
wledge resources of any staff person, whether leader or frontline, \line \up0 \e
xpndtw-2\charscalex100 marginalizes their value to the enterprise, sub-optimizin
g knowledge capital. On the other \line \up0 \expndtw-2\charscalex100 side of th
e coin, focusing on investing in technologies and approaches to enable the flow
\line \up0 \expndtw-4\charscalex100 of knowledge resources when their quality an
d relevance are of barely usable to \line \up0 \expndtw-5\charscalex100 enterpri
se networkers is just as questionable. \par\pard\ql \li2520\sb0\sl-276\slmult0 \
par\pard\ql\li2520\sb9\sl-276\slmult0 \up0 \expndtw-2\charscalex100 As an organi
zation remakes itself as a nurturing, leveraging and knowledge \par\pard\ql \li1
800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 sharing enterprise it start
s to base its understandings, strategies and actions on its \par\pard\ql \li1800
\sb4\sl-276\slmult0 \up0 \expndtw-4\charscalex100 knowledge capital, and begins
to be a \ul0\nosupersub\cf16\f17\fs24 knowledge-based enterprise\ul0\nosupersub\
cf14\f15\fs24 . It cultivates usable \par\pard\qj \li1800\ri1650\sb0\sl-280\slmu
lt0 \up0 \expndtw-2\charscalex100 knowledge resources and makes them readily acc
essible and actionable, putting itself and \up0 \expndtw-3\charscalex100 its peo
ple in the best position to create and capture value. \par\pard\ql \li1800\sb0\s
l-322\slmult0 \par\pard\ql\li1800\sb285\sl-322\slmult0 \up0 \expndtw-4\charscale
x100 \ul0\nosupersub\cf24\f25\fs28 Conversations and the Building of Knowledge C
apital \par\pard\ql \li1800\sb216\sl-276\slmult0 \up0 \expndtw-4\charscalex100 \
ul0\nosupersub\cf14\f15\fs24 This volume is an integrated and structured set of
interactive sessions with thought \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \
expndtw-2\charscalex100 leaders and key practitioners in the fields of intellect
ual capital and knowledge \par\pard\ql \li1800\ri1819\sb9\sl-270\slmult0 \up0 \e
xpndtw-2\charscalex100 management that map out how knowledge organizations reall
y get built. These sessions \line \up0 \expndtw-2\charscalex100 are in the form
of conversations that explore the multiple dimensions necessary for \line \up0 \
expndtw-4\charscalex100 creating and implementing a knowledge-based enterprise.
Each of these dimensions \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\
sb0\sl-240{\bkmkstart Pg10}{\bkmkend Pg10}\par\pard\ql \li10239\sb0\sl-230\slmul
t0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmul
t0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf9\f10\fs20 10 \par\pard\qj \l
i1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1844\sb189\sl-280\slmult0 \up0 \e
xpndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 needs to be effectively add
ressed for the enterprise to make a successful transition from \up0 \expndtw-2\c
harscalex100 an activity-based organization to a knowledge-based, intelligent en
terprise. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\sl-276
\slmult0 \up0 \expndtw-2\charscalex100 The real work of organizations is in conv
ersations such as these. Listen to \par\pard\ql \li1800\sb1\sl-256\slmult0 \up0
\expndtw-2\charscalex100 conversations in any organization and you will find out
what the enterprise takes \par\pard\ql \li1800\ri1856\sb5\sl-280\slmult0 \up0 \
expndtw-2\charscalex100 seriously, what its strategy is, how well it is executin
g, what works for it and what does \up0 \expndtw-4\charscalex100 not. It is in t
hese conversations that the enterprise recreates itself everyday. This is true \
up0 \expndtw-2\charscalex100 for any type or size of enterprise, whether it is a
for-profit, a not for-profit, or a \line \up0 \expndtw-5\charscalex100 governme
nt organization. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\chars
calex100 As participants engage in these conversations they reflect on their exp
erience, \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 s
hare understandings, and in that process create knowledge capital. The questions
are \par\pard\ql \li1800\ri1610\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex10
0 starting points. In the back-and-forth, the conversations start to take on a l
ife of their own, \up0 \expndtw-2\charscalex100 taking on directions that the pa
rticipants are most concerned about. In doing so they \line \up0 \expndtw-2\char
scalex100 reveal how participants are continuously reexamining their own views i
n light of \line \up0 \expndtw-2\charscalex100 accumulated experiences and emerg
ing conditions. As owners of their knowledge capital, \up0 \expndtw-2\charscalex
100 they feel free to review new inputs and rework them as they see necessary. T
hey are \line \up0 \expndtw-2\charscalex100 driven by their own curiosity and th

e need to respond to the challenges in front of them, \line \up0 \expndtw-2\char


scalex100 as well as the ones that are well beyond the next hill. The conversati
ons demonstrate the \line \up0 \expndtw-2\charscalex100 major elements of what i
nnovative knowledge capital is about: reflecting on the past, \line \up0 \expndt
w-2\charscalex100 incorporating what will make a difference in the present, and
remaking oneself and the \line \up0 \expndtw-3\charscalex100 enterprise, without
hesitation, for the future. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\q
l\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb163\sl-322\slmult0 \up0 \expnd
tw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Activity-Based versus Knowledge
-Based \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1757\sb60\s
l-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Activi
ty-based\ul0\nosupersub\cf14\f15\fs24 organizations focus on particular activit
ies people carry out in the course \up0 \expndtw-2\charscalex100 of doing their
work. These activities can be any mixture of large or small, simple or \line \up
0 \expndtw-2\charscalex100 complex. The important thing is that in an activity-b
ased organization there is an \line \up0 \expndtw-2\charscalex100 unending strea
m of \u8220?things to do.\u8221? The execution of these activities may require h
aving \up0 \expndtw-2\charscalex100 the skills, processes, and the resources for
a mission, but there is little acknowledgement \up0 \expndtw-2\charscalex100 th
at knowledge and know-how may be the essential, and even critical inputs for a \
line \up0 \expndtw-2\charscalex100 successful outcome. When the goods and servic
es are fairly standard and practices are \line \up0 \expndtw-2\charscalex100 ess
entially repeatable, this might not be a significant problem. However, in our ra
pidly \up0 \expndtw-4\charscalex100 changing world, standardized outcomes are le
ss and less valuable as conditions, \line \up0 \expndtw-2\charscalex100 requirem
ents, technologies, and partners are in constant flux and customer requirements
\up0 \expndtw-3\charscalex100 are dynamically growing in complexity and variety.
\par\pard\ql \li1800\ri1689\sb264\sl-276\slmult0\fi720 \up0 \expndtw-4\charscal
ex100 The new conditions, highlighted by the advent of the Internet and globaliz
ation, \line \up0 \expndtw-2\charscalex100 have spawned the demand for rapid res
ponse, knowledge-based enterprises. The creators \line \up0 \expndtw-2\charscale
x100 of knowledge-based enterprises understand that the intangibles of knowledge
and know-\line \up0 \expndtw-4\charscalex100 how are at the core of all process
es. They are aware that their main role is to frame an \line \up0 \expndtw-2\cha
rscalex100 environment that supports the access, flow, and use of knowledge. The
y know that rather \line \up0 \expndtw-2\charscalex100 than controlling resource
s, they need to facilitate the appropriate flow of the necessary \line \up0 \exp
ndtw-2\charscalex100 knowledge resources to the right place at the right time to
the right people for the right \par\pard\sect\sectd\fs24\paperw12240\paperh1584
0\pard\sb0\sl-240{\bkmkstart Pg11}{\bkmkend Pg11}\par\pard\ql \li10239\sb0\sl-23
0\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-23
0\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 11 \par\par
d\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\slmult0 \up0 \e
xpndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 outcomes, and many of these
resources are intangible. They have to have trusting \par\pard\qj \li1800\ri184
4\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 relationships since employees
now own the most important capital in the enterprise, the \up0 \expndtw-3\chars
calex100 human capital. \par\pard\ql \li1800\ri1608\sb263\sl-277\slmult0\fi720 \
up0 \expndtw-2\charscalex100 Part and parcel of their responsibility is the buil
ding of strategic competencies that \line \up0 \expndtw-2\charscalex100 can leve
rage knowledge throughout the extended enterprise. The extended enterprise \line
\up0 \expndtw-2\charscalex100 includes everyone inside the organization, along
the supply chain and the entire customer \line \up0 \expndtw-2\charscalex100 net
work, as well. The knowledge-based enterprise is uniquely suited to take advanta
ge of \line \up0 \expndtw-2\charscalex100 know-how that is scattered in the nook
s and crannies of the organization to reach any \line \up0 \expndtw-2\charscalex
100 where in the world, twenty-four hours a day. It can instantly and interactiv
ely link \line \up0 \expndtw-2\charscalex100 computer programmers in India with
a project team in South Africa, a branding group in \line \up0 \expndtw-2\charsc
alex100 New York, and a customer in Japan, in a venue where each party takes on

the role of \line \up0 \expndtw-3\charscalex100 being a co-creator of the outcom


e. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 In es
sence, then, the knowledge-based enterprise is a sense-and-respond, \par\pard\ql
\li1800\ri1857\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 intelligent org
anization and its work is ongoing conversation, characterized by building \up0 \
expndtw-2\charscalex100 new knowledge capital with new players, new information,
new perspectives, new \up0 \expndtw-5\charscalex100 possibilities, and response
s to new customer needs. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li
1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb142\sl-322\slmult0 \up0 \expndtw-4
\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Dimensions of a Knowledge Capital S
trategy \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\sb0\sl-280\s
lmult0 \par\pard\qj\li1800\ri2058\sb53\sl-280\slmult0 \up0 \expndtw-2\charscalex
100 \ul0\nosupersub\cf14\f15\fs24 Conversations involving an enterprise knowledg
e capital strategy need to incorporate \up0 \expndtw-5\charscalex100 these dimen
sions: \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw0\charscalex105 \u82
26? human \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw0\charscalex10
4 \u8226? financial \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw-2\c
harscalex100 \u8226? research and development \par\pard\ql \li2520\sb4\sl-276\
slmult0 \up0 \expndtw0\charscalex105 \u8226? process \par\pard\ql \li2520\sb24
\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \u8226? physical and technologic
al infrastructure \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw0\charsc
alex108 \u8226? legal \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw0\c
harscalex101 \u8226? measurement \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0
\expndtw-3\charscalex100 \u8226? relationship to customers and suppliers \par
\pard\qj \li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\ri1714\sb19\sl-270\slmul
t0\fi720 \up0 \expndtw-2\charscalex100 Each of these dimensions is addressed in
the sessions that compose this book in a \up0 \expndtw-2\charscalex100 first-han
d manner since the participants in the conversations have had to effectively dea
l \up0 \expndtw-4\charscalex100 with them in order to create viable, successful
knowledge-based organizations. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard
\ql\li1800\sb146\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf
24\f25\fs28 Knowledge Management as a Practice Field \par\pard\ql \li1800\ri1665
\sb239\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs2
4 The advantage of carrying out these explorations using the conversations appro
ach is that \line \up0 \expndtw-2\charscalex100 the thought leaders and practiti
oners are fully engaged in what matters most to them. \line \up0 \expndtw-4\char
scalex100 They have experimented and often created the basic ideas and practices
of their fields. \line \up0 \expndtw-4\charscalex100 They know what works and w
hat does not, what is essential and what is hype. With them \par\pard\sect\sectd
\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg12}{\bkmkend Pg12}\pa
r\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \p
ar\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosuper
sub\cf9\f10\fs20 12 \par\pard\ql \li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\
ri1604\sb195\sl-277\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f
15\fs24 as guides, the reader gets a unique set of understandings, not only of p
articular points of \line \up0 \expndtw-2\charscalex100 theory and lessons learn
ed, but also gets to know the people who are creating these fields. \line \up0 \
expndtw-2\charscalex100 The knowledge and know-how in these sessions comes from
their lifelong experience and \line \up0 \expndtw-2\charscalex100 learning. By b
ringing the whole person into the equation the reader gets a strong sense of \li
ne \up0 \expndtw-2\charscalex100 their whole worldview. The reader has the oppor
tunity to directly experience the main \line \up0 \expndtw-2\charscalex100 point
s in these conversations, as well as to learn about the context, learning proces
s, and \line \up0 \expndtw-2\charscalex100 values of the participant. The result
is not only a knowledge transfer but a context transfer \line \up0 \expndtw-3\c
harscalex100 as well. \par\pard\ql \li2520\sb224\sl-276\slmult0 \up0 \expndtw-2\
charscalex100 There is often a fine line between the theory and its practice, si
nce the \par\pard\ql \li1800\ri1817\sb5\sl-275\slmult0 \up0 \expndtw-2\charscale
x100 development of both is such an interconnected, evolutionary process. The re
ality is that \up0 \expndtw-2\charscalex100 thought leaders partner with practit

ioners, who use their organizations as practice zones \up0 \expndtw-2\charscalex


100 to build their knowledge-based enterprises. Their informed practices and lea
rnings \line \up0 \expndtw-2\charscalex100 provide the immediate feedback that c
ontributes so strongly the continuous shaping and \up0 \expndtw-3\charscalex100
reshaping of the field. \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1
800\ri1619\sb10\sl-275\slmult0\fi720 \up0 \expndtw-2\charscalex100 These session
s are with many of the most outstanding creators and practitioners in \line \up0
\expndtw-2\charscalex100 the fields of knowledge management and intellectual ca
pital. Participants were extremely \line \up0 \expndtw-2\charscalex100 candid an
d broad ranging in their comments. As a result, the reader will get a clear and
\line \up0 \expndtw-2\charscalex100 unvarnished set of insights into what is inv
olved in developing a knowledge-based \line \up0 \expndtw-3\charscalex100 organi
zation. \par\pard\ql \li1800\ri1797\sb7\sl-273\slmult0\fi720 \up0 \expndtw-2\cha
rscalex100 One core lesson to be learned from these conversations is that there
is no right, \line \up0 \expndtw-2\charscalex100 mechanistic cookbook way of bui
lding a knowledge-based enterprise. Rather there is an \up0 \expndtw-2\charscale
x100 evolving way, but one that is grounded in principles, and illuminated and e
xpanded \line \up0 \expndtw-3\charscalex100 through practice. \par\pard\ql \li25
20\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb9\sl-276\slmult0 \up0 \expndtw-2\cha
rscalex100 While each of the participants started with their own unique purview,
as the \par\pard\ql \li1800\ri1944\sb7\sl-273\slmult0 \up0 \expndtw-2\charscale
x100 conversations evolved, all began to show a much more common perspective and
set of \up0 \expndtw-2\charscalex100 concerns. This led to the most remarkable
outcomes of the sessions -- a group of \line \up0 \expndtw-2\charscalex100 indic
ators that, when clustered together, form the next stage of the common field of
\up0 \expndtw-3\charscalex100 intellectual capital and knowledge management. \pa
r\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb285\sl-322\slmult0 \u
p0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Who Can Use Knowledge
Capital Conversations \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li180
0\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb4\sl-276\slmult0 \up0 \expndtw-3\char
scalex100 \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital \ul0\nosupersub\cf14\f
15\fs24 has several purposes: \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \exp
ndtw-3\charscalex100 \u8226? \ul0\nosupersub\cf16\f17\fs24 Enterprise CEO\u821
7?s and senior leaders\ul0\nosupersub\cf14\f15\fs24 will have an easily accessi
ble set of \par\pard\ql \li2880\ri1626\sb4\sl-276\slmult0 \up0 \expndtw-2\charsc
alex100 perspectives for them to learn what a knowledge-based enterprise is and
what \line \up0 \expndtw-2\charscalex100 is involved in creating and sustaining
such an organization in the twenty-first \line \up0 \expndtw-2\charscalex100 cen
tury. This understanding is critical to decisions-makers in any type of \line \u
p0 \expndtw-2\charscalex100 organization. Just as organizational leaders had to
learn how to create an \line \up0 \expndtw-2\charscalex100 efficient bureaucracy
in the early twentieth century, they will have to learn \line \up0 \expndtw-2\c
harscalex100 how to become skillful in creating and managing knowledge-based ent
erprises \line \up0 \expndtw-3\charscalex100 in the twenty-first century. \par\p
ard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg13}{\bk
mkend Pg13}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex10
0 \ul0\nosupersub\cf9\f10\fs20 13 \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\p
ard\ql\li2520\sb216\sl-276\slmult0\tx2880 \up0 \expndtw-3\charscalex100 \ul0\nos
upersub\cf14\f15\fs24 \u8226? \tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub
\cf16\f17\fs24 Middle managers and front line staff\ul0\nosupersub\cf14\f15\fs24
will find an important set of reference \par\pard\ql \li2880\ri1608\sb4\sl-276
\slmult0 \up0 \expndtw-2\charscalex100 points and guidelines for action. In the
knowledge-based enterprise, everyone \line \up0 \expndtw-2\charscalex100 is a le
ader and everyone is a decision-maker. Autonomy replaces dependency \line \up0 \
expndtw-2\charscalex100 in the knowledge-based organization. In the electronic a
nd Internet era there is \line \up0 \expndtw-2\charscalex100 immediate interface
and feedback with customers, as well as all along the \line \up0 \expndtw-3\cha
rscalex100 supply chain. Middle managers and front line staff are increasingly i
n \line \up0 \expndtw-2\charscalex100 situations where they do not have time to

move up and down the hierarchy \line \up0 \expndtw-2\charscalex100 when rapid de
cisions and actions need to take place. They need a model where \line \up0 \expn
dtw-2\charscalex100 the glue that holds the knowledge-based enterprise together
is made up of \line \up0 \expndtw-4\charscalex100 knowledge, communications, and
values, supported by technology. They can \line \up0 \expndtw-2\charscalex100 u
se these sessions to understand the behaviors, relationships and knowledge \line
\up0 \expndtw-2\charscalex100 capabilities they need to master in order to have
a future in a knowledge-\line \up0 \expndtw-3\charscalex100 based environment.
\par\pard\ql \li2520\sb4\sl-276\slmult0\tx2880 \dn2 \expndtw-3\charscalex100 \u8
226? \tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Students\u
l0\nosupersub\cf14\f15\fs24 are the next generation of organizational leaders a
nd need to build \par\pard\ql \li2520\ri1669\sb4\sl-277\slmult0\fi360\tx2880\tx2
880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880
\tx2880\tx2880\tx2880 \up0 \expndtw-2\charscalex100 their ground on next generat
ion ideas and practices. The sessions give a very \line\tab \up0 \expndtw-3\char
scalex100 full range of perspectives, and while several of them are academically
\line \tab \up0 \expndtw-2\charscalex100 rigorous, they are unvarnished and not
at all pedantic. Rather, they are very \line\tab \up0 \expndtw-2\charscalex100
much common sense, and, in most cases, materials that can be easily shared. \lin
e\tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Knowledge Capi
tal\ul0\nosupersub\cf14\f15\fs24 will give students a head start in alternative
ways of \line \tab \up0 \expndtw-2\charscalex100 thinking about organizations a
s they embark on their professional careers. \up0 \expndtw-3\charscalex100 \u82
26? \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Practitioners\ul
0\nosupersub\cf14\f15\fs24 will gain direct access to many of the founders and
shapers of \line\tab \up0 \expndtw-2\charscalex100 the knowledge-based enterpris
e. These conversations provide a concentrated \line\tab \up0 \expndtw-2\charscal
ex100 experience of the participants and a systematic exploration of the major i
ssues \line\tab \up0 \expndtw-2\charscalex100 they are working through. Any prac
titioner who is developing a knowledge \line\tab \up0 \expndtw-2\charscalex100 s
trategy for his or her organization needs this kind of unfiltered, concentrated
\line\tab \up0 \expndtw-2\charscalex100 information. One of the most valuable as
pects of \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupersub\cf14\f15
\fs24 is that \line\tab \up0 \expndtw-2\charscalex100 practitioners can clearly
see the pathways that an array of thought leaders and \line\tab \up0 \expndtw-2
\charscalex100 advanced practitioners have taken, how they have reconsidered som
e of their \line\tab \up0 \expndtw-2\charscalex100 earlier stances, what they se
e as the essentials for effectiveness, and their \line \tab \up0 \expndtw-2\char
scalex100 views on the evolution of the field. The broader and fuller perspectiv
es found \line\tab \up0 \expndtw-4\charscalex100 in these sessions can save enor
mous amounts of time, and money and put an \line\tab \up0 \expndtw-5\charscalex1
00 organization on a sound footing as a knowledge-based enterprise. \par\pard\ql
\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\
li1800\sb102\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f
25\fs28 A Little History \par\pard\qj \li1800\sb0\sl-270\slmult0 \par\pard\qj\li
1800\ri1968\sb31\sl-270\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf
14\f15\fs24 We all use knowledge every day to make a difference. It might be to
leverage power, \up0 \expndtw-2\charscalex100 generate wealth, or simply to get
the job done. The core question is: Are we using that \up0 \expndtw-3\charscalex
100 knowledge well or poorly? \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\
ql\li2520\sb10\sl-276\slmult0 \up0 \expndtw-2\charscalex100 While the question o
f whether we are effectively using our knowledge has \par\pard\ql \li1800\sb4\sl
-276\slmult0 \up0 \expndtw-2\charscalex100 become increasingly important over th
e last fifty years, it has been vital throughout \par\pard\ql \li1800\ri1884\sb9
\sl-270\slmult0 \up0 \expndtw-2\charscalex100 human history. Every culture and s
ociety from our cave dwelling ancestors onward has \line \up0 \expndtw-2\charsca
lex100 carried out its version of knowledge capture, sharing, and leveraging to
survive and \line \up0 \expndtw-3\charscalex100 prosper. \par\pard\sect\sectd\fs
24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg14}{\bkmkend Pg14}\par\p
ard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\

pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub


\cf9\f10\fs20 14 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0
\sl-276\slmult0 \par\pard\ql\li1800\ri1771\sb180\sl-276\slmult0\fi720 \up0 \expn
dtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 One of the greatest achievemen
ts in the strategic use of knowledge took place in \line \up0 \expndtw-2\charsca
lex100 the fifteenth century when the Portuguese Prince Henry the Navigator bega
n the process \line \up0 \expndtw-2\charscalex100 that enabled Portugal to move
from being a small, unremarkable kingdom on the fringe \line \up0 \expndtw-2\cha
rscalex100 of Europe to becoming the wealthiest trading empire in the world. At
the time, Portugal \line \up0 \expndtw-2\charscalex100 was far from the centers
of trade in the Mediterranean and Near East. It did not have \line \up0 \expndtw
-2\charscalex100 access to the land and sea routes that would let it compete in
the traditional ways. The \line \up0 \expndtw-2\charscalex100 way for it to crea
te power and wealth was to find other, unknown pathways. \par\pard\ql \li2520\sb
264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 Prince Henry saw that the oppor
tunity lay in the sea route around Africa. He \par\pard\ql \li1800\ri1677\sb5\sl
-275\slmult0 \up0 \expndtw-2\charscalex100 began a step-by-step, collaborative n
ational program for advancing into the unknown, a \up0 \expndtw-2\charscalex100
program that turned out to be a century and a half long enterprise. Being on the
outside \up0 \expndtw-2\charscalex100 edge of Europe, the Portuguese were less
captive of the entrenched prejudices against the \up0 \expndtw-2\charscalex100 n
ew ways or new knowledge that they needed for their breakthrough. Rather, their
way \up0 \expndtw-3\charscalex100 was to test their own limits and over time for
ge new understandings. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li18
00\ri1916\sb9\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 To accomplish t
his Prince Henry built an early version of a center for research \up0 \expndtw-2
\charscalex100 and development. He assembled the most experienced mapmakers, sea
farers, \line \up0 \expndtw-2\charscalex100 shipbuilders, and instrument makers
at Sagres, in the isolated, southwest corner of \line \up0 \expndtw-2\charscalex
100 Portugal. It was at Sagres that Henry began his \u8220?conversation\u8221? t
o build his knowledge\up0 \expndtw-4\charscalex100 based enterprise. His premise
was that the unknown could only be discovered by \line \up0 \expndtw-5\charscal
ex100 extending the boundaries of the known. \par\pard\ql \li1800\ri1693\sb244\s
l-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 His experiments in shipbuildin
g produced a new ship design, the caravel, which \line \up0 \expndtw-2\charscale
x100 could sail against the wind. This design gave the caravel the unique abilit
y to not only go \line \up0 \expndtw-4\charscalex100 out on voyages of discovery
, but be able to return as well. Caravels were not designed to \line \up0 \expnd
tw-2\charscalex100 bring back a vast physical wealth, but rather the more valuab
le, intangible wealth of \line \up0 \expndtw-2\charscalex100 \u8220?news\u8221?.
This new knowledge was continuously synthesized in Sagres, and eventually \line
\up0 \expndtw-2\charscalex100 became the congealed wealth that produced the cap
acity to sail further and further down \line \up0 \expndtw-2\charscalex100 and a
round the African coast. The outcome of the leadership, strategic thinking, cour
age, \line \up0 \expndtw-2\charscalex100 skills and innovation at Sagres was the
discovery of the sea route to India and then \line \up0 \expndtw-2\charscalex10
0 southeast Asia, which led to a trading empire and the generation of enormous w
ealth for \line \up0 \expndtw-2\charscalex100 Portugal. For almost two hundred y
ears this small, but archetypical, knowledge-based \line \up0 \expndtw-2\charsca
lex100 enterprise, with little physical resources and limited numbers of people,
became the \line \up0 \expndtw-3\charscalex100 dominant, richest trading power
in the world. \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1652
\sb10\sl-275\slmult0\fi720 \up0 \expndtw-4\charscalex100 Prince Henry\u8217?s ex
periment demonstrates that in any era, in almost any conditions, \up0 \expndtw-2
\charscalex100 the strategic power of a knowledge-based enterprise has the capac
ity to yield a huge \line \up0 \expndtw-4\charscalex100 difference. Our challeng
e is to harness our advanced technology and newly possible \line \up0 \expndtw-2
\charscalex100 networked enterprises to use those same principles familiar to Pr
ince Henry for outcomes \up0 \expndtw-3\charscalex100 that go far beyond our own
expectations. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240

{\bkmkstart Pg15}{\bkmkend Pg15}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pa


rd\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \e
xpndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 15 \par\pard\ql \li1800\sb0\
sl-322\slmult0 \par\pard\ql\li1800\sb172\sl-322\slmult0 \up0 \expndtw-4\charscal
ex100 \ul0\nosupersub\cf24\f25\fs28 How to use this book \par\pard\ql \li1800\sb
0\sl-275\slmult0 \par\pard\ql\li1800\ri1729\sb62\sl-275\slmult0 \up0 \expndtw-2\
charscalex100 \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupersub\cf1
4\f15\fs24 is designed from the reader\u8217?s point of view. Pick the perspect
ive that \line \up0 \expndtw-2\charscalex100 best meets your needs. You can read
\ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupersub\cf14\f15\fs24 f
rom cover-to-cover to get an \line \up0 \expndtw-2\charscalex100 overview of the
field. You can seek out a section that emphasizes particular set of \line \up0
\expndtw-2\charscalex100 themes. Or simply, you can turn to the end of each chap
ter for a summary of Key \line \up0 \expndtw-2\charscalex100 Learning Points. Ea
ch Key Learning Points is more fully explored in that chapter. \par\pard\qj \li1
800\ri1659\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 The conversa
tions are clustered by major theme or practice area, and are followed \up0 \expn
dtw-2\charscalex100 by an Epilogue, which anticipates what the next stage of the
field will look and feel like. \up0 \expndtw-3\charscalex100 The major themes a
re: \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw0\charscalex101 \u8226
? Starting Points \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw0\chars
calex100 \u8226? Strategic Issues \par\pard\ql \li2520\sb24\sl-276\slmult0 \up
0 \expndtw-3\charscalex100 \u8226? Human Capital, Values, and Learning \par\pa
rd\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \u8226? Driver
s and Accounting for Intangibles \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \e
xpndtw-2\charscalex100 \u8226? Putting It All Together in Practice \par\pard\q
l \li1800\sb0\sl-270\slmult0 \par\pard\ql\li1800\ri1745\sb19\sl-270\slmult0\fi72
0 \up0 \expndtw-2\charscalex100 Return to the chapters often. The different pers
pectives will provide ever broader \line \up0 \expndtw-2\charscalex100 and incre
asingly rich insights into what is necessary for building knowledge-based \line
\up0 \expndtw-2\charscalex100 enterprises to become the interactive, multi-dimen
sional entities that they need to be. \par\pard\ql \li1800\sb0\sl-322\slmult0 \p
ar\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb164\sl-322\slmult0 \u
p0 \expndtw-3\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosuper
sub\cf38\f39\fs28 Cluster I: Starting Points \par\pard\qj \li1800\sb0\sl-280\sl
mult0 \par\pard\qj\li1800\ri2391\sb53\sl-280\slmult0 \up0 \expndtw-2\charscalex1
00 \ul0\nosupersub\cf14\f15\fs24 This cluster outlines the transition to knowled
ge-based enterprises, the changes of \up0 \expndtw-2\charscalex100 perception, r
elationships, and behaviors required for an organization to become a \up0 \expnd
tw-3\charscalex100 knowledge-based enterprise. \par\pard\ql \li1800\sb264\sl-276
\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 2. \
tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Dorothy Leonard:
\ul0\nosupersub\cf39\f40\fs24 Operating as a Knowledge System \par\pard\ql \li
1800\ri1691\sb47\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf
14\f15\fs24 The foundation for looking at the way we operate as a knowledge syst
em enables readers \up0 \expndtw-2\charscalex100 can begin to see what kinds of
knowledge are being brought in, what are the channels \line \up0 \expndtw-2\char
scalex100 through which knowledge flows, and where we are arbitrarily closing ou
t various kinds \up0 \expndtw-3\charscalex100 of knowledge assets. \par\pard\li1
800\sb0\sl-276\slmult0\par\pard\li1800\sb5\sl-276\slmult0\fi0\tx2520 \up0 \expnd
tw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 3.\tab \up0 \expndtw-3\charscal
ex100 \ul0\nosupersub\cf21\f22\fs24 Jim Botkin:\ul0\nosupersub\cf39\f40\fs24 Th
e Knowledge Business\par\pard\ql \li1800\ri1797\sb25\sl-280\slmult0 \up0 \expndt
w-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 A new business is emerging - the
knowledge business. And, there is a new organization \up0 \expndtw-2\charscalex
100 emerging, the knowledge community. These two require a new communications or
\line \up0 \expndtw-2\charscalex100 management model called knowledge managemen
t. All of these elements need to be in \up0 \expndtw-3\charscalex100 place for a
knowledge business to work. \par\pard\ql \li1800\sb264\sl-276\slmult0\tx2520 \u
p0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 4. \tab \up0 \expndtw-

3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Karl Wiig:\ul0\nosupersub\cf39\f40


\fs24 The Knowledge Movement Emerges from its Infancy \par\pard\qj \li1800\ri1
698\sb49\sl-270\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\f
s24 The amount of knowledge that people are able to capture is minimal compared
to what is \line \up0 \expndtw-2\charscalex100 required to run a business. The b
alance resides in people\u8217?s heads. The challenge is to set \line \up0 \expn
dtw-2\charscalex100 up the environment in which there is an understanding of kno
wledge needs, availability \par\pard\sect\sectd\fs24\paperw12240\paperh15840\par
d\sb0\sl-240{\bkmkstart Pg16}{\bkmkend Pg16}\par\pard\ql \li10239\sb0\sl-230\slm
ult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slm
ult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 16 \par\pard\qj
\li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1688\sb189\sl-280\slmult0 \up0
\expndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 of relevant knowledge, an
d new ways in which people can collaborate. If you get people \line \up0 \expndt
w-2\charscalex100 together and give them the understanding and freedom to act, t
hey will actually act are in \line \up0 \expndtw-2\charscalex100 their own inter
ests as they see it, and certainly in the in the organization\u8217?s best inter
ests. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb204\sl-322\s
lmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf25\f26\fs28 Knowledge \u
l0\nosupersub\cf38\f39\fs28 Cluster II: Strategic Issues \par\pard\ql \li1800\r
i1830\sb256\sl-277\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f1
5\fs24 The goal of a knowledge initiative is to make a strategic difference. Kno
wledge capital \line \up0 \expndtw-2\charscalex100 strategies have a set concept
s, key reference points and processes that an enterprise can \line \up0 \expndtw
-2\charscalex100 use to navigate its knowledge efforts. An effective knowledge c
apital strategy will have \line \up0 \expndtw-2\charscalex100 an appropriate ret
urn on investment, align throughout the organization, be supported by \line \up0
\expndtw-2\charscalex100 staff and suppliers, and improve the value offered to
customers. The chapters in this \line \up0 \expndtw-2\charscalex100 session exam
ine the role of strategy in knowledge-based enterprises, suggesting \line \up0 \
expndtw-2\charscalex100 methodologies, as well as raising questions that must be
answered by leaders in any \line \up0 \expndtw-3\charscalex100 serious knowledg
e endeavor. \par\pard\ql \li1800\sb264\sl-276\slmult0\tx2520 \up0 \expndtw-3\cha
rscalex100 \ul0\nosupersub\cf39\f40\fs24 5. \tab \up0 \expndtw-3\charscalex100 \
ul0\nosupersub\cf21\f22\fs24 Gran Roos:\ul0\nosupersub\cf39\f40\fs24 Recipes fo
r Knowledge-based Value Creation \par\pard\ql \li1800\ri1669\sb45\sl-275\slmult0
\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Intellectual capita
l is the science and art for dealing with how to extract maximum value \line \up
0 \expndtw-4\charscalex100 from an enterprise\u8217?s resources and the way it c
hooses to deploy them. Business recipes \line \up0 \expndtw-2\charscalex100 comb
ine those different resources to transform them into new and more valuable outpu
ts. \line \up0 \expndtw-4\charscalex100 Both resource stock and flow need to be
fully taken into account in the transformation \line \up0 \expndtw-5\charscalex1
00 process. \par\pard\ql \li1800\sb265\sl-276\slmult0\tx2520 \up0 \expndtw-3\cha
rscalex100 \ul0\nosupersub\cf39\f40\fs24 6. \tab \up0 \expndtw-3\charscalex100 \
ul0\nosupersub\cf21\f22\fs24 Leif Edvinsson:\ul0\nosupersub\cf39\f40\fs24 The
Intelligent Organization \par\pard\ql \li1800\ri1977\sb41\sl-280\slmult0 \up0 \e
xpndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Intelligent organizations a
re about global intelligence, the courage to move to the next \up0 \expndtw-2\ch
arscalex100 plane, the accounting for intangibles, and how to leverage knowledge
recipes for \line \up0 \expndtw-3\charscalex100 effective outcomes. \par\pard\q
l \li1800\sb264\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosuper
sub\cf39\f40\fs24 7. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22
\fs24 Vince Barabba:\ul0\nosupersub\cf39\f40\fs24 Understanding the Enterprise
as a System \par\pard\ql \li1800\ri1641\sb44\sl-276\slmult0 \up0 \expndtw-2\cha
rscalex100 \ul0\nosupersub\cf14\f15\fs24 The first task in a knowledge strategy
is to understand that enterprises are interactive \line \up0 \expndtw-2\charscal
ex100 systems with different parts that interface outward with customers and int
eract among \line \up0 \expndtw-2\charscalex100 themselves. That is where the op
portunities are. It is corporate strategy\u8217?s job to forge a \line \up0 \exp

ndtw-2\charscalex100 process to assist management in creating a strategy to impl


ement. This involves surfacing \line \up0 \expndtw-2\charscalex100 ideas, specul
ating how they will interact with the enterprise, involving management in \line
\up0 \expndtw-2\charscalex100 dialogue on them, and providing the analytic tools
and resources to support \line \up0 \expndtw-5\charscalex100 implementation. \p
ar\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \pa
r\pard\ql\li1800\sb2\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersu
b\cf38\f39\fs28 Knowledge \ul0\nosupersub\cf11\f12\fs28 Cluster III: Human Capi
tal, Values and Learning \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li
1800\ri1731\sb42\sl-275\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf
14\f15\fs24 Organizations are increasingly realizing that it is their human capi
tal that is the source of \line \up0 \expndtw-2\charscalex100 renewal and innova
tion. Yet, the rules of engagement for human capital are changing. \line \up0 \e
xpndtw-2\charscalex100 Human capital was thought to be something that an enterpr
ise could control, acquire, \line \up0 \expndtw-2\charscalex100 directly manage,
and come very close to owning. However, those in successful \line \up0 \expndtw
-4\charscalex100 knowledge enterprises know that human capital can only be broug
ht into full play in a \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb
0\sl-240{\bkmkstart Pg17}{\bkmkend Pg17}\par\pard\ql \li10239\sb0\sl-230\slmult0
\par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0
\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 17 \par\pard\ql \li1
800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\slmult0 \up0 \expndtw-2\
charscalex100 \ul0\nosupersub\cf14\f15\fs24 negotiation, where the enterprise an
d the individual determine mutually satisfying \par\pard\qj \li1800\ri1611\sb1\s
l-280\slmult0 \up0 \expndtw-2\charscalex100 conditions and outcomes. At the same
time the knowledge-based enterprise must redesign \up0 \expndtw-3\charscalex100
itself as an extended learning enterprise. \par\pard\ql \li1800\ri1795\sb260\sl
-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 These are not simple changes, b
ut they are doable changes. The conversations in \up0 \expndtw-2\charscalex100 t
his section delve into what the elements of a new framework for human capital ar
e, the \up0 \expndtw-2\charscalex100 values that support that framework, and the
learning structure that enables value to be \up0 \expndtw-3\charscalex100 both
created and captured by the enterprise. \par\pard\ql \li1800\sb0\sl-276\slmult0
\par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb12\sl-276\slmult0\t
x2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf16\f17\fs24 8. \tab \up0 \
expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Jac Fitz-enz:\ul0\nosupers
ub\cf16\f17\fs24 Human Capital is the Only Active Asset \par\pard\ql \li1800\r
i1688\sb0\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf1
4\f15\fs24 People are the differentiating factor for an enterprise, and human ef
fort and \line \up0 \expndtw-2\charscalex100 knowledge efforts are the real leve
rs for achieving markedly higher performance and \line \up0 \expndtw-2\charscale
x100 desired outcomes. Enterprises need to recognize that people are grabbing in
formation, \line \up0 \expndtw-2\charscalex100 mobility, and connectivity (via t
he world wide web and Internet) and often moving faster \line \up0 \expndtw-2\ch
arscalex100 than management. Management needs to stay up with them or else it wi
ll be dragged \line \up0 \expndtw-3\charscalex100 along behind them. \par\pard\l
i1800\sb268\sl-276\slmult0\fi0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosuper
sub\cf16\f17\fs24 9.\tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\
fs24 Thomas O. Davenport:\ul0\nosupersub\cf16\f17\fs24 People are the Owners a
nd Investors of Human\par\pard\li1800\sb1\sl-273\slmult0\fi0 \up0 \expndtw-3\cha
rscalex100 Capital\par\pard\ql \li1800\ri1662\sb0\sl-276\slmult0\fi720 \up0 \exp
ndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 People have taken charge of t
heir human capital and how they want to invest it. \line \up0 \expndtw-2\charsca
lex100 Enterprises and managers need to have a strategy to optimize the return o
n their \line \up0 \expndtw-2\charscalex100 investment for human capital both to
their employees and to the organization. At the \line \up0 \expndtw-2\charscale
x100 center of this strategy is the multiparty \u8220?deal\u8221? that forms the
new social contract among \line \up0 \expndtw-2\charscalex100 the individual, m
anagers, the organization, and co-workers. The new framework involves \line \up0
\expndtw-2\charscalex100 understanding the \u8220?deal\u8221?, acceptance by al

l parties, strategic alignment, competence \line \up0 \expndtw-3\charscalex100 b


uilding, and reinforcement. \par\pard\li1800\sb0\sl-276\slmult0\par\pard\li1800\
sb9\sl-276\slmult0\fi0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf16
\f17\fs24 10.\tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Do
n Tyler:\ul0\nosupersub\cf16\f17\fs24 Shared Values - The Prerequisite for Kno
wledge Sharing and\par\pard\li1800\sb1\sl-273\slmult0\fi0 \up0 \expndtw-3\charsc
alex100 Creation\par\pard\ql \li1800\ri1703\sb0\sl-273\slmult0 \up0 \expndtw-2\c
harscalex100 \ul0\nosupersub\cf14\f15\fs24 Values plus skills equal capabilities
for people and their enterprises. Values provide the \line \up0 \expndtw-2\char
scalex100 meaning and motivation to learn new skills. Organizational values need
to be first \line \up0 \expndtw-4\charscalex100 identified and then, consistent
ly nurtured. High levels of knowledge sharing and creation \line \up0 \expndtw-2
\charscalex100 can only be sustained after meaningful relationships are establis
hed and constantly \line \up0 \expndtw-2\charscalex100 nourished. Ultimately, th
e challenge resides in evolving sets of values that extend across \line \up0 \ex
pndtw-2\charscalex100 the newly networked organizations and that honor a diversi
ty of values as part of the \line \up0 \expndtw-3\charscalex100 organization\u82
17?s core ethic. \par\pard\ql \li1800\sb265\sl-276\slmult0\tx2520 \up0 \expndtw3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 11. \tab \up0 \expndtw-3\charscale
x100 \ul0\nosupersub\cf21\f22\fs24 Brook Manville:\ul0\nosupersub\cf39\f40\fs24
Wars of Capabilities \par\pard\ql \li1800\ri1651\sb65\sl-275\slmult0 \up0 \exp
ndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Knowledge management is part
of a broader and more integrated effort to manage and \up0 \expndtw-2\charscalex
100 develop human capability for business performance. Managers will assess the
gaps in \up0 \expndtw-2\charscalex100 their workforce and direct interventions.
At the same time, individual workers will have \up0 \expndtw-2\charscalex100 the
opportunity to take control of their learning that, in turn, moves the organiza
tion to be \up0 \expndtw-3\charscalex100 able to achieve its goals and objective
s. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart
Pg18}{\bkmkend Pg18}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li1023
9\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\cha
rscalex100 \ul0\nosupersub\cf9\f10\fs20 18 \par\pard\qj \li1800\sb0\sl-320\slmul
t0 \par\pard\qj\li1800\ri2491\sb176\sl-320\slmult0 \up0 \expndtw-4\charscalex100
\ul0\nosupersub\cf24\f25\fs28 Knowledge\ul0\nosupersub\cf25\f26\fs28 \ul0\nos
upersub\cf38\f39\fs28 Cluster IV: Drivers and Accounting for Intangible \up0 \e
xpndtw-4\charscalex100 Wealth \par\pard\ql \li1800\sb0\sl-277\slmult0 \par\pard\
ql\li1800\ri1765\sb59\sl-277\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupers
ub\cf14\f15\fs24 There has been a continuing decline in the relevance of tangibl
e assets and earnings as \line \up0 \expndtw-2\charscalex100 predictors of stock
market performance. Yet there is no decline in the needs of decision \line \up0
\expndtw-2\charscalex100 makers for transparency and understanding of market dr
ivers in an environment where \line \up0 \expndtw-2\charscalex100 the intangible
s of an enterprise are more significant than the traditional tangible ones for \
line \up0 \expndtw-2\charscalex100 the operations and valuation of enterprises.
These conversations delve into efforts to \line \up0 \expndtw-2\charscalex100 na
vigate in an environment where biases and distortions are just being sorted out
and \line \up0 \expndtw-2\charscalex100 alternative methodologies for measuring
intangible wealth are beginning to be \line \up0 \expndtw-3\charscalex100 formul
ated. \par\pard\ql \li1800\sb244\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscale
x100 \ul0\nosupersub\cf39\f40\fs24 12. \tab \up0 \expndtw-3\charscalex100 \ul0\n
osupersub\cf21\f22\fs24 Jonathan Low:\ul0\nosupersub\cf39\f40\fs24 Value Drive
rs for Intangibles \par\pard\ql \li1800\sb64\sl-276\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf14\f15\fs24 Traditional measures do not provide enou
gh detail or texture to give managers or \par\pard\qj \li1800\ri1830\sb0\sl-280\
slmult0 \up0 \expndtw-2\charscalex100 investors the information they need. With
some insight and effort, we can begin to put \up0 \expndtw-2\charscalex100 toget
her a clearer picture of what is going wrong in an organization, what is going w
ell, \up0 \expndtw-3\charscalex100 what could go better, and how to improve it.
\par\pard\ql \li1800\sb245\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \
ul0\nosupersub\cf39\f40\fs24 13. \tab \up0 \expndtw-3\charscalex100 \ul0\nosuper

sub\cf21\f22\fs24 Steven Wallman:\ul0\nosupersub\cf39\f40\fs24 A Level Playing


Field for Intangibles \par\pard\ql \li1800\ri1864\sb47\sl-273\slmult0 \up0 \exp
ndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Financial reporting and discl
osure systems are increasingly susceptible to not capturing \up0 \expndtw-2\char
scalex100 important drivers of wealth production, and specifically knowledge-bas
ed assets. \line \up0 \expndtw-2\charscalex100 Recognition of intangibles is cen
tral in decisions involving capital allocation, financial \up0 \expndtw-2\charsc
alex100 reporting, appropriate disclosure, and volatility of the financial marke
tplace. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb265\sl-322
\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge\u
l0\nosupersub\cf43\f44\fs28 \ul0\nosupersub\cf38\f39\fs28 Cluster V: Bringing
It All Together in Practice \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\q
l\li1800\sb40\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\
f15\fs24 Practitioners are the ones that lead the transformation from being acti
vity-based \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100
enterprises into becoming knowledge-based enterprises. They are at the lead in
\par\pard\ql \li1800\ri1744\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 det
ermining how the concepts and practices are introduced into enterprise. They exp
lore \line \up0 \expndtw-2\charscalex100 with leadership, middle management and
frontline staff how each will benefit by \line \up0 \expndtw-2\charscalex100 ide
ntifying and using knowledge inputs to guide their work. They navigate for align
ing \line \up0 \expndtw-2\charscalex100 the values, the technology, the strategi
es, the structure and processes, and the measures. \line \up0 \expndtw-2\charsca
lex100 The sessions that follow illustrate a number of different approaches that
practitioners are \line \up0 \expndtw-3\charscalex100 using. \par\pard\qj \li18
00\ri1667\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 Think about y
our organization and envision how you could use these approaches \up0 \expndtw-2
\charscalex100 to evolve it into more of knowledge-based enterprise. Do not feel
the need to copy any of \up0 \expndtw-2\charscalex100 their efforts in a cookie
-cutter manner. They created their methodologies through a great \up0 \expndtw-2
\charscalex100 deal of trial and error. Learn from their experiences, try out th
eir ideas and practices and \up0 \expndtw-3\charscalex100 see what will make the
difference for your enterprise. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pa
rd\ql\li1800\sb8\sl-276\slmult0\tx2520 \up0 \expndtw-5\charscalex100 \ul0\nosupe
rsub\cf16\f17\fs24 14. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f
22\fs24 Hubert Saint-Onge:\ul0\nosupersub\cf16\f17\fs24 Creating and Implement
ing a Knowledge Strategy \par\pard\qj \li1800\ri1892\sb0\sl-280\slmult0 \up0 \ex
pndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Hubert Saint-Onge understand
s that the knowledge strategy of an organization must be \line \up0 \expndtw-4\c
harscalex100 geared to build the capabilities and relationships that form the in
tangible assets of the \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb
0\sl-240{\bkmkstart Pg19}{\bkmkend Pg19}\par\pard\ql \li10239\sb0\sl-230\slmult0
\par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0
\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 19 \par\pard\qj \li1
800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2058\sb189\sl-280\slmult0 \up0 \exp
ndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 firm. The strategy needs to t
ake into account that intangible assets are quite different \up0 \expndtw-2\char
scalex100 from tangible assets and need to be managed quite differently. The str
ategy must link \up0 \expndtw-2\charscalex100 supporting values that align and r
enew the tacit knowledge of the organization and a \up0 \expndtw-3\charscalex100
compatible technological infrastructure. \par\pard\ql \li1800\sb264\sl-276\slmu
lt0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 15. \tab
\up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Kent Greenes:\ul0\no
supersub\cf39\f40\fs24 Knowledge Management is About Change \par\pard\ql \li18
00\ri1760\sb47\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14
\f15\fs24 Kent Greenes lays out the process for creating a knowledge initiative,
starting with \line \up0 \expndtw-2\charscalex100 building a business case for
the knowledge initiative to get the attention of a business \line \up0 \expndtw2\charscalex100 leader and staff, and the finding out how the knowledge effort w
ill make a very real and \line \up0 \expndtw-2\charscalex100 personal difference

in the day-to-day areas that matter most. It is their buy-in that will \line \u
p0 \expndtw-2\charscalex100 allow the knowledge process to have a chance to live
. Greenes clearly frames key points \line \up0 \expndtw-2\charscalex100 that any
practitioner must take into account to cultivate a successful knowledge \line \
up0 \expndtw-3\charscalex100 enterprise. \par\pard\ql \li1800\sb265\sl-276\slmul
t0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 16. \tab \
up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Sharon Oriel:\ul0\nos
upersub\cf39\f40\fs24 Finding \u8220?The Hook\u8221? \par\pard\ql \li1800\sb64
\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Shar
on Oriel sees that leaders in enterprises need to think in terms of managing \pa
r\pard\ql \li1800\ri1641\sb0\sl-280\slmult0 \up0 \expndtw-4\charscalex100 intell
ectual capital assets as structural resources. The extension of this view is to
align the \line \up0 \expndtw-2\charscalex100 intellectual capital effort with t
he enterprise business strategy. The key is to, then, find \line \up0 \expndtw-2
\charscalex100 \u8220?the hook\u8221? that shows the value of managing intellect
ual capital to help solve a critical \line \up0 \expndtw-2\charscalex100 issue i
n an organization. Once that happens the practitioner has the license to operate
. \par\pard\ql \li1800\sb245\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100
\ul0\nosupersub\cf39\f40\fs24 17. \tab \up0 \expndtw-5\charscalex100 \ul0\nosup
ersub\cf21\f22\fs24 Stephen Denning:\ul0\nosupersub\cf39\f40\fs24 The Springboa
rd Story \par\pard\ql \li1800\ri1611\sb46\sl-274\slmult0 \up0 \expndtw-2\charsca
lex100 \ul0\nosupersub\cf14\f15\fs24 Stephen Denning tried everything at the Wor
ld Bank to engage people in its knowledge \line \up0 \expndtw-2\charscalex100 in
itiative. Nothing worked effectively until he found that through storytelling pe
ople \line \up0 \expndtw-2\charscalex100 could identify with and co-create a vis
ion, in their own words, of what their organization \line \up0 \expndtw-2\charsc
alex100 could become. Stories became the springboard for sharing knowledge acros
s the \line \up0 \expndtw-2\charscalex100 organization and eventually with the b
roader community of users across the world. \line \up0 \expndtw-2\charscalex100
Storytelling made the knowledge movement alive at the World Bank and, in conjunc
tion \line \up0 \expndtw-2\charscalex100 with the putting in place seven key str
uctural elements, are the basis for the it to become a \line \up0 \expndtw-5\cha
rscalex100 knowledge-based enterprise. \par\pard\ql \li1800\sb0\sl-276\slmult0 \
par\pard\ql\li1800\sb29\sl-276\slmult0\tx2520 \up0 \expndtw-5\charscalex100 \ul0
\nosupersub\cf16\f17\fs24 18. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub
\cf21\f22\fs24 Alex Bennet:\ul0\nosupersub\cf16\f17\fs24 The Knowledge Centric
Organization \par\pard\ql \li1800\sb1\sl-256\slmult0 \up0 \expndtw-2\charscalex
100 \ul0\nosupersub\cf14\f15\fs24 Alex Bennet was in the lead position in the de
velopment of a knowledge-centric US \par\pard\ql \li1800\ri1696\sb7\sl-277\slmul
t0 \up0 \expndtw-2\charscalex100 Department of the Navy. She demonstrates the ro
le of knowledge in a 21\ul0\super\cf31\f32\fs24 st\ul0\nosupersub\cf14\f15\fs24
century public \up0 \expndtw-2\charscalex100 sector organization. A key to succ
ess for the Navy is knowledge superiority. To \line \up0 \expndtw-2\charscalex10
0 accomplish this meant that the Navy needed to build its basic capacities of ha
rdware, \line \up0 \expndtw-2\charscalex100 software, and wetware. The chapter
examines how knowledge is linked to and supports \up0 \expndtw-2\charscalex100 o
rganizational goals. It also explores how the building blocks of a strategic vis
ion, \line \up0 \expndtw-4\charscalex100 knowledge sharing, knowledge capture, c
onnectivity, alignment, and metrics have been \up0 \expndtw-2\charscalex100 desi
gned into the Navy\u8217?s approach so that knowledge management supports the \l
ine \up0 \expndtw-3\charscalex100 achievement of its strategic goals. \par\pard\
sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg20}{\bkmken
d Pg20}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\
slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \u
l0\nosupersub\cf9\f10\fs20 20 \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\
ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql
\li1800\sb168\sl-322\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf24\
f25\fs28 Epilogue:\ul0\nosupersub\cf43\f44\fs28 \ul0\nosupersub\cf38\f39\fs28
Convergence - Towards the next stage \par\pard\ql \li1800\sb0\sl-276\slmult0 \pa
r\pard\ql\li1800\ri1670\sb60\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\n

osupersub\cf14\f15\fs24 As the series of conversations took place, a group of th


emes started to emerge that will \up0 \expndtw-2\charscalex100 shape of the fram
ework for the next stage of the knowledge field. The people involved in \up0 \ex
pndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupe
rsub\cf14\f15\fs24 are experimentalists and continuous learners. While they car
ried out \up0 \expndtw-2\charscalex100 their work on knowledge initiatives they
reflected on their experience and began to better \up0 \expndtw-2\charscalex100
grasp both the underlying dilemmas and the new sets of issues and perspectives t
hat they \up0 \expndtw-3\charscalex100 saw were in need of being addressed. \par
\pard\ql \li1800\ri1613\sb264\sl-277\slmult0\fi720 \up0 \expndtw-2\charscalex100
Some participants, whose roots were in the computer sciences have seen the limi
ts \line \up0 \expndtw-2\charscalex100 of information technology at this stage,
and now see human learning as they key. Others, \line \up0 \expndtw-2\charscalex
100 who emphasized either knowledge creation or knowledge capture, found that bo
th are \line \up0 \expndtw-2\charscalex100 equally important in any enterprise,
with the need to create a framework in which they \line \up0 \expndtw-2\charscal
ex100 can be holistically integrated and form a new knowledge value chain. In ad
dition to that, \line \up0 \expndtw-2\charscalex100 many expressed that we are i
n just the initial phases of learning how to nurture and use \line \up0 \expndtw
-2\charscalex100 communities of practice, metrics, and how to account for intang
ible value in \line \up0 \expndtw-2\charscalex100 organizations. These are among
the strands of issues that are synthesized in the Epilogue \line \up0 \expndtw2\charscalex100 and become the whole cloth that will compose the next, richer, a
nd more reality-based \line \up0 \expndtw-3\charscalex100 phase of the knowledge
movement. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb204\sl322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Growing
the Seeds \par\pard\ql \li1800\sb276\sl-276\slmult0 \up0 \expndtw-2\charscalex10
0 \ul0\nosupersub\cf14\f15\fs24 Every enterprise has within it the seeds of beco
ming a knowledge-based enterprise. \par\pard\ql \li1800\ri1634\sb5\sl-275\slmult
0 \up0 \expndtw-2\charscalex100 Organizations already have extensive amounts of
information, data, and measures in their \up0 \expndtw-2\charscalex100 various r
epositories. However, probably ninety percent of their knowledge is tacit, \line
\up0 \expndtw-2\charscalex100 residing in the know-how of their staff, supplier
s, and customers. The conversations that \up0 \expndtw-2\charscalex100 follow pr
ovide a framework and benchmarks to evaluate to what extent an enterprise is \li
ne \up0 \expndtw-2\charscalex100 knowledge-based, what strategic capabilities it
needs to cultivate to further its \line \up0 \expndtw-2\charscalex100 transform
ation, and how to go about doing that. The different sessions map out how to \li
ne \up0 \expndtw-2\charscalex100 create strategies and build the vehicles, relat
ionships and supporting environment so that \up0 \expndtw-2\charscalex100 knowle
dge capital is easily accessed, comes freely into play, is nurtured, and leverag
ed to \up0 \expndtw-3\charscalex100 achieve gains that exceed expectations. \par
\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb9\sl-276\slmult0 \up0
\expndtw-2\charscalex100 The currency of an enterprise is increasingly based upo
n its knowledge capital \par\pard\ql \li1800\ri1623\sb5\sl-275\slmult0 \up0 \exp
ndtw-2\charscalex100 and its ability to mobilize its knowledge resources to resp
ond to changing conditions. The \line \up0 \expndtw-2\charscalex100 advantage of
a knowledge-based enterprise comes from it being better able to \line \up0 \exp
ndtw-2\charscalex100 understanding its resources (both intangible and tangible),
its opportunities and risks, and \line \up0 \expndtw-2\charscalex100 its abilit
y to mobilize those knowledge resources in ways that make for a distinct \line \
up0 \expndtw-3\charscalex100 difference. \par\pard\ql \li1800\sb0\sl-270\slmult0
\par\pard\ql\li1800\ri1825\sb20\sl-270\slmult0\fi720 \up0 \expndtw-2\charscalex
100 The future will be won by enterprises that have the capabilities to out thin
k, out \line \up0 \expndtw-2\charscalex100 organize, out maneuver, and out perfo
rm their rivals. This means enterprises must \line \up0 \expndtw-2\charscalex100
prepare themselves for continual renewal so they can go beyond the edge of what
exists \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmks
tart Pg21}{\bkmkend Pg21}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\l
i10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-

2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 21 \par\pard\qj \li1800\sb0\sl-280\


slmult0 \par\pard\qj\li1800\ri1862\sb189\sl-280\slmult0 \up0 \expndtw-2\charscal
ex100 \ul0\nosupersub\cf14\f15\fs24 and create new passageways, just as Prince H
enry the Navigator did five hundred years \line \up0 \expndtw-3\charscalex100 ag
o. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri2117\sb8\sl-276
\slmult0\fi720 \up0 \expndtw-3\charscalex100 The convergence of networked enterp
rise, increasingly autonomous human \up0 \expndtw-2\charscalex100 capital, and a
dvances in electronic collaboration technologies provides a unique, and \up0 \ex
pndtw-2\charscalex100 perhaps historic, opportunity for knowledge-based enterpri
ses to leverage their \line \up0 \expndtw-2\charscalex100 knowledge capital in w
ays that were never possible before. With these mentoring \up0 \expndtw-2\charsc
alex100 conversations as a stimulus and guide, embark on a voyage of discovery t
o find and \up0 \expndtw-3\charscalex100 capitalize on whole new fields of possi
bilities. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkm
kstart Pg22}{\bkmkend Pg22}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql
\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndt
w-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 22 \par\pard\ql \li1800\sb0\sl-41
4\slmult0 \par\pard\ql\li1800\sb324\sl-414\slmult0 \up0 \expndtw0\charscalex97 \
ul0\nosupersub\cf46\f47\fs36 Knowledge\ul0\nosupersub\cf47\f48\fs36 \ul0\nosupe
rsub\cf48\f49\fs36 Cluster I: Starting Points \par\pard\ql \li1800\sb0\sl-273\sl
mult0 \par\pard\ql\li1800\sb0\sl-273\slmult0 \par\pard\ql\li1800\sb0\sl-273\slmu
lt0 \par\pard\ql\li1800\ri1664\sb64\sl-273\slmult0 \up0 \expndtw-2\charscalex100
\ul0\nosupersub\cf14\f15\fs24 This cluster sets out the parameters for what a k
nowledge-based enterprise is. It explores: \up0 \expndtw-2\charscalex100 the ele
ments of a knowledge-based enterprise, what difference it will make to become \l
ine \up0 \expndtw-2\charscalex100 one, where and how to begin, as well as the ro
le of innovation and continuous renewal in \up0 \expndtw-3\charscalex100 such an
enterprise. \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1603\
sb11\sl-275\slmult0\fi720 \up0 \expndtw-2\charscalex100 Dorothy Leonard, Jim Bot
kin and Karl Wiig map out how being knowledge-based \line \up0 \expndtw-2\charsc
alex100 is an outlook or a perspective, as much as it is a certain kind of struc
ture. They share their \line \up0 \expndtw-2\charscalex100 understandings that w
e can look at a knowledge-based enterprise as a system with \line \up0 \expndtw2\charscalex100 various kinds of knowledge being brought in. They chart out the
channels through which \line \up0 \expndtw-2\charscalex100 knowledge flows, and
note where and how knowledge is converted into goods or service \line \up0 \expn
dtw-2\charscalex100 outcomes. The knowledge that is brought in and cultivated is
the knowledge that is \line \up0 \expndtw-2\charscalex100 necessary for buildin
g the core capabilities of the enterprise, and, at the same time \line \up0 \exp
ndtw-2\charscalex100 knowledge-based enterprises are aware of the hazard, that,
if not regularly reevaluated, \line \up0 \expndtw-2\charscalex100 core capabilit
ies can change into becoming inflexible, core rigidities that constraining the \
line \up0 \expndtw-3\charscalex100 organization\ul0\nosupersub\cf9\f10\fs20 . \p
ar\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb165\sl-322\slmult0 \
up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 The Continually Renew
ing Enterprise \par\pard\ql \li1800\sb216\sl-276\slmult0 \up0 \expndtw-2\charsca
lex100 \ul0\nosupersub\cf16\f17\fs24 Dorothy Leonard\ul0\nosupersub\cf14\f15\fs2
4 points out that that a knowledge-based enterprise is in a process of \par\par
d\qj \li1800\ri1778\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 constant re
newal. It starts with a stock of knowledge resources that the enterprise is able
\up0 \expndtw-2\charscalex100 to be renew by recombining and fusing with other
existing knowledge assets, as well as \up0 \expndtw-3\charscalex100 with novel a
pproaches to create new outcomes. \par\pard\ql \li1800\ri1623\sb263\sl-277\slmul
t0\fi720 \up0 \expndtw-2\charscalex100 Leonard asserts that since the world is c
hanging so rapidly we cannot really see \line \up0 \expndtw-2\charscalex100 far
enough into the future to know what is in store for our enterprises. This dynami
c \line \up0 \expndtw-2\charscalex100 requires that a knowledge-based enterprise
and its people to have a high degree of \line \up0 \expndtw-2\charscalex100 fle
xibility, the ability to leverage what it knows, and the capacity to redeploy as
sets \line \up0 \expndtw-2\charscalex100 rapidly and in new directions. The ente

rprise needs to nurture its people so that they feel \line \up0 \expndtw-2\chars
calex100 free to move about in their organizations, to group and regroup in diff
erent configurations \line \up0 \expndtw-2\charscalex100 as needed, and to rewor
k themselves and their resources in concert with their new \line \up0 \expndtw-3
\charscalex100 conditions. \par\pard\qj \li1800\sb0\sl-340\slmult0 \par\pard\qj\
li1800\ri2992\sb111\sl-340\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub
\cf24\f25\fs28 Knowledge Businesses, Knowledge Communities and \up0 \expndtw-4\c
harscalex100 Knowledge Networking \par\pard\ql \li1800\ri1658\sb210\sl-280\slmul
t0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Jim Botkin\ul0\no
supersub\cf14\f15\fs24 focuses on how knowledge is changing the ways organizati
ons create value as \line \up0 \expndtw-2\charscalex100 they become increasingly
knowledge-based enterprises. This transition is tied to the \line \up0 \expndtw
-2\charscalex100 growing reality that knowledge has become the new factor of pro
duction, one that is \line \up0 \expndtw-2\charscalex100 emerging as an even mor
e significant to the enterprise than the traditional factors of \par\pard\sect\s
ectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg23}{\bkmkend Pg23
}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult
0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nos
upersub\cf9\f10\fs20 23 \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1
800\ri1852\sb189\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf
14\f15\fs24 production of land, labor, and financial capital. A powerful indicat
or of this shift is that \line \up0 \expndtw-2\charscalex100 the use of knowledg
e as a factor of production is creating such a competitive advantage \line \up0
\expndtw-2\charscalex100 that its dominance allows an enterprise to redefine and
transform not only itself, but its \line \up0 \expndtw-3\charscalex100 entire i
ndustry. \par\pard\ql \li1800\ri1638\sb264\sl-276\slmult0\fi720 \up0 \expndtw-4\
charscalex100 According to Botkin, we first have to understand that "knowledge p
roducts and \line \up0 \expndtw-2\charscalex100 smart services" are those offeri
ngs that embody learning and the capacity to create new \line \up0 \expndtw-2\ch
arscalex100 knowledge in them. The next step is to grasp that we are dealing wit
h creating knowledge \line \up0 \expndtw-2\charscalex100 businesses and new form
s of organization, which he calls \u8220?networked knowledge \line \up0 \expndtw
-2\charscalex100 communities.\u8221? Keeping the knowledge offerings and knowled
ge communities ecology \line \up0 \expndtw-4\charscalex100 healthy and performin
g at the highest levels then requires a new communications or \line \up0 \expndt
w-4\charscalex100 management model that we call, in its broadest meaning, knowle
dge management. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\
sl-276\slmult0 \up0 \expndtw-2\charscalex100 In Bodkin\u8217?s view, in order to
understand the role of knowledge in business we \par\pard\ql \li1800\ri1683\sb0
\sl-276\slmult0 \up0 \expndtw-2\charscalex100 have to consider that the business
, the organization, and the management model are parts \up0 \expndtw-4\charscale
x100 of a whole cloth - and look at them in the new light of being knowledge bus
inesses, \line \up0 \expndtw-2\charscalex100 knowledge communities, and knowledg
e networking. This requires a shift in perception, \up0 \expndtw-2\charscalex100
but it also means that enterprises have to build the infrastructure that suppor
ts the flow of \up0 \expndtw-2\charscalex100 knowledge, and educates staff, supp
liers and customers on how to operate in this \line \up0 \expndtw-5\charscalex10
0 knowledge grounded environment. \par\pard\ql \li1800\ri1712\sb268\sl-276\slmul
t0\fi720 \up0 \expndtw-4\charscalex100 Part of this change involves knowledge-ba
sed enterprises redesigning themselves \line \up0 \expndtw-2\charscalex100 using
the format of communities and networks of communities. Community allows the \li
ne \up0 \expndtw-4\charscalex100 kind of governance that enables a company to be
both centralized and decentralized as \line \up0 \expndtw-2\charscalex100 the s
ame time. Word of new conditions and requirements can be quickly dispersed \line
\up0 \expndtw-4\charscalex100 throughout the communities, with necessary respon
ses generated to provide feedback to \line \up0 \expndtw-2\charscalex100 develop
informed, strategies, that are executed locally. In this model, individual \lin
e \up0 \expndtw-2\charscalex100 communities are the nodes and the numbers of com
munities, together, form the network. \par\pard\ql \li1800\ri1668\sb261\sl-280\s
lmult0\fi720 \up0 \expndtw-2\charscalex100 An important element of this model is

that the individuals that make up these \up0 \expndtw-2\charscalex100 communiti


es each understand that they have to take responsibility for developing their \u
p0 \expndtw-2\charscalex100 personal knowledge and skill sets for their own pers
onal success as well as the success of \up0 \expndtw-2\charscalex100 the enterpr
ise. This shift in responsibility pragmatically means that each person comes to
\up0 \expndtw-3\charscalex100 act as his or her own chief knowledge officer. \pa
r\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb224\sl-322\slmult0 \u
p0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Different Kinds of Kno
wledge \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1642\sb220\
sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Karl
Wiig\ul0\nosupersub\cf14\f15\fs24 looks at the different kinds of knowledge tha
t are necessary for a knowledge-\line \up0 \expndtw-2\charscalex100 based enterp
rise. One is the array of the various types of personal knowledge, a second is \
line \up0 \expndtw-2\charscalex100 shared knowledge, but all strands must come t
ogether to form the structural, or \line \up0 \expndtw-2\charscalex100 instituti
onal knowledge of the enterprise. This is a living knowledge that clusters toget
her \line \up0 \expndtw-2\charscalex100 as people build a \u8221?synergistic orc
hestration environment\u8221?. If the enterprise is \line \up0 \expndtw-2\charsc
alex100 transforming itself, people find it natural to share, collaborate, and d
o that as a matter of \line \up0 \expndtw-2\charscalex100 course and culture. Th
e shared knowledge becomes part of the culture and owned by the \par\pard\sect\s
ectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg24}{\bkmkend Pg24
}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult
0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nos
upersub\cf9\f10\fs20 24 \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1
800\ri1620\sb198\sl-275\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf
14\f15\fs24 organization. In that sense, the shared knowledge takes on a life of
its own amongst the \line \up0 \expndtw-2\charscalex100 staff, the people they
hire, and is not based on any one individual\u8217?s knowledge. But the \line \u
p0 \expndtw-2\charscalex100 challenge to the organization is that only eight to
ten percent of the knowledge that is \line \up0 \expndtw-4\charscalex100 needed
to operate the enterprise can be captured. The balance lies in people\u8217?s he
ads. That \line \up0 \expndtw-4\charscalex100 means that the enterprise must rec
ognize the value of its human capital, and then \line \up0 \expndtw-2\charscalex
100 understand how to cultivate it to build the knowledge ecology where knowledg
e creation \line \up0 \expndtw-2\charscalex100 and sharing become the way it doe
s its business. The enterprise must facilitate knowledge \line \up0 \expndtw-2\c
harscalex100 flows, knowledge migration, and the creation of knowledge pathways.
Technology is an \line \up0 \expndtw-2\charscalex100 enabler here for knowledge
flows and migration, but it is only part of a necessary \line \up0 \expndtw-3\c
harscalex100 response. \par\pard\qj \li1800\ri2023\sb121\sl-280\slmult0\fi720 \u
p0 \expndtw-4\charscalex100 Working with knowledge is as ongoing process within
the organization that is \up0 \expndtw-2\charscalex100 supported by a number of
tools and systems and procedures, but it is also stimulates a \up0 \expndtw-3\ch
arscalex100 different way of life in the organization. \par\pard\qj \li1800\ri16
92\sb124\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 A major role for lea
dership in the knowledge-based enterprise is looking to bring \line \up0 \expndt
w-2\charscalex100 to bear all the best resources and knowledge as part of daily
life. This is a leadership that \line \up0 \expndtw-4\charscalex100 understands
that if you get people together and give them the understanding and freedom \lin
e \up0 \expndtw-2\charscalex100 to act, they will actually act in the directions
that are in their own interests as they see it, \line \up0 \expndtw-2\charscale
x100 and certainly in the organization\u8217?s best interest. An implication for
the enterprise is that \line \up0 \expndtw-2\charscalex100 its knowledge effort
will be built around a very small, very energetic, and visionary \par\pard\ql \
li1800\sb1\sl-256\slmult0 \up0 \expndtw-2\charscalex100 office, in contrast to t
he building of another new bureaucracy. This is a proselytizing \par\pard\ql \li
1800\ri1622\sb9\sl-275\slmult0 \up0 \expndtw-2\charscalex100 office, as well as
one that can secure the resources needed for sharing across departments. \up0 \e
xpndtw-2\charscalex100 It has a flexible vision of how the knowledge management

practice should be undertaken \up0 \expndtw-2\charscalex100 and identifying the


business reasons for pursuing it. The next step for the knowledge \line \up0 \ex
pndtw-2\charscalex100 office is to align its projects with what is on management
's hotplate and to the evolution \up0 \expndtw-5\charscalex100 of its knowledge
strategy. \par\pard\ql \li2520\sb125\sl-276\slmult0 \up0 \expndtw-2\charscalex10
0 While projects may be catalysts for transforming an organization into a \par\p
ard\ql \li1800\ri1682\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 knowledge
enterprise, the more embracing object of concern is to be able to identify how
\up0 \expndtw-2\charscalex100 an effective enterprise needs to behave intelligen
tly, what that entails, and why \line \up0 \expndtw-5\charscalex100 knowledge ma
nagement is important in this regard. \par\pard\ql \li1800\sb0\sl-276\slmult0 \p
ar\pard\ql\li1800\sb128\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupe
rsub\cf21\f22\fs24 An Active Knowledge Network \par\pard\ql \li1800\ri1720\sb228
\sl-272\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Thes
e three chapters frame knowledge-based enterprises as open, but structured syste
ms \up0 \expndtw-2\charscalex100 that makes usable the knowledge capacity of the
enterprise. The active nurturing and \line \up0 \expndtw-2\charscalex100 deploy
ment of this knowledge capability creates innovation and the strategic advantage
. \up0 \expndtw-2\charscalex100 Only part of this capability is the knowledge th
at is captured intelligence, stored for later \up0 \expndtw-2\charscalex100 reus
e. It is also the \u8220?know-how\u8221? and \u8220?know-what\u8221? that runs t
hrough the fabric and being \up0 \expndtw-5\charscalex100 of the entire enterpri
se network. \par\pard\ql \li1800\ri1707\sb125\sl-276\slmult0\fi720 \up0 \expndtw
-2\charscalex100 Contributors to this cluster realize that becoming a knowledgebased enterprise \line \up0 \expndtw-4\charscalex100 involves a continuous trans
formation of the people \ul0\nosupersub\cf16\f17\fs24 and\ul0\nosupersub\cf14\f1
5\fs24 the enterprise. Innovation, \line \up0 \expndtw-2\charscalex100 learning
, and change need to be built into all phases and processes of the enterprise \l
ine \up0 \expndtw-2\charscalex100 network. A knowledge management or intellectua
l capital group can initiate and assist in \line \up0 \expndtw-2\charscalex100 t
he transformation, but enterprise\u8217?s leadership, workforce, strategic partn
ers and even \line \up0 \expndtw-4\charscalex100 customers each need to take on
their counterpart roles as the network\u8217?s co-creators. \par\pard\sect\sectd
\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg25}{\bkmkend Pg25}\pa
r\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \p
ar\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosuper
sub\cf9\f10\fs20 25 \par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\
sb84\sl-414\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf46\f47\fs36 Do
rothy Leonard:\ul0\nosupersub\cf2\f3\fs36 \ul0\nosupersub\cf49\f50\fs36 Operati
ng a Knowledge System \par\pard\ql \li1800\sb824\sl-828\slmult0 \up0 \expndtw0\c
harscalex97 \ul0\nosupersub\cf30\f31\fs72 2 \par\pard\ql \li1800\sb0\sl-274\slmu
lt0 \par\pard\ql\li1800\sb0\sl-274\slmult0 \par\pard\ql\li1800\sb0\sl-274\slmult
0 \par\pard\ql\li1800\sb0\sl-274\slmult0 \par\pard\ql\li1800\ri1753\sb14\sl-274\
slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Dorothy Leon
ard explores how organizations effectively build and manage knowledge. \up0 \exp
ndtw-2\charscalex100 She has found that some organizations have developed a capa
city for constant renewal. \up0 \expndtw-2\charscalex100 By fostering values and
managerial systems that support key knowledge-building \line \up0 \expndtw-4\ch
arscalex100 activities, managers in such companies continuously enhance their co
mpetitively critical \up0 \expndtw-4\charscalex100 core capabilities. Other orga
nizations have not made knowledge and development \line \up0 \expndtw-2\charscal
ex100 important, and in fact, are structured to undermine the creation of knowle
dge assets. In \up0 \expndtw-2\charscalex100 this conversation, Dr. Leonard disc
usses these perspectives, mental attitudes, and \line \up0 \expndtw-3\charscalex
100 behaviors that are characteristic of each type. \par\pard\qj \li1800\sb0\sl270\slmult0 \par\pard\qj\li1800\ri1809\sb20\sl-270\slmult0\fi719 \up0 \expndtw-4
\charscalex100 Dorothy Leonard is the author of \ul0\nosupersub\cf16\f17\fs24 We
llsprings of Knowledge\ul0\super\cf50\f51\fs24 2\ul0\nosupersub\cf14\f15\fs24 a
nd co-author with \up0 \expndtw-2\charscalex100 Walter Swap of \ul0\nosupersub\c
f16\f17\fs24 When Sparks Fly\ul0\super\cf50\f51\fs24 3\ul0\nosupersub\cf16\f17\f

s24 .\ul0\nosupersub\cf45\f46\fs24 \ul0\nosupersub\cf14\f15\fs24 Both are basi


c books for understanding the role of \up0 \expndtw-3\charscalex100 how knowledg
e works in enterprises. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2
520\sb10\sl-276\slmult0 \up0 \expndtw-3\charscalex100 Dorothy Leonard is the Wil
liam J. Abernathy Professor of Business \par\pard\ql \li1800\sb4\sl-276\slmult0
\up0 \expndtw-2\charscalex100 Administration and Director of Research at the Har
vard Business School. Her major \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \ex
pndtw-2\charscalex100 research interests and consulting expertise are in organiz
ational innovation and \par\pard\qj \li1800\ri1711\sb0\sl-280\slmult0 \up0 \expn
dtw-2\charscalex100 technology strategy and commercialization. She has worked wi
th a wide range of private \up0 \expndtw-2\charscalex100 and public sector organ
izations around the world in innovation related areas. \par\pard\qj \li1800\sb0\
sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl
-220\slmult0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-2
20\slmult0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-220
\slmult0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-220\s
lmult0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-220\slm
ult0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-220\slmul
t0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-220\slmult0
\par\pard\qj\li1800\sb0\sl-220\slmult0 \par\pard\qj\li1800\sb0\sl-220\slmult0 \
par\pard\qj\li1800\ri2009\sb151\sl-220\slmult0\fi719 \up0 \expndtw-3\charscalex1
00 \ul0\super\cf32\f33\fs20\ul0\super\cf32\f33\fs19 2\ul0\nosupersub\cf9\f10\fs2
0 Dorothy Leonard-Barton, \ul0\nosupersub\cf33\f34\fs20 Wellsprings of Knowledg
e: Building and Sustaining the Sources of \up0 \expndtw-4\charscalex100 Innovati
on,\ul0\nosupersub\cf9\f10\fs20 (Boston: Harvard Business School Press, 1995).
\par\pard\qj \li1800\ri1679\sb0\sl-240\slmult0\fi720 \up0 \expndtw-3\charscalex1
00 \ul0\super\cf32\f33\fs19 3\ul0\nosupersub\cf9\f10\fs20 Dorothy A. Leonard an
d Walter Swap, \ul0\nosupersub\cf33\f34\fs20 When Sparks Fly: Igniting Creativit
y in Groups\ul0\nosupersub\cf9\f10\fs20 , (Boston: \up0 \expndtw-4\charscalex100
Harvard Business School Press, 1999).
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}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
g26}{\bkmkend Pg26}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239
\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
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persub\cf10\f11\fs32 The Conversation \par\pard\ql \li1800\sb0\sl-322\slmult0 \p
ar\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb246\sl-322\slmult0 \u

p0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Wellsprings of Knowled


ge \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\sb0\sl-280\slmult
0 \par\pard\qj\li1800\ri1942\sb13\sl-280\slmult0 \up0 \expndtw-3\charscalex100 \
ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\c
f16\f17\fs24
What do you mean by \u8220?wellsprings of knowledge\u8221? and w
hat are the conditions \up0 \expndtw-5\charscalex100 for wellspring renewal? \pa
r\pard\qj \li1800\sb0\sl-260\slmult0 \par\pard\qj\li1800\ri1758\sb57\sl-260\slmu
lt0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 DL:\ul0\nosupers
ub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
Wellsprings of knowledge\ul0\
nosupersub\cf14\f15\fs24 refers to a constant process of renewal. That is, havi
ng \up0 \expndtw-4\charscalex100 enough knowledge assets that you can constantly
renew them. \par\pard\ql \li2520\sb7\sl-276\slmult0 \up0 \expndtw-4\charscalex1
00 One of the first requirements of renewal is that managers understand what the
\par\pard\qj \li1800\ri1729\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 kn
owledge assets of their particular organization are. Then, they have to understa
nd how \up0 \expndtw-3\charscalex100 to expand and leverage those assets. \par\p
ard\ql \li1800\ri1648\sb264\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 L
et me give you some examples. Knowledge assets can be technological. For \up0 \e
xpndtw-4\charscalex100 instance, 3M has deep knowledge about great abrasives, ad
hesives and coatings. We \up0 \expndtw-2\charscalex100 would not have a product
such as masking tape, were the engineers at 3M not able some \up0 \expndtw-2\ch
arscalex100 time ago to be able to combine what they knew about putting paper on
the back of things, \up0 \expndtw-2\charscalex100 (for example, in sandpaper) w
ith their knowledge of adhesives. Combining those basic \up0 \expndtw-3\charscal
ex100 knowledge assets gave them a new product. \par\pard\ql \li1800\sb0\sl-276\
slmult0 \par\pard\ql\li1800\ri1656\sb8\sl-276\slmult0\fi360 \up0 \expndtw-2\char
scalex100 Recently I was asked by a reporter whether a Kodak foray into using th
eir software \line \up0 \expndtw-2\charscalex100 capability to improve underwate
r photography using traditional film, was an unwise use \line \up0 \expndtw-4\ch
arscalex100 of resources, because after all this was merely enhancing---using di
gital means to \line \up0 \expndtw-4\charscalex100 enhance analog technology. My
feeling was \u8220?No. That was extremely wise.\u8221? What we do \line \up0 \e
xpndtw-2\charscalex100 is take what we know best and combine that with what is n
ew and exciting in the market, \line \up0 \expndtw-2\charscalex100 and often tha
t synergy gives us a boost. So renewal can come from the fusion of existing \lin
e \up0 \expndtw-2\charscalex100 technological knowledge assets. Or it may come f
rom simply looking at what we do best. \line \up0 \expndtw-2\charscalex100 One l
ast example. At Harvard Business School, the core capabilities are its ability t
o \line \up0 \expndtw-2\charscalex100 deliver experiential learning and provide
top-notch classroom experiences. Now, we \line \up0 \expndtw-2\charscalex100 hap
pen to be the first business school that ever delivered that experiential learni
ng \line \up0 \expndtw-3\charscalex100 through case studies. \par\pard\ql \li252
0\sb264\sl-276\slmult0 \up0 \expndtw-4\charscalex100 If we were to say that is a
ll we know how to do is case studies, we would be \par\pard\ql \li1800\sb4\sl-27
6\slmult0 \up0 \expndtw-2\charscalex100 selling short the more important basic c
apability of delivering experiential learning, \par\pard\qj \li1800\ri1871\sb1\s
l-280\slmult0 \up0 \expndtw-4\charscalex100 which we now need to interpret in ne
w ways. We need to think in terms of multimedia, \up0 \expndtw-2\charscalex100 e
lectronic simulations, and distance learning. We need to incorporate new technol
ogies \up0 \expndtw-3\charscalex100 into the delivery of our core capability. \p
ar\pard\ql \li1800\ri1717\sb265\sl-275\slmult0\fi720 \up0 \expndtw-2\charscalex1
00 We do not want to confine our definition of our knowledge assets to written c
ase \up0 \expndtw-2\charscalex100 studies. We want to think about the core capab
ility of experiential learning. If you define \up0 \expndtw-2\charscalex100 your
competitive advantage narrowly by describing exactly how you operationalize you
r \up0 \expndtw-2\charscalex100 core capabilities today, then you will not have
room for renewal. If you define them \line \up0 \expndtw-3\charscalex100 generic
ally then you have more room to morph, to change and adapt. \par\pard\sect\sectd
\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg27}{\bkmkend Pg27}\pa
r\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \p

ar\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosuper


sub\cf9\f10\fs20 27 \par\pard\ql \li1800\sb0\sl-368\slmult0 \par\pard\ql\li1800\
sb0\sl-368\slmult0 \par\pard\ql\li1800\sb0\sl-368\slmult0 \par\pard\ql\li1800\sb
92\sl-368\slmult0 \up0 \expndtw0\charscalex96 \ul0\nosupersub\cf23\f24\fs32 Pers
pectives That Make the Difference \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\p
ard\qj\li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2086\sb65\sl-280\slmult0
\up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC: \ul0\nosupersub\
cf16\f17\fs24
What difference does it make that managers view everyday activi
ties from the \up0 \expndtw-3\charscalex100 perspective of knowledge management
and growth? \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1645\s
b8\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 DL
:\ul0\nosupersub\cf14\f15\fs24
It makes as much difference as any other pers
pective or screen through which you \line \up0 \expndtw-2\charscalex100 habitual
ly look at your activities. Let\u8217?s consider the Toyota production system, w
hich is \line \up0 \expndtw-2\charscalex100 viewed as one of the most interestin
g, efficient, and effective learning processes in \line \up0 \expndtw-2\charscal
ex100 manufacturing today. It is a very complex system that people have tried to
imitate \line \up0 \expndtw-2\charscalex100 piecemeal without understanding the
philosophy and viewpoint behind it. Yet, \line \up0 \expndtw-2\charscalex100 co
nsidering the manufacturing process through the lens of the Toyota production sy
stem \line \up0 \expndtw-2\charscalex100 philosophy fundamentally affects everyt
hing that a manager at Toyota does. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par
\pard\ql\li1800\ri1620\sb8\sl-276\slmult0\fi720 \up0 \expndtw-4\charscalex100 Le
t me give you an example. The purchasing manager of a particular Toyota plant \u
p0 \expndtw-4\charscalex100 set up in the United States came out of traditional
U.S. manufacturing. He was \line \up0 \expndtw-4\charscalex100 accustomed to sel
ecting suppliers on the basis of lowest \ul0\nosupersub\cf16\f17\fs24 price\ul0\
nosupersub\cf14\f15\fs24 . Toyota taught him to look \up0 \expndtw-2\charscalex1
00 for the lowest \ul0\nosupersub\cf16\f17\fs24 cost\ul0\nosupersub\cf14\f15\fs2
4 supplier and to work with that supplier to increase their knowledge \line \up
0 \expndtw-4\charscalex100 about how to hold costs down. Now, consider the diffe
rence in investment and long term \up0 \expndtw-2\charscalex100 payoff in terms
of partnership and cost advantage you get if you partner with a supplier \line \
up0 \expndtw-2\charscalex100 with the idea in mind that you are going to transfe
r some knowledge assets to them about \up0 \expndtw-2\charscalex100 holding thei
r costs down so that they can, in turn, reliably deliver components to you at \l
ine \up0 \expndtw-2\charscalex100 the lowest cost. There is a big difference in
mental attitude as to whether one seeks low \line \up0 \expndtw-2\charscalex100
\ul0\nosupersub\cf16\f17\fs24 cost\ul0\nosupersub\cf14\f15\fs24 versus low \ul0
\nosupersub\cf16\f17\fs24 price\ul0\nosupersub\cf14\f15\fs24 . Your relationship
with your suppliers is based on how much they \line \up0 \expndtw-3\charscalex1
00 know and how much you can help them learn. \par\pard\ql \li1800\ri1641\sb261\
sl-280\slmult0\fi360 \up0 \expndtw-2\charscalex100 Every little decision can be
viewed from the perspective of whether it helps us learn, \line \up0 \expndtw-2\
charscalex100 helps increase the knowledge assets of the expanded enterprise, wh
ich is what Toyota \line \up0 \expndtw-2\charscalex100 was doing--or, whether it
simply represents an expedient way to get something done for \line \up0 \expndt
w-2\charscalex100 the moment, which is the way the purchasing manager had been e
ducated in his prior job. \par\pard\ql \li1880\sb0\sl-322\slmult0 \par\pard\ql\l
i1880\sb0\sl-322\slmult0 \par\pard\ql\li1880\sb0\sl-322\slmult0 \par\pard\ql\li1
880\sb200\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\
fs28 Key Learning Points \par\pard\ql \li2160\ri1638\sb233\sl-280\slmult0\tx2520
\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf14\f15\fs24 \u8226? Fi
rst, managers need to understand what the knowledge assets of their particular \
line\tab \up0 \expndtw-2\charscalex100 organization are. Then, they have to unde
rstand how to expand and leverage those \line\tab \up0 \expndtw-3\charscalex100
assets. \par\pard\ql \li2160\sb24\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \
u8226? Renewal can come from the fusion of existing technological knowledge as
sets. \par\pard\qj \li2160\ri1631\sb1\sl-280\slmult0\tx2520 \up0 \expndtw-3\char
scalex100 \u8226? If you define your competitive advantage narrowly by describ

ing exactly how you \line\tab \up0 \expndtw-3\charscalex100 operationalize your


core capabilities today, you will not have room for renewal. If
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{\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{
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{\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s
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p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}}
}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
g28}{\bkmkend Pg28}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239
\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf9\f10\fs20 28 \par\pard\qj \li2520\sb0\sl-280\slmult
0 \par\pard\qj\li2520\ri1869\sb189\sl-280\slmult0 \up0 \expndtw-2\charscalex100
\ul0\nosupersub\cf14\f15\fs24 you define them generically, then you have more ro
om to morph, to change and \line \up0 \expndtw-3\charscalex100 adapt. \par\pard\
ql \li2160\sb24\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \u8226? \tab
\up0 \expndtw-2\charscalex100 Every little decision can be viewed from the pers
pective of whether it helps us \par\pard\ql \li2520\sb1\sl-256\slmult0 \up0 \exp
ndtw-3\charscalex100 learn, helps increase the knowledge assets of the expanded
enterprise. \par\pard\ql \li2160\sb28\sl-276\slmult0\tx2520 \up0 \expndtw-3\char
scalex100 \u8226? \tab \up0 \expndtw-2\charscalex100 Measurement is tremendously
important. People are smart they respond to the \par\pard\ql \li2520\ri2062\sb9
\sl-270\slmult0 \up0 \expndtw-2\charscalex100 incentive systems and the rewards
systems that we put in place. If you reward \up0 \expndtw-2\charscalex100 people
for creating knowledge and developing other people, transferring \line \up0 \ex
pndtw-3\charscalex100 knowledge to other people, you will get a certain outcome.
\par\pard\ql \li2160\sb26\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \
u8226? \tab \up0 \expndtw-2\charscalex100 Looking at the way that we operate as
a knowledge system, will allow us to see \par\pard\ql \li2520\ri2111\sb1\sl-280\
slmult0 \up0 \expndtw-2\charscalex100 what kinds of knowledge are being brought
in, what are the channels through \up0 \expndtw-3\charscalex100 which knowledge
flows, and where we are closing out various kinds of \line \up0 \expndtw-3\chars
calex100 knowledge assets. \par\pard\ql \li2160\sb4\sl-276\slmult0\tx2520 \up0 \
expndtw-3\charscalex100 \u8226? \tab \up0 \expndtw-2\charscalex100 The only way
we can tell whether we are initiating the right knowledge creation \par\pard\qj
\li2520\ri2248\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 activities is to
measure our progress along some dimensions and one way to \line \up0 \expndtw-2
\charscalex100 measure your progress is to hold extremely high standards for a p
articular \line \up0 \expndtw-3\charscalex100 function. \par\pard\ql \li2160\sb4
\sl-276\slmult0\tx2520 \dn2 \expndtw-3\charscalex100 \u8226? \tab \up0 \expndtw2\charscalex100 If you are really interested in the right knowledge creation act
ivities, you\u8217?ll \par\pard\qj \li2520\ri2504\sb1\sl-280\slmult0 \up0 \expnd
tw-2\charscalex100 always be looking for the root causes of problems rather than
treating the \up0 \expndtw-3\charscalex100 symptoms. \par\pard\ql \li2160\sb24\
sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \u8226? \tab \up0 \expndtw-2
\charscalex100 Managers function as gatekeepers because they become extremely aw
are of the \par\pard\ql \li2520\sb1\sl-256\slmult0 \up0 \expndtw-3\charscalex100
knowledge building or destroying implications of anything they do. \par\pard\ql
\li2160\sb28\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \u8226? \tab \
up0 \expndtw-2\charscalex100 The upper management is not the only gatekeeper of
how an organization learns, \par\pard\ql \li2160\ri1842\sb1\sl-280\slmult0\fi360
\tx2520 \up0 \expndtw-4\charscalex100 but, in fact, that ability to learn and ac
crue knowledge, especially from mistakes \line\tab \up0 \expndtw-3\charscalex100
or failures is also controlled by people at the supervisory level. \line \up0
\expndtw-3\charscalex100 \u8226? \up0 \expndtw-3\charscalex100 The most importan

t things to focus on are: \par\pard\ql \li2880\sb4\sl-276\slmult0 \up0 \expndtw3\charscalex100 \ul0\nosupersub\cf53\f54\fs24 o \ul0\nosupersub\cf14\f15\fs24


Valuing knowledge assets at least as much as we do financial assets, \par\pard\q
l \li2880\ri1836\sb1\sl-280\slmult0\tx3240 \up0 \expndtw-3\charscalex100 \ul0\no
supersub\cf53\f54\fs24 o \ul0\nosupersub\cf14\f15\fs24 Understanding the impor
tance of unstructured learning and encouraging \line\tab \up0 \expndtw-4\charsca
lex100 learning, and \par\pard\ql \li2880\ri1963\sb17\sl-260\slmult0\tx3240 \up0
\expndtw-3\charscalex100 \ul0\nosupersub\cf53\f54\fs24 o \ul0\nosupersub\cf14\f
15\fs24 Having a value system that supports a certain degree of risk taking an
d \line\tab \up0 \expndtw-4\charscalex100 innovation. \par\pard\sect\sectd\fs24\
paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg29}{\bkmkend Pg29}\par\pard
\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\par
d\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf
9\f10\fs20 29 \par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb84\s
l-414\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf46\f47\fs36 Jim Botk
in:\ul0\nosupersub\cf27\f28\fs36 \ul0\nosupersub\cf28\f29\fs36 The Knowledge B
usiness \par\pard\ql \li1800\sb544\sl-828\slmult0 \up0 \expndtw0\charscalex97 \u
l0\nosupersub\cf30\f31\fs72 3 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\
ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1623\sb276\sl-276\slmult0 \up
0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 This conversation with
Jim Botkin explores a variety of issues on how knowledge is \line \up0 \expndtw2\charscalex100 changing how organizations create value as knowledge-based enter
prises. Jim Botkin \line \up0 \expndtw-2\charscalex100 argues that the knowledge
framework is actually the larger context for organizations and \line \up0 \expn
dtw-2\charscalex100 that e-business is actually a subset of its operations. Bot
kin also shares how knowledge \line \up0 \expndtw-2\charscalex100 has come to be
a new factor of production in organizations. This is become true for both \line
\up0 \expndtw-2\charscalex100 "new economy" organizations and "old economy" leg
acy organizations. Even so, the \line \up0 \expndtw-2\charscalex100 acceptance o
f the \ul0\nosupersub\cf16\f17\fs24 knowledge movement\ul0\nosupersub\cf14\f15\f
s24 is still tentative. The very name "knowledge \line \up0 \expndtw-2\charscal
ex100 management" is still often implies information technology "applications" t
o key \line \up0 \expndtw-2\charscalex100 organizational visionaries and is not
always well received. The controversies over \line \up0 \expndtw-2\charscalex100
nurturing knowledge communities within the framework of knowledge initiatives a
re also \line \up0 \expndtw-3\charscalex100 examined in the dialogue. \par\pard\
ql \li1800\sb0\sl-274\slmult0 \par\pard\ql\li1800\ri1641\sb12\sl-274\slmult0\fi7
20 \up0 \expndtw-2\charscalex100 Jim Botkin has an excellent perspective for del
ving into these issues as cofounder \line \up0 \expndtw-2\charscalex100 and pres
ident of InterClass, the International Corporate Learning Association. InterClas
s \line \up0 \expndtw-2\charscalex100 is a knowledge community of Fortune 500 co
mpanies seeking to improve its members' \line \up0 \expndtw-2\charscalex100 orga
nizational learning and enhances their knowledge assets. For the last decade Bot
kin \line \up0 \expndtw-2\charscalex100 has led InterClass as it has grappled wi
th the future of work, organizational learning, \line \up0 \expndtw-2\charscalex
100 intellectual capital, virtual organizations, managing change, knowledge mana
gement, and \line \up0 \expndtw-2\charscalex100 new leadership styles. While st
ill a Senior Advisor to InterClass, he now devotes most of \line \up0 \expndtw-2
\charscalex100 his time to launching a personal and professional coaching servic
e called NaturalVOICE-\par\pard\qj \li1800\ri1649\sb2\sl-280\slmult0 \up0 \expnd
tw-2\charscalex100 -Venture Out: Innovative Coaching for Executives. Natural VOI
CE seeks to link learning \up0 \expndtw-3\charscalex100 and coaching with Nature
experiences. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-5\charscal
ex100 Botkin is the author of \ul0\nosupersub\cf16\f17\fs24 Smart Business: How
Knowledge Communities Can \par\pard\ql \li1800\ri1756\sb1\sl-280\slmult0 \up0 \e
xpndtw-2\charscalex100 Revolutionize Your Organization\ul0\nosupersub\cf14\f15\f
s24 . He is an expert on corporate learning and knowledge \line \up0 \expndtw-4\
charscalex100 and a student of the ideas and practices involved in successful in
novations in legacy \line \up0 \expndtw-2\charscalex100 companies. He is also co
-author of \ul0\nosupersub\cf16\f17\fs24 No Limits to Learning\ul0\nosupersub\cf

14\f15\fs24 and of \ul0\nosupersub\cf16\f17\fs24 The Monster Under the \line \u


p0 \expndtw-3\charscalex100 Bed\ul0\nosupersub\cf14\f15\fs24 . \par\pard\ql \li1
800\ri1663\sb260\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 Botkin is an
IC2 Fellow of the University of Texas in Austin and has taught at the \line \up
0 \expndtw-2\charscalex100 Harvard Graduate School of Education. His Doctorate i
s from the Harvard Business \line \up0 \expndtw-5\charscalex100 School.
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}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
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\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf9\f10\fs20 30 \par\pard\ql \li4834\sb0\sl-414\slmult
0 \par\pard\ql\li4834\sb64\sl-414\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosup
ersub\cf28\f29\fs36 The Conversation \par\pard\ql \li1800\sb0\sl-368\slmult0 \pa
r\pard\ql\li1800\sb0\sl-368\slmult0 \par\pard\ql\li1800\sb0\sl-368\slmult0 \par\
pard\ql\li1800\sb120\sl-368\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\
cf23\f24\fs32 The Knowledge Organization and E-Business \par\pard\qj \li1800\sb0
\sl-260\slmult0 \par\pard\qj\li1800\ri2014\sb42\sl-260\slmult0 \up0 \expndtw-3\c
harscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf42\f43\fs24 \ul
0\nosupersub\cf33\f34\fs20
\ul0\nosupersub\cf16\f17\fs24 Can you comment on
how the knowledge organization or k-organization goes \up0 \expndtw-4\charscalex
100 beyond e-business? \par\pard\ql \li1800\ri1622\sb27\sl-276\slmult0 \up0 \exp
ndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JB:\ul0\nosupersub\cf14\f15\f
s24
In a way e-business, e-commerce, and the dot.com companies have become s
uch \line \up0 \expndtw-2\charscalex100 a big deal that it obscures the fact tha
t they are only part of the picture. Some would say \line \up0 \expndtw-2\charsc
alex100 e-business is basically a new business and a new business model, but I a
m skeptical about \line \up0 \expndtw-2\charscalex100 that. To understand the ro
le of knowledge in business, you have to consider the business, \line \up0 \expn
dtw-4\charscalex100 the organization, and the management model - or the knowledg
e business, knowledge \line \up0 \expndtw-4\charscalex100 communities, and knowl
edge networking - which are, respectively, the New Economy \line \up0 \expndtw-5
\charscalex100 companies\u8217? basic business, organizational mode, and managem
ent models. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-3\charscalex
100 The knowledge business can go beyond dot.coms - for example, consulting \par
\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 companies are
knowledge businesses. The larger question is "What are knowledge \par\pard\ql \l
i1800\sb4\sl-276\slmult0 \up0 \expndtw-4\charscalex100 products and smart servic
es?" They are those offerings that embody learning and the \par\pard\ql \li1800\
sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 capacity to create new knowledg
e in them. They can be Internet based on not. My \par\pard\ql \li1800\ri1621\sb0
\sl-277\slmult0 \up0 \expndtw-2\charscalex100 favorite example is the company in
Boulder, Colorado called Outlast Technologies. It has \line \up0 \expndtw-2\cha
rscalex100 the patent rights to develop materials (cloth, fabric, clothing, car
seats). They can weave \line \up0 \expndtw-2\charscalex100 micro phase-change ma
terials (PCM's) into the fabric. The PCM is genetically \line \up0 \expndtw-2\ch
arscalex100 engineered to sense cold, which makes it turn hot. When it senses ho
t, it starts to turn \line \up0 \expndtw-2\charscalex100 cold. That is a great e
xample of a non-computer based, non-electronic, non-internet \line \up0 \expndtw
-2\charscalex100 knowledge business. Your shirt literally knows better than you
do what the temperature is \line \up0 \expndtw-4\charscalex100 outside and it ad

justs itself, unknowing to you, to a more comfortable temperature. Here's \line


\up0 \expndtw-2\charscalex100 a new a bio-chemical process knowledge product tha
t goes far beyond the Internet. And \line \up0 \expndtw-4\charscalex100 there ar
e other examples of those. Some are internet-based and some are not. \par\pard\q
l \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb272\sl-276\slmult0 \up0 \expn
dtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs
24 \ul0\nosupersub\cf16\f17\fs24 The main thrust is that there is a larger p
erspective beyond e-business? \par\pard\ql \li1800\sb0\sl-280\slmult0 \par\pard\
ql\li1800\ri1624\sb1\sl-280\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersu
b\cf21\f22\fs24 JB:\ul0\nosupersub\cf14\f15\fs24
Yes. The more a product is
interactive, self-customizing, capable of remembering \up0 \expndtw-2\charscalex
100 and improving your use of it, the more it is a knowledge product. When it ha
s these \line \up0 \expndtw-2\charscalex100 characteristics \ul0\nosupersub\cf16
\f17\fs24 and\ul0\nosupersub\cf14\f15\fs24 is web-based, you\u8217?ve got doubl
e-strength knowledge. But just because \up0 \expndtw-4\charscalex100 it\u8217?s
internet-based does not necessarily mean it\u8217?s a knowledge product. \par\pa
rd\qj \li1800\ri1761\sb265\sl-275\slmult0\fi720 \up0 \expndtw-4\charscalex100 Ta
ke Nike sneakers: "The new Nike sneaker that has special material in the sole \l
ine \up0 \expndtw-2\charscalex100 that when it feels I am running it starts to s
tiffen up and when I slow down it gets softer. \line \up0 \expndtw-2\charscalex1
00 It is interacting with me in real time.\u8221? I could imagine the step furth
er being that as soon \line \up0 \expndtw-2\charscalex100 as they get a little m
icroprocessor in there and I could communicate to it, I could control \line \up0
\expndtw-2\charscalex100 the stiffness or looseness of the shoe as I am running
. This is the basis of a knowledge \par\pard\sect\sectd\fs24\paperw12240\paperh1
5840\pard\sb0\sl-240{\bkmkstart Pg31}{\bkmkend Pg31}\par\pard\ql \li10239\sb0\sl
-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl
-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 31 \par\
pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2371\sb189\sl-280\slmul
t0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 business when you
are talking about products that have the ability to learn and the \up0 \expndtw
-3\charscalex100 capacity to create new knowledge built into them. \par\pard\qj
\li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\ri1931\sb19\sl-270\slmult0\fi720
\up0 \expndtw-2\charscalex100 So, as big as the whole dot.com economy movement i
s, it is just the tip of the \up0 \expndtw-2\charscalex100 iceberg. Eventually w
e will realize the scope of the whole knowledge business and see \up0 \expndtw-3
\charscalex100 that the Internet part is just a subset. \par\pard\ql \li1800\sb0
\sl-368\slmult0 \par\pard\ql\li1800\sb262\sl-368\slmult0 \up0 \expndtw0\charscal
ex97 \ul0\nosupersub\cf23\f24\fs32 New Business Models \par\pard\ql \li1800\sb26
8\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:
\ul0\nosupersub\cf42\f43\fs24 \ul0\nosupersub\cf14\f15\fs24
\ul0\nosupersub
\cf16\f17\fs24 What will the new business model(s) look like? \par\pard\qj \li18
00\ri1837\sb27\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf21
\f22\fs24 JB:\ul0\nosupersub\cf42\f43\fs24 \ul0\nosupersub\cf14\f15\fs24
The
re are two aspects implicit in your question. One concerns KM - knowledge \up0 \
expndtw-2\charscalex100 management, or what I prefer to call knowledge networkin
g. Another is community. I \up0 \expndtw-2\charscalex100 was amazed at a recent
knowledge management summit that it was not just me talking \up0 \expndtw-5\char
scalex100 about community. A lot of people were into that field. \par\pard\ql \l
i1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1694\sb11\sl-275\slmult0\fi720 \u
p0 \expndtw-2\charscalex100 There is a whole new movement around the word commun
ity, which generates a \up0 \expndtw-4\charscalex100 lot of emotions. Different
people feel very differently about it. We are in a situation just \up0 \expndtw2\charscalex100 like ten or twenty years ago when teams were seen as the next bi
g thing or when quality \up0 \expndtw-4\charscalex100 was accepted as necessary
to all companies. The next big organizational thing is going to \up0 \expndtw-2\
charscalex100 be the community. Community allows a company to be both centralize
d and \line \up0 \expndtw-2\charscalex100 decentralized as the same time. Using
community as your basic building block can be \line \up0 \expndtw-2\charscalex10
0 thought of as the new network model of organization where the nodes are commun

ities \line \up0 \expndtw-2\charscalex100 and numbers of communities together fo


rm a network. You do not see this very many \line \up0 \expndtw-2\charscalex100
places yet. But once you tune into the concept, you will be amazed at the number
of \line \up0 \expndtw-3\charscalex100 companies that describe themselves this
way. \par\pard\ql \li1800\ri1612\sb261\sl-280\slmult0\fi720 \up0 \expndtw-4\char
scalex100 So there is a new business emerging - the knowledge business. And ther
e is a new \up0 \expndtw-3\charscalex100 organization emerging - the knowledge c
ommunity. These two require a new \line \up0 \expndtw-4\charscalex100 communicat
ions or management model that we call knowledge management. So I do not \up0 \ex
pndtw-2\charscalex100 see KM as the be all and end all, in the sense that if you
do not have the other two things, \up0 \expndtw-3\charscalex100 you are missing
part of the bigger picture. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\p
ard\sb0\sl-240{\bkmkstart Pg32}{\bkmkend Pg32}\par\pard\ql \li10239\sb0\sl-230\s
lmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\s
lmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 32 \par\pard\q
j \li1800\sb0\sl-420\slmult0 \par\pard\qj\li1800\ri1768\sb194\sl-420\slmult0\tx2
520 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf54\f55\fs36 Karl Wiig: \ul0\n
osupersub\cf49\f50\fs36 The Knowledge Movement Emerges from \line\tab \up0 \expn
dtw0\charscalex98 its Infancy \par\pard\ql \li1800\sb0\sl-828\slmult0 \par\pard\
ql\li1800\sb355\sl-828\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf55\
f56\fs72 4 \par\pard\ql \li1800\sb0\sl-413\slmult0 \par\pard\ql\li1800\sb0\sl-41
3\slmult0 \par\pard\ql\li1800\ri1624\sb229\sl-413\slmult0 \up0 \expndtw-2\charsc
alex100 \ul0\nosupersub\cf14\f15\fs24 Karl Wiig is one of the key developers of
knowledge management theory and practice. \line \up0 \expndtw-2\charscalex100 He
is Chairman and CEO of the Knowledge Research Institute, Inc. and the author of
\line \up0 \expndtw-2\charscalex100 four books\ul0\super\cf31\f32\fs24 4\ul0\no
supersub\cf14\f15\fs24 and numerous articles that have helped define the field.
He works extensively \up0 \expndtw-2\charscalex100 with client organizations to
build internal knowledge management capabilities by \line \up0 \expndtw-2\chars
calex100 focusing on business-related issues with senior management; tactical ap
proaches and \line \up0 \expndtw-4\charscalex100 solutions with middle managemen
t; and hands-on methods and techniques with \line \up0 \expndtw-5\charscalex100
professional knowledge practitioners. \par\pard\ql \li1800\ri1778\sb126\sl-415\s
lmult0\fi720 \up0 \expndtw-4\charscalex100 Karl Wiig sees himself as a reformed
"techie". He actively integrates learning, \line \up0 \expndtw-4\charscalex100 k
nowledge management, intellectual capital, strategy, and process into an approac
h that \line \up0 \expndtw-2\charscalex100 allows for the complexity that actual
ly reflect how people and organizations operate. He \line \up0 \expndtw-2\charsc
alex100 explores deeply and broadly, as well as with a curiosity that is infecti
ous. He is \line \up0 \expndtw-2\charscalex100 continuously looking to discover
what the field is and what it could be about. \par\pard\ql \li1800\ri2179\sb125\
sl-415\slmult0\fi720 \up0 \expndtw-2\charscalex100 Karl Wiig holds undergraduate
and graduate degrees from Case Institute of \up0 \expndtw-4\charscalex100 Techn
ology, and was Director of Applied Artificial Intelligence and of Systems and \u
p0 \expndtw-2\charscalex100 Policy Analysis at Arthur D. Little, Inc. He also se
rved as a management consulting \up0 \expndtw-2\charscalex100 partner at Coopers
and Lybrand. He is co-founder of the International Knowledge \line \up0 \expndt
w-3\charscalex100 Management Network. \par\pard\ql \li1800\sb0\sl-230\slmult0 \p
ar\pard\ql\li1800\sb0\sl-230\slmult0 \par\pard\ql\li1800\ri1670\sb18\sl-230\slmu
lt0\fi720 \up0 \expndtw-3\charscalex100 \ul0\super\cf32\f33\fs20\ul0\super\cf32\
f33\fs19 4\ul0\nosupersub\cf33\f34\fs20 Expert Systems: A Manager\u8217?s Guide
, (\ul0\nosupersub\cf9\f10\fs20 Arlington, TX: Schema\ul0\nosupersub\cf33\f34\fs
20 , \ul0\nosupersub\cf9\f10\fs20 1990); \ul0\nosupersub\cf33\f34\fs20 Knowledg
e Management \up0 \expndtw-3\charscalex100 Foundations: Thinking about Thinking
-How People and Organizations Create, Represent, and Use \line \up0 \expndtw-3\c
harscalex100 Knowledge, \ul0\nosupersub\cf9\f10\fs20 (Arlington, TX: Schema, 199
3); \ul0\nosupersub\cf33\f34\fs20 Knowledge Management: The Central Management F
ocus for \up0 \expndtw-3\charscalex100 Intelligent-Acting Organizations\ul0\nosu
persub\cf9\f10\fs20 (Arlington, TX: Schema,1994); \ul0\nosupersub\cf33\f34\fs20
Knowledge Management Methods: \line \up0 \expndtw-3\charscalex100 Practical App

roaches to Managing Knowledge\ul0\nosupersub\cf9\f10\fs20 (Arlington, TX: Schem


a, 1995).
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}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
g33}{\bkmkend Pg33}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239
\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf9\f10\fs20 33 \par\pard\ql \li4858\sb0\sl-368\slmult
0 \par\pard\ql\li4858\sb348\sl-368\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosu
persub\cf56\f57\fs32 The Conversation \par\pard\ql \li1800\sb0\sl-322\slmult0 \p
ar\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par
\pard\ql\li1800\sb24\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersu
b\cf24\f25\fs28 Learning and Knowledge \par\pard\qj \li1800\sb0\sl-280\slmult0 \
par\pard\qj\li1800\ri1854\sb233\sl-280\slmult0 \up0 \expndtw-1\charscalex100 \ul
0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24
\ul0\nosupersub
\cf16\f17\fs24 What is the learning challenge that knowledge workers and their o
rganizations \up0 \expndtw-3\charscalex100 face as far as you see it? \par\pard\
ql \li1800\ri1651\sb125\sl-275\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupe
rsub\cf21\f22\fs24 KW:\ul0\nosupersub\cf14\f15\fs24
This is a very comprehens
ive question because what we are really talking about is \line \up0 \expndtw-2\c
harscalex100 the learning of individuals on one end, and the organizational lear
ning that might take \line \up0 \expndtw-2\charscalex100 place on the other end.
Knowledge is different from information and is difficult to \line \up0 \expndtw
-2\charscalex100 communicate. For example, on the personal level, the learner mu
st internalize what he or \line \up0 \expndtw-2\charscalex100 she understands is
being communicated. After that, learners try to make sense of the \line \up0 \e
xpndtw-2\charscalex100 received information within the context in which they fin

d themselves. When we start \line \up0 \expndtw-2\charscalex100 looking at the w


hole issue of the learning challenge, we realize that we mainly have \line \up0
\expndtw-1\charscalex100 focused on the provision part of it - on communicating
knowledge - but not on the \line \up0 \expndtw-2\charscalex100 reception part of
it. We have been talking about sharing knowledge, about telling others \line \u
p0 \expndtw-2\charscalex100 what we know, but we have not really focused very mu
ch on making effective learners. \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pa
rd\qj\li1800\ri2554\sb241\sl-280\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosu
persub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\
fs24
Yes, that has not really been brought up in most knowledge management \u
p0 \expndtw-3\charscalex100 conversations so far. \par\pard\ql \li1800\sb124\sl276\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 KW:\ul0\
nosupersub\cf14\f15\fs24
I guess it is not surprising because, initially, we
are so focused on getting the \par\pard\ql \li1800\ri1689\sb4\sl-276\slmult0 \up
0 \expndtw-2\charscalex100 process started. If we are in the supply-push mode, t
o put it that way, instead of being in \up0 \expndtw-2\charscalex100 the demandpull mode, we are very concerned about how we get people to participate in \up0
\expndtw-2\charscalex100 knowledge sharing and how we initiate capturing knowled
ge from the organizational \up0 \expndtw-2\charscalex100 perspective to make it
into structural knowledge. The real learning challenge is that there \up0 \expnd
tw-2\charscalex100 are a number of culture barriers to sharing knowledge. For ex
ample: to help others, or to \up0 \expndtw-2\charscalex100 ask for help. In addi
tion, many people think they are conducting knowledge management \up0 \expndtw-3
\charscalex100 but have not yet discovered what knowledge is. \par\pard\ql \li18
00\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb248\sl-276\slmult0 \up0 \expndtw0\ch
arscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0
\nosupersub\cf16\f17\fs24
That would make it hard. \par\pard\ql \li1800\sb124
\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf21\f22\fs24 KW:\
ul0\nosupersub\cf14\f15\fs24
It does make it hard. It does make it very hard.
\par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb248\sl-276\slmult
0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub
\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
What are the implications of th
at? \par\pard\ql \li1800\sb144\sl-276\slmult0 \up0 \expndtw-1\charscalex100 \ul0
\nosupersub\cf21\f22\fs24 KW:\ul0\nosupersub\cf14\f15\fs24
The implications a
re that we are making very slick information distribution \par\pard\ql \li1800\r
i1702\sb0\sl-280\slmult0 \up0 \expndtw-2\charscalex100 systems - computer-based
and otherwise, which are available for people to access when \line \up0 \expndtw
-2\charscalex100 they know they have a problem. But, of course, most people do n
ot know they have a \line \up0 \expndtw-2\charscalex100 problem unless they have
sufficient knowledge to discover that a problem exists. \line \up0 \expndtw-2\c
harscalex100 Providing people with knowledge or information about knowledge thro
ugh the fingertips \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl
-240{\bkmkstart Pg34}{\bkmkend Pg34}\par\pard\ql \li10239\sb0\sl-230\slmult0 \pa
r\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up
0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 34 \par\pard\ql \li1800\
sb0\sl-280\slmult0 \par\pard\ql\li1800\ri1677\sb189\sl-280\slmult0 \up0 \expndtw
-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 is fine, once you know which know
ledge is needed and once you know what the problem \line \up0 \expndtw-2\charsca
lex100 is. But often you do not know what the problem is unless you are knowledg
eable in \line \up0 \expndtw-3\charscalex100 advance. \par\pard\ql \li1800\sb0\s
l-368\slmult0 \par\pard\ql\li1800\sb0\sl-368\slmult0 \par\pard\ql\li1800\sb192\s
l-368\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf23\f24\fs32 Is All K
nowledge the Same? \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\s
b0\sl-280\slmult0 \par\pard\qj\li1800\ri1720\sb25\sl-280\slmult0 \up0 \expndtw-1
\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24
\ul0\nosupersub\cf16\f17\fs24 Is all knowledge the same? Or, does it need to
be cultivated, shared, or accessed \up0 \expndtw-3\charscalex100 differently bot
h inside and outside an organization? \par\pard\ql \li1800\sb124\sl-276\slmult0
\up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 KW:\ul0\nosupersub\c
f42\f43\fs24 \ul0\nosupersub\cf14\f15\fs24 From my perspective, there\u8217?s

a great difference between "know-what" and \par\pard\ql \li1800\ri1680\sb5\sl-2


75\slmult0\fi0 \up0 \expndtw-2\charscalex100 "know-how\u8221?, or in other words
, between theoretical knowledge and practical knowledge. \up0 \expndtw-2\charsca
lex100 We need to look at several levels of knowledge the same way that James Br
ian Quinn \up0 \expndtw-4\charscalex100 does it, in his book \ul0\nosupersub\cf1
6\f17\fs24 Intelligent Enterprise\ul0\super\cf31\f32\fs24 5\ul0\nosupersub\cf14\
f15\fs24 . He has four categories. I have five. I look at \up0 \expndtw-4\charsc
alex100 vision and paradigm knowledge as the knowledge that motivates us and lea
ds us. \line \up0 \expndtw-5\charscalex100 Through it we see the opportunities.\
par\pard\sect\sectd\sbknone\cols2\colno1\colw6179\colsr160\colno2\colw5761\colsr
160\ql \li5000\sb0\sl-276\slmult0 \par\pard\ql \li5000\sb0\sl-276\slmult0 \par\p
ard\ql \li5000\sb0\sl-276\slmult0 \par\pard\ql \li5000\sb102\sl-276\slmult0 \up0
\expndtw-3\charscalex100 \ul0\nosupersub\cf42\f43\fs24 Tacit,\par\pard\qj \li47
00\ri224\sb0\sl-237\slmult0 \up0 \expndtw-3\charscalex100 Subliminal \line \up0
\expndtw-3\charscalex100 Knowledge\par\pard\qj \li4280\sb0\sl-242\slmult0 \par\p
ard\qj \li4280\sb0\sl-242\slmult0 \par\pard\qj \li4299\ri715\sb55\sl-242\slmult0
\tx4438 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf57\f58\fs24 Automatic \l
ine\tab \up0 \expndtw-3\charscalex100 Routine\par\pard\qj \li4280\ri663\sb0\sl-2
40\slmult0\fi98 \up0 \expndtw-3\charscalex100 Working \line \up0 \expndtw-3\char
scalex100 Knowledge\par\pard\column \qj \li6440\sb0\sl-239\slmult0 \par\pard\qj
\li6440\sb0\sl-239\slmult0 \par\pard\qj \li6440\sb0\sl-239\slmult0 \par\pard\qj
\li20\ri4558\sb145\sl-239\slmult0\fi100 \up0 \expndtw-3\charscalex100 \ul0\nosup
ersub\cf42\f43\fs24 Idealistic \line \up0 \expndtw-3\charscalex100 Vision and\pa
r\pard\qj \li20\ri4515\sb1\sl-240\slmult0\fi60 \up0 \expndtw-3\charscalex100 Par
adigm \line \up0 \expndtw-3\charscalex100 Knowledge\par\pard\qj \li6699\sb0\sl-2
40\slmult0 \par\pard\qj \li380\ri3955\sb158\sl-240\slmult0\fi120\tx490 \up0 \exp
ndtw-3\charscalex100 Systematic \line \up0 \expndtw-3\charscalex100 Schema and \
line \up0 \expndtw-3\charscalex100 Methodology \line\tab \up0 \expndtw-3\charsca
lex100 Knowledge \par\pard\sect\sectd\sbknone \qj \li5578\ri5404\sb12\sl-240\slm
ult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf57\f58\fs24 Pragmatic \line
\up0 \expndtw-4\charscalex100 Decision \par\pard\ql \li5480\ri5316\sb0\sl-240\s
lmult0 \up0 \expndtw-5\charscalex100 Making and \line \up0 \expndtw-5\charscalex
100 Factual \par\pard\ql \li5540\sb6\sl-233\slmult0 \up0 \expndtw-3\charscalex10
0 Knowledge \par\pard\ql \li4594\sb0\sl-230\slmult0 \par\pard\ql\li4594\sb220\sl
-230\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf9\f10\fs20 Figure 4
.1 Levels of Knowledge Flow \par\pard\ql \li1800\ri2069\sb109\sl-280\slmult0\fi7
20 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Below that we hav
e what Quinn calls "knowledge-why\u8221?. This level is more \line \up0 \expndtw
-4\charscalex100 systematic schema and\ul0\nosupersub\cf16\f17\fs24 \ul0\nosupe
rsub\cf14\f15\fs24 methodology knowledge that we may have learned in the \line \
up0 \expndtw-4\charscalex100 university and learn fairly procedurally. It is kno
wledge of ''what", how to be, how to \line \up0 \expndtw-4\charscalex100 machine
s work, and what the systematic part of this process\ul0\nosupersub\cf16\f17\fs2
4 \ul0\nosupersub\cf14\f15\fs24 that we encounter is. \par\pard\qj \li1800\sb0\
sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl
-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\ri2179\s
b174\sl-240\slmult0\fi719 \up0 \expndtw-3\charscalex100 \ul0\super\cf32\f33\fs20
\ul0\super\cf32\f33\fs19 5\ul0\nosupersub\cf9\f10\fs20 James Brian Quinn, \ul0\
nosupersub\cf33\f34\fs20 Intelligent Enterprise: A Knowledge and Service Based P
aradigm For \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf9\f10\fs20 Industry,
(Free Press: New York, 1992).
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}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
g35}{\bkmkend Pg35}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239
\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf9\f10\fs20 35 \par\pard\ql \li1800\sb0\sl-280\slmult
0 \par\pard\ql\li1800\ri1751\sb189\sl-280\slmult0\fi720 \up0 \expndtw-4\charscal
ex100 \ul0\nosupersub\cf14\f15\fs24 On the third level we have pragmatic decisio
n-making and factual knowledge: \line \up0 \expndtw-4\charscalex100 "know-how\u8
221?. That, to some extent, is automated, yet it is also available for\ul0\nosup
ersub\cf9\f10\fs20 \ul0\nosupersub\cf14\f15\fs24 us to reason \line \up0 \expnd
tw-4\charscalex100 with in a conscious way. To some extent, we are now talking a
bout personal knowledge. \par\pard\qj \li1800\ri1764\sb129\sl-270\slmult0\fi720
\up0 \expndtw-4\charscalex100 The fourth level is tacit knowledge, the real work

ing knowledge. We know it so \up0 \expndtw-2\charscalex100 well that it has beco


me non-conscious and unavailable to us. That knowledge is the bulk \up0 \expndtw
-4\charscalex100 of what we know and is the part of the iceberg that is below oc
ean level. \par\pard\ql \li1800\ri1737\sb126\sl-276\slmult0\fi720 \up0 \expndtw4\charscalex100 We have a fifth level, the tacit subliminal knowledge, which is
established when \up0 \expndtw-2\charscalex100 we are first introduced to a new
notion or concept and start forming a beginning \line \up0 \expndtw-2\charscalex
100 understanding. You might say that the tacit subliminal knowledge is what sta
rted out in \up0 \expndtw-2\charscalex100 episodic memory. As we internalize it
in our REM (Rapid Eye Movement)\ul0\nosupersub\cf9\f10\fs20 \ul0\nosupersub\cf1
4\f15\fs24 sleep, at 3:00 \up0 \expndtw-2\charscalex100 in the morning, it is be
ing built into these other areas and we also develop association \up0 \expndtw-5
\charscalex100 bridges between concepts and other mental models. \par\pard\qj \l
i1800\ri1810\sb129\sl-270\slmult0\fi720 \up0 \expndtw-4\charscalex100 These know
ledge levels are motivated by cognitive sciences research about how \up0 \expndt
w-4\charscalex100 we learn and by experiences over several decades of working wi
th knowledge workers \up0 \expndtw-5\charscalex100 ranging from novices to exper
ts and grand masters. \par\pard\ql \li1800\ri1724\sb5\sl-277\slmult0\fi720 \up0
\expndtw-2\charscalex100 Is all knowledge the same? No, all of this knowledge is
not the same. That is just \line \up0 \expndtw-2\charscalex100 one dimension. T
here are other dimensions of knowledge. For example, when we think \line \up0 \e
xpndtw-2\charscalex100 about knowledge that we use in business, we might have pr
ofessional and craft \line \up0 \expndtw-4\charscalex100 knowledge, in contrast
to enterprise navigational knowledge. People now tell me that \line \up0 \expndt
w-2\charscalex100 they have found that the body of the enterprise navigational k
nowledge that is associated \line \up0 \expndtw-2\charscalex100 with delivering
\u8220?work\u8221? is bigger than professional knowledge in most areas. That is,
the \line \up0 \expndtw-2\charscalex100 larger body is enterprise navigational
knowledge that consists of knowing how we work \line \up0 \expndtw-2\charscalex1
00 around here, who you consult with, what the systems and procedures are, etc.
\par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb248\sl-276\slmult0
\up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\
cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
Is that the environmental, cultu
ral knowledge? \par\pard\ql \li1800\sb124\sl-276\slmult0 \up0 \expndtw-3\charsca
lex100 \ul0\nosupersub\cf21\f22\fs24 KW:\ul0\nosupersub\cf14\f15\fs24
It is k
nowledge of\ul0\nosupersub\cf58\f59\fs20 \ul0\nosupersub\cf14\f15\fs24 what our
customers require, who the customers are\ul0\nosupersub\cf59\f60\fs24 ,\ul0\nos
upersub\cf14\f15\fs24 and a \par\pard\qj \li1800\ri1958\sb1\sl-280\slmult0 \up0
\expndtw-2\charscalex100 myriad of practical things that might take a year or t
wo to build up before you become \up0 \expndtw-3\charscalex100 fully functional.
\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg
36}{\bkmkend Pg36}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\
sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\chars
calex100 \ul0\nosupersub\cf9\f10\fs20 36 \par\pard\qj \li5403\sb0\sl-320\slmult0
\par\pard\qj\li5403\sb0\sl-320\slmult0 \par\pard\qj\li5403\sb0\sl-320\slmult0 \
par\pard\qj\li5403\ri5786\sb236\sl-320\slmult0\fi57 \up0 \expndtw0\charscalex63
\ul0\nosupersub\cf60\f61\fs24 Enterprise \line \up0 \expndtw0\charscalex62 Navig
ation \line \up0 \expndtw0\charscalex60 Knowledge \par\pard\ql \li7164\sb0\sl-2
76\slmult0 \par\pard\ql\li7164\sb0\sl-276\slmult0 \par\pard\ql\li7164\sb45\sl-27
6\slmult0 \up0 \expndtw0\charscalex53 \ul0\nosupersub\cf61\f62\fs24 Visions \par
\pard\ql \li4587\sb64\sl-276\slmult0 \up0 \expndtw0\charscalex64 Professional \p
ar\pard\li4783\sb67\sl-276\slmult0\fi0\tx7011 \up0 \expndtw-11\charscalex70 and
Craft\tab \up0 \expndtw-11\charscalex70 Memory\par\pard\ql \li4635\sb41\sl-276\s
lmult0 \up0 \expndtw0\charscalex60 Knowledge \par\pard\ql \li4846\sb0\sl-230\slm
ult0 \par\pard\ql\li4846\sb0\sl-230\slmult0 \par\pard\ql\li4846\sb0\sl-230\slmul
t0 \par\pard\ql\li4846\sb0\sl-230\slmult0 \par\pard\ql\li4846\sb182\sl-230\slmul
t0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 Figure 4.2 Types o
f Knowledge \par\pard\ql \li1800\ri1683\sb134\sl-274\slmult0\fi720 \up0 \expndtw
-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 All of this might be on the perso
nal side. We also\ul0\nosupersub\cf9\f10\fs20 \ul0\nosupersub\cf14\f15\fs24 hav

e the need for the \line \up0 \expndtw-2\charscalex100 organization to build as


much as possible of personal knowledge into structural \line \up0 \expndtw-2\cha
rscalex100 knowledge. It is very important to share knowledge amongst the people
to build a \line \up0 \expndtw-2\charscalex100 \u8221?synergistic orchestration
environment\u8221?, where people find it natural to share, to \line \up0 \expnd
tw-2\charscalex100 collaborate, and do that as a matter of course and culture. T
he shared knowledge then \line \up0 \expndtw-2\charscalex100 becomes part of the
culture and becomes owned by the organization - in the sense that it \line \up0
\expndtw-2\charscalex100 lives amongst the present staff, people they hire, and
is not based on any one individual\u8217?s \line \up0 \expndtw-2\charscalex100
knowledge. This knowledge is on the road to becoming institutional knowledge. \p
ar\pard\ql \li2520\sb125\sl-276\slmult0 \up0 \expndtw-3\charscalex100 These days
we have a strong movement to make personal knowledge become \par\pard\ql \li180
0\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 structural knowledge, in the
sense that it has been captured. I think that is a very \par\pard\ql \li1800\ri1
739\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 appropriate and very worthw
hile set of efforts. But the amount of knowledge that people \line \up0 \expndtw
-2\charscalex100 are able to capture, from what I have seen, is minimal compared
to what is required to \line \up0 \expndtw-3\charscalex100 run the organization
. You can obtain only a small portion - call it 8-10% - of the \line \up0 \expnd
tw-4\charscalex100 knowledge that required to run the organization flawlessly knowledge that resides in \line \up0 \expndtw-5\charscalex100 people's heads. \p
ar\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1723\sb241\sl-280\sl
mult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupe
rsub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
Is that the documented know
ledge that you are referring to, or is there more than \line \up0 \expndtw-4\cha
rscalex100 that? \par\pard\ql \li1800\ri1607\sb125\sl-275\slmult0 \up0 \expndtw3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 KW:\ul0\nosupersub\cf14\f15\fs24
More than that, because, for example, engineers that design technology embed a
\line \up0 \expndtw-2\charscalex100 fair bit of what they know in the technolog
y solutions that they create. That part of \line \up0 \expndtw-2\charscalex100 k
nowledge is crucial for the competitiveness of the organization. What has been m
issing \line \up0 \expndtw-2\charscalex100 quite frequently in that area is that
although we find explicitly what the decisions were \line \up0 \expndtw-2\chars
calex100 and what the knowledge resulted in, we frequently have no idea, after t
he fact, about what \line \up0 \expndtw-2\charscalex100 led people to make those
decisions. We have a number of situations where people have \line \up0 \expndtw
-2\charscalex100 modified decisions of previous experts and ended up in hot wate
r, because their \line \up0 \expndtw-2\charscalex100 modifications clashed with
the principles that had led to the solutions in the first place. \line \up0 \exp
ndtw-4\charscalex100 We see this in heat exchanger designs on one end, and very
sophisticated designs of
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g37}{\bkmkend Pg37}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239
\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf9\f10\fs20 37 \par\pard\ql \li1800\sb0\sl-280\slmult
0 \par\pard\ql\li1800\ri1810\sb189\sl-280\slmult0 \up0 \expndtw-2\charscalex100
\ul0\nosupersub\cf14\f15\fs24 advanced computer programs on the other end. We no
w see efforts to capture reasoning \up0 \expndtw-2\charscalex100 behind many dec
isions, particularly design decisions, to allow future workers to \line \up0 \ex
pndtw-2\charscalex100 understand the context in which decisions were made, the o
ptions that were discarded, \up0 \expndtw-3\charscalex100 and information about
blind alleys. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb248\
sl-276\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\u
l0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
And the ground the
y derived, their outcomes are different? \par\pard\ql \li1800\ri1904\sb127\sl-27
3\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 KW:\ul0\no
supersub\cf14\f15\fs24
That is correct. The new solutions that were thought t
o be improvements on the \up0 \expndtw-2\charscalex100 old actually clashed with
the old and became non-workable. In software, we know this \up0 \expndtw-2\char
scalex100 very well. It has been an eye opener to me to see it also is the case
in what I consider \up0 \expndtw-3\charscalex100 relatively crude equipment - in
a heat exchanger. \par\pard\ql \li1800\ri1622\sb124\sl-277\slmult0\fi720 \up0 \
expndtw-2\charscalex100 All of this is done within the organization. Then we ask
, what about sharing and \line \up0 \expndtw-2\charscalex100 accessing knowledge
outside the organization? That is a very interesting area, because \line \up0 \
expndtw-2\charscalex100 when we start looking at what John Seely Brown and Paul
Duguid call "networks of \line \up0 \expndtw-2\charscalex100 practices" that are
between organizations in contrast to "communities of practice\u8221?, which \li
ne \up0 \expndtw-2\charscalex100 are usually internal in the organization. These
networks of practices have enabled, for \line \up0 \expndtw-2\charscalex100 exa
mple, the emergence of the Route128 corridor in Boston and also the Silicon Vall
ey. \line \up0 \expndtw-2\charscalex100 They are the result of sharing of knowle
dge between organizations and building up a total \line \up0 \expndtw-2\charscal
ex100 regional capability. From that perspective, it has elevated the capability
of many places in \line \up0 \expndtw-3\charscalex100 this country and abroad.
\par\pard\ql \li2520\sb104\sl-276\slmult0 \up0 \expndtw-2\charscalex100 Look at
Israel, for example, which is a gleaming jewel because people are \par\pard\ql \
li1800\ri1725\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 working between o
rganizations as well as within organizations, right? We have the same \line \up0
\expndtw-2\charscalex100 thing in some of the Scandinavian countries, such as D
enmark, which started out with \line \up0 \expndtw-2\charscalex100 hearing aids
then went into the other areas of sound systems. We have an important \line \up0
\expndtw-2\charscalex100 societal phenomenon that is very powerful for wealth c
reation in many areas. And, of \line \up0 \expndtw-2\charscalex100 course, it is
also very beneficial to the firms who find themselves in those locations. \par\
pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg38}{\b
kmkend Pg38}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl
-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex1
00 \ul0\nosupersub\cf9\f10\fs20 38 \par\pard\qj \li1800\sb0\sl-400\slmult0 \par\
pard\qj\li1800\ri2420\sb110\sl-400\slmult0\fi100 \up0 \expndtw0\charscalex97 \ul
0\nosupersub\cf46\f47\fs36 Gran Roos:\ul0\nosupersub\cf27\f28\fs36 \ul0\nosuper

sub\cf28\f29\fs36 Recipes for Knowledge-Based Value \up0 \expndtw0\charscalex98


Creation \par\pard\ql \li1800\sb0\sl-828\slmult0 \par\pard\ql\li1800\sb19\sl-828
\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf30\f31\fs72 5 \par\pard\q
l \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\sb0\sl-275\slmult0 \par\pard\ql
\li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\sb0\sl-275\slmult0 \par\pard\ql\l
i1800\ri1715\sb269\sl-275\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\
cf14\f15\fs24 Gran Roos is continually developing some of the most advanced, and
yet readily usable \up0 \expndtw-2\charscalex100 approaches to leveraging the in
terrelated roles of intellectual capital and strategy in \line \up0 \expndtw-2\c
harscalex100 contemporary organizations. As both a thought leader and practition
er, he has made \line \up0 \expndtw-2\charscalex100 seminal contributions to the
field of intellectual capital through his writings and his \line \up0 \expndtw5\charscalex100 implementation of practical solutions. \par\pard\ql \li1800\sb0\
sl-276\slmult0 \par\pard\ql\li1800\ri1645\sb9\sl-276\slmult0\fi720 \up0 \expndtw
-2\charscalex100 He has created frameworks, which enable making the intangible o
f intellectual \up0 \expndtw-2\charscalex100 capital understood as a very real a
sset to be cultivated, measured and appropriately \line \up0 \expndtw-2\charscal
ex100 exploited for competitive advantage. He works with managements to rethink
how their \up0 \expndtw-2\charscalex100 strategies and practices to determine an
d utilize the drivers for intellectual capital growth, \up0 \expndtw-2\charscale
x100 as well as how to rigorously valuate and effectively use their intellectual
resources \line \up0 \expndtw-3\charscalex100 throughout their enterprises to m
ake significant differences. \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\q
l\li1800\ri1642\sb10\sl-275\slmult0\fi720 \up0 \expndtw-2\charscalex100 He is th
e founder of Intellectual Capital Services Ltd. (ICS), developer of its main \li
ne \up0 \expndtw-2\charscalex100 concepts, and manager of its day-to-day operati
ons. As a practitioner, he delivers the \line \up0 \expndtw-4\charscalex100 serv
ices of ICS to a wide variety of both private and public sector organizations ar
ound \line \up0 \expndtw-4\charscalex100 the world in a broad range of market se
gments. Roos holds several academic positions \line \up0 \expndtw-2\charscalex10
0 and he and his team are the authors and co-authors of numerous books and artic
les in the \line \up0 \expndtw-2\charscalex100 field of intellectual capital and
strategy, and he serves on the editorial board of the \line \up0 \expndtw-4\cha
rscalex100 \ul0\nosupersub\cf16\f17\fs24 Journal of Intellectual Capital\ul0\nos
upersub\cf14\f15\fs24 . Mr. Roos was also named one of the thirteen most \line \
up0 \expndtw-2\charscalex100 influential thinkers for the 21\ul0\super\cf31\f32\
fs24 st\ul0\nosupersub\cf14\f15\fs24 century by the Spanish business magazine \
ul0\nosupersub\cf16\f17\fs24 Direccion y \line \up0 \expndtw-3\charscalex100 Pro
greso\ul0\nosupersub\cf14\f15\fs24 No 167.
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rsub\cf21\f22\fs24 JC:\ul0\nosupersub\cf11\f12\fs28 \ul0\nosupersub\cf16\f17\fs


24 What do you mean by saying that Intellectual Capital is any stock or flow u
nder \up0 \expndtw-2\charscalex100 the control of the firm that contributes to t
he value creation of the firm? \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard
\ql\li1800\sb8\sl-276\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21
\f22\fs24 GR:\ul0\nosupersub\cf16\f17\fs24 \ul0\nosupersub\cf14\f15\fs24 The
reason we use that statement is that we do not want to limit ourselves to \par\p
ard\ql \li1800\ri1650\sb0\sl-280\slmult0 \up0 \expndtw-2\charscalex100 predeterm
ined structures. A given firm or organization, it can be government department,
\up0 \expndtw-2\charscalex100 or other not-for-profit organizations, is actually
a system made up of a set of resources \line \up0 \expndtw-2\charscalex100 that
are deployed in a given structure. Intellectual capital is the science and art
dealing \line \up0 \expndtw-2\charscalex100 with how to extract maximum value fr
om the resources you have and the way you have \line \up0 \expndtw-3\charscalex1
00 chosen to deploy them. \par\pard\qj \li1800\sb0\sl-260\slmult0 \par\pard\qj\l
i1800\sb0\sl-260\slmult0 \par\pard\qj\li1800\ri1637\sb38\sl-260\slmult0 \up0 \ex
pndtw-4\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\
fs24
\ul0\nosupersub\cf16\f17\fs24 What is the Intellectual Capital Process
(IC) and how does that relate to \u8220?business \up0 \expndtw-5\charscalex100 r
ecipes?\u8221? \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri162
9\sb13\sl-275\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf20\f21\fs2
4 GR:\ul0\nosupersub\cf14\f15\fs24 You can use many terms. Business models, bu
siness recipes, value creation models, \up0 \expndtw-2\charscalex100 and strateg
ic models are common terms coined in strategy literature. You can contrast \up0
\expndtw-2\charscalex100 two logics in this area, one is the financial logic and
one is the strategic logic. \line \up0 \expndtw-2\charscalex100 The strategic l
ogic basically says, \u8220?All right, take the strategy of a firm as a given. W
ithin \up0 \expndtw-5\charscalex100 that framework, how can you ensure that you
can create maximum value?\u8221? \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pa
rd\ql\li1800\ri1775\sb9\sl-276\slmult0\fi720 \up0 \expndtw-4\charscalex100 You c
an do so by developing the best possible effectiveness and efficiency as \line \
up0 \expndtw-2\charscalex100 relates to the deployment of the resources you have
at your disposal. These resources \line \up0 \expndtw-2\charscalex100 include f
or example the competence or the people, the processes of the organization, the
\up0 \expndtw-2\charscalex100 brands, the intellectual property, the customer re
lationships, supplier relationships, plant \up0 \expndtw-2\charscalex100 and equ
ipment, and the working capital needed to actually generate cash, the cash that
\line \up0 \expndtw-3\charscalex100 converts into market value. \par\pard\ql \li
2520\sb264\sl-276\slmult0 \up0 \expndtw-4\charscalex100 The Intellectual Capital
(IC) process is about identifying relevant dimensions \par\pard\ql \li1800\ri16
40\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 along which the strategy of
the firm can be discussed. Identify what the firm means when \up0 \expndtw-4\cha
rscalex100 it says that it creates value. Identify the resources that the firm c
onsiders it is necessary \up0 \expndtw-4\charscalex100 for it to have, the ways
these resources are being deployed, and compare and contrast that \up0 \expndtw5\charscalex100 with the logical conclusions from the strategy. \par\pard\ql \li
1800\ri1829\sb260\sl-280\slmult0\fi900 \up0 \expndtw-2\charscalex100 In other wo
rds, you are talking about classic strategy theory with key success \line \up0 \
expndtw-2\charscalex100 factors and key performance indicators compared, contras
ted and synthesized with a \line \up0 \expndtw-2\charscalex100 resource based vi
ew, in the widest sense, of the firm. One of the things we need to do is \line \
up0 \expndtw-2\charscalex100 to align key performance indicators that are extrac
ted from the strategy, with the key \par\pard\sect\sectd\fs24\paperw12240\paperh
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28a2800a28a2800a28a2800a28a2800a28a2800a28a2803fffd9}}}}}
\pard\sb0\sl-240{\bkmkstart Pg40}{\bkmkend Pg40}\par\pard\ql \li10239\sb0\sl-230
\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230
\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 40 \par\pard
\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\slmult0 \up0 \ex
pndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 performance indicators measu
ring the relevant resource transformations, thereby \par\pard\ql \li1800\sb4\sl276\slmult0 \up0 \expndtw-2\charscalex100 allowing us to create a tracking syste
m to predict changes in our ability to create value. \par\pard\ql \li5052\sb0\sl
-345\slmult0 \par\pard\ql\li5052\sb22\sl-345\slmult0 \up0 \expndtw0\charscalex96
\ul0\nosupersub\cf62\f63\fs30 Operationalise \par\pard\ql \li5019\sb15\sl-345\s
lmult0 \up0 \expndtw0\charscalex96 Value Creation \par\pard\ql \li5513\sb0\sl-34
5\slmult0 \par\pard\ql\li5513\sb10\sl-345\slmult0 \up0 \expndtw0\charscalex97 Ou

tline \par\pard\ql \li4985\sb15\sl-345\slmult0 \up0 \expndtw0\charscalex96 Strat


egic Intent \par\pard\li1925\sb0\sl-345\slmult0\par\pard\li1925\sb28\sl-345\slmu
lt0\fi1406\tx8134 \up0 \expndtw0\charscalex96 Define\tab \up0 \expndtw0\charscal
ex96 Articulate\par\pard\li1925\sb15\sl-345\slmult0\fi528\tx7764 \up0 \expndtw0\
charscalex96 Key Success Factors\tab \up0 \expndtw0\charscalex96 Business Recipe
\par\pard\li1925\sb0\sl-345\slmult0\par\pard\li1925\sb30\sl-345\slmult0\fi1315\t
x8201 \up0 \expndtw0\charscalex96 Identify\tab \up0 \expndtw0\charscalex96 Visua
lise\par\pard\li1925\sb15\sl-345\slmult0\fi0\tx8134 \up0 \expndtw0\charscalex96
Key Performance Indicators\tab \up0 \expndtw0\charscalex96 Navigator\par\pard\qj
\li4580\ri4542\sb345\sl-360\slmult0 \up0 \expndtw0\charscalex96 Alignment of St
rategy \line \up0 \expndtw0\charscalex97 with Business Recipe \par\pard\ql \li47
93\ri4769\sb340\sl-360\slmult0\tx5412 \up0 \expndtw0\charscalex96 Develop & Disp
lay \line\tab \up0 \expndtw0\charscalex97 IC-Index \par\pard\ql \li5232\sb0\sl-3
45\slmult0 \par\pard\ql\li5232\sb28\sl-345\slmult0 \up0 \expndtw0\charscalex96 T
ake Better \par\pard\ql \li4793\sb15\sl-345\slmult0 \up0 \expndtw0\charscalex96
Managerial Action \par\pard\ql \li3963\sb0\sl-276\slmult0 \par\pard\ql\li3963\sb
116\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 F
igure 5.1\ul0\nosupersub\cf42\f43\fs24 \ul0\nosupersub\cf14\f15\fs24 The Intel
lectual Capital Process \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1
800\ri1697\sb270\sl-275\slmult0\fi720 \up0 \expndtw-2\charscalex100 The IC proce
ss (see figure 1) is about developing an understanding for how value \up0 \expnd
tw-2\charscalex100 is created, thereby providing an opportunity to improve the p
otential of creating value as \up0 \expndtw-2\charscalex100 well as the actual v
alue created. For this the IC process offers the tools necessary to \line \up0 \
expndtw-2\charscalex100 actually track the value creation, and, if we wish, it c
an provide us with tools that allow \up0 \expndtw-2\charscalex100 us to value wh
atever it is that we do from a given beholder's point of view. \par\pard\sect\se
ctd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg41}{\bkmkend Pg41}
\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0
\par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosu
persub\cf9\f10\fs20 41 \par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li18
00\sb84\sl-414\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf46\f47\fs36
Leif Edvinsson: \ul0\nosupersub\cf28\f29\fs36 The Intelligent Organization \pa
r\pard\ql \li1800\sb824\sl-828\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupers
ub\cf30\f31\fs72 6 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\s
b0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0
\sl-276\slmult0 \par\pard\ql\li1800\ri1678\sb4\sl-276\slmult0 \up0 \expndtw-2\ch
arscalex100 \ul0\nosupersub\cf14\f15\fs24 Leif Edvinsson is a key contributor to
the theory and practice of Intellectual Capital. In \line \up0 \expndtw-2\chars
calex100 this conversation he explores the basis for Intellectual Capital and th
e Intellectual Capital \line \up0 \expndtw-2\charscalex100 growth model. Edvinss
on examines what creates value in the world of knowledge-based \line \up0 \expnd
tw-2\charscalex100 organizations and the various ways in which we will be upgrad
ing our own knowledge \line \up0 \expndtw-2\charscalex100 base. Since understand
ing and focusing on intellectual capital requires a significant \line \up0 \expn
dtw-2\charscalex100 rethinking of what really drives value, he looks at the chal
lenge of intellectual capital \line \up0 \expndtw-2\charscalex100 leadership has
in changing its mindset so it can use the structural capital of organizations \
line \up0 \expndtw-2\charscalex100 to turbo charge the capabilities our human ca
pital. The outcome of this is the \line \up0 \expndtw-2\charscalex100 developmen
t of truly intelligent organizations, but organizations of a very different \lin
e \up0 \expndtw-2\charscalex100 nature. These new organizations may well evolve
into becoming communities, and \line \up0 \expndtw-3\charscalex100 instead of em
ployees, we will become citizens of those communities. \par\pard\ql \li1800\ri16
42\sb264\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 Edvinsson is the fou
nder and CEO of UNIC (Universal Networking Intellectual \line \up0 \expndtw-4\ch
arscalex100 Capital AB, at {\field{\*\fldinst {HYPERLINK "http://www.unic.net/"
}}{\fldrslt {\ul0\nosupersub\cf14\f15\fs24 www.unic.net}}}\ul0\nosupersub\cf14\f
15\fs24 ) whose mission is to generate new insights as to what an \line \up0 \ex
pndtw-4\charscalex100 organization\u8217?s intellectual capital is, as well as h

ow to grow, appraise and better \line \up0 \expndtw-2\charscalex100 understand h


ow to commercialize it. He is a catalyst for the possibilities inherent in the \
up0 \expndtw-2\charscalex100 new era of intangible wealth. He is active in proto
typing board of directors on intellectual \up0 \expndtw-2\charscalex100 capital
in several countries. In addition, in 2001 he was appointed to the world\u8217?s
first \up0 \expndtw-3\charscalex100 professorship chair on intellectual capital
at Lund University. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520
\sb8\sl-276\slmult0 \up0 \expndtw-4\charscalex100 Edvinsson was formerly the Cor
porate Director of Intellectual Capital at the \par\pard\ql \li1800\ri1915\sb0\s
l-280\slmult0 \up0 \expndtw-2\charscalex100 Skandia Group, where many of the fun
damental ideas of intellectual capital as a whole \up0 \expndtw-4\charscalex100
organizational framework were developed and put into operation. He held the firs
t \line \up0 \expndtw-2\charscalex100 position of its type in the world of Direc
tor of Intellectual Capital at Skandia, AFS in \up0 \expndtw-2\charscalex100 199
1. During his tenure at Skandia, he oversaw the creation of the first Intellectu
al \line \up0 \expndtw-5\charscalex100 Capital Annual Report. \par\pard\ql \li18
00\ri1608\sb241\sl-280\slmult0\fi720 \up0 \expndtw-4\charscalex100 Edvinsson is
a foremost a visionary of Intellectual Capital. He says, \u8220?The future is \l
ine \up0 \expndtw-2\charscalex100 our home.\u8221? A sense of the future is unde
rlies the in building a number of Future Centers \line \up0 \expndtw-2\charscale
x100 throughout the world, which are experimental stations to prototype how to c
reate the \line \up0 \expndtw-4\charscalex100 organizational capital that will b
e the basis for creating the wealth of the new millennium. \par\pard\ql \li2520\
sb264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 He is co-author of a defining
work in the field, \ul0\nosupersub\cf16\f17\fs24 Intellectual Capital: Realizin
g \par\pard\qj \li1800\ri1636\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 Y
our Company\u8217?s True Value by Finding Its Hidden Brainpower\ul0\nosupersub\c
f14\f15\fs24 , as well as contributor to \line \up0 \expndtw-2\charscalex100 num
erous other books and journals. His most recent book is \ul0\nosupersub\cf16\f17
\fs24 Corporate Longitude\ul0\nosupersub\cf14\f15\fs24 (2002), \par\pard\sect\s
ectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg42}{\bkmkend Pg42
}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult
0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nos
upersub\cf9\f10\fs20 42 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1
800\sb196\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\
fs24 which is discussed on his website, {\field{\*\fldinst {HYPERLINK "http://ww
w.corporatelongitude.com/" }}{\fldrslt {\ul0\nosupersub\cf81\f82\fs24\ul www.cor
poratelongitude.com\ul0\nosupersub\cf14\f15\fs24 .}}}\ul0\nosupersub\cf14\f15\fs
24 . Edvinsson was \par\pard\qj \li1800\ri2132\sb1\sl-280\slmult0 \up0 \expndtw2\charscalex100 recognized for his achievements with the awarding of the Brain o
f the Year from the \up0 \expndtw-3\charscalex100 Brain Trust of the U.K. in 199
8. \par\pard\ql \li1800\ri1720\sb264\sl-276\slmult0\fi720 \up0 \expndtw-2\charsc
alex100 In light of his work in both training and intellectual capital, Edvinsso
n has been a \up0 \expndtw-2\charscalex100 special advisor on service trade to t
he Swedish Ministry of Foreign Affairs. He is also \up0 \expndtw-2\charscalex100
special adviser to the Swedish Cabinet on the effects of the new digital econom
y, a \line \up0 \expndtw-2\charscalex100 special advisor to the United Nations I
nternational Trade Center and is a co-founder of \up0 \expndtw-2\charscalex100 t
he Swedish Coalition of Service Industries. Mr. Edvinsson holds an MBA from the
\line \up0 \expndtw-3\charscalex100 University of California, Berkeley. \par\par
d\ql \li4834\sb0\sl-414\slmult0 \par\pard\ql\li4834\sb0\sl-414\slmult0 \par\pard
\ql\li4834\sb0\sl-414\slmult0 \par\pard\ql\li4834\sb188\sl-414\slmult0 \up0 \exp
ndtw0\charscalex97 \ul0\nosupersub\cf28\f29\fs36 The Conversation \par\pard\ql \
li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li
1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb16\sl-322\slmult0 \up0 \expndtw-4\
charscalex100 \ul0\nosupersub\cf24\f25\fs28 Value Creation \par\pard\ql \li1800\
sb0\sl-276\slmult0 \par\pard\ql\li1800\sb60\sl-276\slmult0 \up0 \expndtw-2\chars
calex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\no
supersub\cf16\f17\fs24
How does value get created in organizations and networ
ks? \par\pard\ql \li1800\sb0\sl-273\slmult0 \par\pard\ql\li1800\ri1685\sb34\sl-2

73\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 LE:\ul0\n


osupersub\cf14\f15\fs24
Value is created if there is a buyer or customer to
the organization: i.e., a buyer to \up0 \expndtw-2\charscalex100 the shares, or
customer to the product. Actually, the value of knowledge organizations is \up0
\expndtw-2\charscalex100 created mainly outside the organization. The fundamenta
l observation is that value is not \up0 \expndtw-2\charscalex100 created within
the organization. It is created on the edge: between the context, the \line \up0
\expndtw-2\charscalex100 business community, and the organization. This means t
hat the networks are becoming \up0 \expndtw-2\charscalex100 extremely important,
as is the sensitivity to the surrounding world. That is also why most \up0 \exp
ndtw-3\charscalex100 organizations of today are perhaps not as efficient as they
could be. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-27
6\slmult0 \par\pard\ql\li1800\sb13\sl-276\slmult0 \up0 \expndtw-1\charscalex100
\ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\
cf16\f17\fs24
When you say they are not as efficient as they could, what does
that mean? \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1762\s
b28\sl-276\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 L
E:\ul0\nosupersub\cf42\f43\fs24 \ul0\nosupersub\cf14\f15\fs24
It is that pro
ductivity is rather low. According to Paul Straussman, most of the \line \up0 \e
xpndtw-2\charscalex100 organizations on the New York Stock Exchange are having a
negative return on their \line \up0 \expndtw-2\charscalex100 knowledge capital,
as he sees it. The intellectual capital (IC) growth model is a model to \line \
up0 \expndtw-2\charscalex100 start to focus on the enablers and drivers for futu
re earnings potential, whether they are \line \up0 \expndtw-2\charscalex100 netw
orks, knowledge, processes, or innovations. There are a lot of different dimensi
ons \line \up0 \expndtw-3\charscalex100 and perspectives. \par\pard\qj \li1800\r
i1657\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 Market capital gr
owth is related to the investor relationship dimensions, while the \up0 \expndtw
-2\charscalex100 intellectual capital growth dimensions are related to the phase
s of the balanced scorecard, \up0 \expndtw-2\charscalex100 or rather the IC Navi
gator, with the phases and focuses of the ones we developed for the \up0 \expndt
w-3\charscalex100 IC process with Skandia.
{\shp {\*\shpinst\shpleft1772\shptop4773\shpright10470\shpbottom4802\shpfhdr0\sh
pbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz72\shplid0
{\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{
\sn geoRight}{\sv 8698}}{\sp{\sn geoBottom}{\sv 29}}
{\sp{\sn pVerticies}{\sv 8;5;(0,29);(8697,29);(8697,0);(0,0);(0,29)}}
{\sp{\sn pSegmentInfo}{\sv 2;11;16384;45824;1;45824;1;45824;1;45824;1;45824;3276
8}}
{\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s
p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s
p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}}
}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
g43}{\bkmkend Pg43}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239
\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf9\f10\fs20 43 \par\pard\ql \li2520\sb0\sl-276\slmult
0 \par\pard\ql\li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb200\sl-276\slmult
0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Here are the major
IC process phases: The first is the missionary; the second is \par\pard\qj \li1
800\ri1618\sb9\sl-270\slmult0 \up0 \expndtw-2\charscalex100 the measurement and
visualization; the third is the leadership; the fourth is the knowledge \up0 \ex
pndtw-2\charscalex100 technology; the fifth is innovation, and the sixth is capi
talization. All those are described \up0 \expndtw-3\charscalex100 very much in t
he book I wrote called \ul0\nosupersub\cf16\f17\fs24 Intellectual Capital.\ul0\s
uper\cf50\f51\fs24 6 \par\pard\li1800\sb0\sl-276\slmult0\par\pard\li1800\sb19\sl
-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 M
arket capital is the external dimension, and intellectual capital is the interna
l\par\pard\li1800\sb0\sl-276\slmult0\fi0 \up0 \expndtw-3\charscalex100 one.\par\
pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\p

ard\ql\li1800\sb7\sl-276\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\c


f21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
And they all form the growth model? \par\pard\ql \li1800\sb0\sl-276\slmult0 \par
\pard\ql\li1800\sb8\sl-276\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub
\cf21\f22\fs24 LE:\ul0\nosupersub\cf14\f15\fs24
Combined, they do. But, you
should also remember that there are some \par\pard\qj \li1800\ri1815\sb1\sl-280\
slmult0 \up0 \expndtw-2\charscalex100 organizations that do not have a market ca
p, like public institutions, hospitals, etc. They \up0 \expndtw-3\charscalex100
could still grow their intellectual capital. \par\pard\ql \li1800\sb0\sl-276\slm
ult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb12\sl-276\slmu
lt0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupers
ub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
How can an old economy organi
zation use the IC growth model to transform \par\pard\qj \li1800\ri1636\sb18\sl260\slmult0 \up0 \expndtw-2\charscalex100 itself into being a new economy organi
zation? This is what you did with Skandia. Are you \up0 \expndtw-3\charscalex100
doing it with other organizations now? \par\pard\ql \li1800\sb0\sl-276\slmult0
\par\pard\ql\li1800\ri1638\sb31\sl-276\slmult0 \up0 \expndtw-1\charscalex100 \ul
0\nosupersub\cf21\f22\fs24 LE:\ul0\nosupersub\cf14\f15\fs24
Yes, but I am ma
inly trying to add value by being a professional board member to \up0 \expndtw-2
\charscalex100 organizations, rather than a consultant. First of all, we need to
see the economics \line \up0 \expndtw-2\charscalex100 dimension rather than old
economy versus new economy. It is more the same economy \line \up0 \expndtw-2\c
harscalex100 but the economics has changed. In the old economy, the economics wa
s based more on \line \up0 \expndtw-2\charscalex100 having the product as the re
venue carrier. In the new economy, the intangibles or the \line \up0 \expndtw-2\
charscalex100 knowledgeable person are very much the value carrier. Most of the
intangibles have other \up0 \expndtw-2\charscalex100 logics than the tangibles.
For example, the value of a computer is decreasing over time, \line \up0 \expndt
w-2\charscalex100 while the value of software is increasing over time. In the sa
me way, the value of \line \up0 \expndtw-2\charscalex100 knowledge sharing is in
creasing, as is the value of knowledge application, etc. We are \line \up0 \expn
dtw-2\charscalex100 starting to see that the combined perspective of the new eco
nomy, as a new economics, is \up0 \expndtw-3\charscalex100 about the logic of va
lue creation of intangibles. \par\pard\ql \li1800\ri1767\sb261\sl-280\slmult0 \u
p0 \expndtw-2\charscalex100 That is what we were starting to refine in Skandia.
The old economy was represented by \up0 \expndtw-2\charscalex100 the insurance,
where we were selling insurance products per se. The new dimension of \up0 \expn
dtw-2\charscalex100 Skandia was that we were launching innovative financial serv
ices contracts, with a long \up0 \expndtw-2\charscalex100 sustainable revenue ch
ain. That led to Skandia\u8217?s growing market cap, and it was the \up0 \expndt
w-3\charscalex100 application of the IC growth model that cultivated this. \par\
pard\qj \li1800\ri2223\sb313\sl-580\slmult0 \up0 \expndtw-3\charscalex100 \ul0\n
osupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f
17\fs24
Can you do that with any organization, if you find the right strategi
c intent? \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf21\f22\fs24 LE:\ul0\no
supersub\cf14\f15\fs24 \ul0\nosupersub\cf42\f43\fs24
\ul0\nosupersub\cf14\f1
5\fs24 Yes. \par\pard\qj \li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\ri2073\s
b221\sl-240\slmult0 \up0 \expndtw-3\charscalex100 \ul0\super\cf32\f33\fs20\ul0\s
uper\cf32\f33\fs19 6\ul0\nosupersub\cf9\f10\fs20 Leif Edvinsson and Michael S.
Malone, \ul0\nosupersub\cf33\f34\fs20 Intellectual Capital: Realizing your compa
ny\u8217?s true value by \up0 \expndtw-4\charscalex100 finding its hidden brainp
ower\ul0\nosupersub\cf9\f10\fs20 , (New York: HarperBusiness, 1997).
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x95 \ul0\nosupersub\cf63\f64\fs36 Vincent Barabba:\ul0\nosupersub\cf64\f65\fs36
Understanding the Enterprise as a \line\tab \up0 \expndtw0\charscalex96 System
\par\pard\ql \li1800\sb0\sl-828\slmult0 \par\pard\ql\li1800\sb455\sl-828\slmult
0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf65\f66\fs72 7 \par\pard\qj \li18
00\sb0\sl-270\slmult0 \par\pard\qj\li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800
\sb0\sl-270\slmult0 \par\pard\qj\li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\r
i2611\sb33\sl-270\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15
\fs24 Vincent Barabba is the General Manager of General Motors Corporate Strateg
y \up0 \expndtw-2\charscalex100 and Knowledge Development and is also responsibl
e for overseeing GM's New \up0 \expndtw-5\charscalex100 Business Development Net
work. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb10\sl-276\sl
mult0 \up0 \expndtw-2\charscalex100 Barabba has been a part of an extensive, lon
g-term effort to infuse a systems \par\pard\ql \li1800\ri1671\sb5\sl-275\slmult0
\up0 \expndtw-2\charscalex100 thinking approach into how problems are perceived
and dealt with at General Motors. He \line \up0 \expndtw-4\charscalex100 sees t
hat not embracing this approach has been the cause of endemic problems in \line
\up0 \expndtw-2\charscalex100 organizations, and that recognizing the systems ph
enomena permits us to reconceptualize \line \up0 \expndtw-2\charscalex100 the co
mplex, significant and unprecedented issues we face in ways that can be \line \u
p0 \expndtw-4\charscalex100 successfully dealt with. Barabba draws upon the work
of Peter Drucker, Russell Ackoff, \par\pard\ql \li1800\sb5\sl-276\slmult0 \up0
\expndtw-3\charscalex100 C. West Churchman, and W. Edwards Deming to frame his s
ystems view. \par\pard\ql \li1800\ri1624\sb264\sl-276\slmult0\fi720 \up0 \expndt
w-4\charscalex100 The contribution that Barabba makes is that he has come to und
erstand the role of \up0 \expndtw-2\charscalex100 knowledge in an organization f
rom that system\u8217?s perspective. Knowledge of the system \line \up0 \expndtw
-2\charscalex100 and how it operates is even more critical than knowledge of the
particular parts of the \line \up0 \expndtw-2\charscalex100 system. In developi
ng this view, Barabba offers a balance between the whole and its parts \up0 \exp
ndtw-4\charscalex100 that is still very nascent in knowledge management and inte
llectual capital thus far. In a \line \up0 \expndtw-2\charscalex100 related way,
Barabba see the values of knowledge in its use rather than valuing the \line \u
p0 \expndtw-3\charscalex100 collection of knowledge, \ul0\nosupersub\cf16\f17\fs
24 per se\ul0\nosupersub\cf14\f15\fs24 . \par\pard\ql \li1800\sb0\sl-276\slmult0
\par\pard\ql\li1800\ri1611\sb8\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex1
00 Prior to coming to GM he held positions at Eastman Kodak and Xerox and twice
\line \up0 \expndtw-4\charscalex100 served as Director of the U. S. Bureau of th
e Census, and is the only person to be \line \up0 \expndtw-2\charscalex100 appoi
nted to that position by Presidents from different political parties. He served
as \line \up0 \expndtw-4\charscalex100 president of the American Statistical Ass
ociation, U.S. representative to the Population \line \up0 \expndtw-2\charscalex
100 Commission of the United Nations and chaired the National Research Council P
anel to \line \up0 \expndtw-2\charscalex100 review the statistical program of th
e National Center for Education Statistics. He has \line \up0 \expndtw-2\charsca
lex100 served on the Board of Trustees for the American Institutes for Research
and the National \line \up0 \expndtw-2\charscalex100 Opinion Research Center. He
is the author of \ul0\nosupersub\cf16\f17\fs24 Meeting of the Minds\ul0\nosuper
sub\cf14\f15\fs24 (1995, Harvard \line \up0 \expndtw-2\charscalex100 Business S
chool Press), and co-author of\ul0\nosupersub\cf42\f43\fs24 \ul0\nosupersub\cf1
6\f17\fs24 Hearing the Voice of the Market\ul0\nosupersub\cf14\f15\fs24 (1991,
Harvard \line \up0 \expndtw-2\charscalex100 Business School Press) and \ul0\nosu
persub\cf16\f17\fs24 The 1980 Census: Policy Making Amid Turbulence\ul0\nosupers

ub\cf14\f15\fs24 (1983 \line \up0 \expndtw-3\charscalex100 Lexington Books).


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\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
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0 \par\pard\ql\li4976\sb108\sl-368\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosu
persub\cf10\f11\fs32 The Conversation \par\pard\ql \li1800\sb0\sl-322\slmult0 \p
ar\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par
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\expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Market-Based Adaptive En
terprise \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\sb0\sl-280\
slmult0 \par\pard\qj\li1800\ri1989\sb53\sl-280\slmult0 \up0 \expndtw-1\charscale
x100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupe
rsub\cf16\f17\fs24
What are the characteristics of a market-based adaptive en
terprise and how is \line \up0 \expndtw-2\charscalex100 General Motors moving to
achieve the vision of a market-based adaptive enterprise? \par\pard\ql \li1800\
sb0\sl-273\slmult0 \par\pard\ql\li1800\ri1622\sb13\sl-273\slmult0 \up0 \expndtw1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 VB:\ul0\nosupersub\cf14\f15\fs24
A market-based adaptive enterprise is an organization that understands its pur
pose \line \up0 \expndtw-2\charscalex100 in the broader system within which it f
unctions. It continually challenges the assumptions \line \up0 \expndtw-2\charsc
alex100 that underlie that role and adapts or changes that role, as conditions i
n the environment \line \up0 \expndtw-3\charscalex100 require. \par\pard\ql \li1
800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1929\sb9\sl-276\slmult0\fi720 \up0
\expndtw-2\charscalex100 This approach requires intensive internal education of
our workforce - helping \line \up0 \expndtw-2\charscalex100 them see more clearl
y the overall role GM plays in the marketplace and in society. \line \up0 \expnd
tw-2\charscalex100 During our recent Global Leadership Conference, our CEO, Rick
Wagoner, led a \line \up0 \expndtw-2\charscalex100 dialogue with over 3500 exec
utives based on the Root Learning Maps process. This \line \up0 \expndtw-2\chars
calex100 process involves developing a visual representation of 1) the environme
nt in which we \line \up0 \expndtw-2\charscalex100 are working; and 2) how our d
eveloping strategy positions us to be a leader. \par\pard\qj \li1800\ri1651\sb26
1\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 A market-based adaptive ent
erprise must also effectively use technical, business \up0 \expndtw-2\charscalex
100 and market intelligence. This is accomplished by designing intelligence syst
ems based on \up0 \expndtw-3\charscalex100 what we need to know in our decisionmaking processes. \par\pard\ql \li1800\ri1616\sb263\sl-277\slmult0\fi720 \up0 \e
xpndtw-2\charscalex100 The use of market or customer intelligence has been at th
e heart of significant \line \up0 \expndtw-2\charscalex100 discussions at Genera
l Motors going back to the early 1930s. The basic question hasn\u8217?t \line \
up0 \expndtw-4\charscalex100 changed: \u8220?Is the market capable of articulati
ng what it really wants, or must the \line \up0 \expndtw-2\charscalex100 enterpr
ise bring forward things that it knows it can do that the market is not capable
of \line \up0 \expndtw-2\charscalex100 articulating?\u8221? The problem has been
, both in the past and to some degree today, that \line \up0 \expndtw-2\charscal
ex100 people address the issue as if the answer must go one way or the other. We
call this the \line \up0 \expndtw-4\charscalex100 \u8220?tyranny of or.\u8221?
The question is framed in such a way as to suggest that you must either \line \u

p0 \expndtw-2\charscalex100 rely on consumer input \ul0\nosupersub\cf16\f17\fs24


or\ul0\nosupersub\cf14\f15\fs24 move forward with company-initiated innovation
. In truth, it is \line \up0 \expndtw-2\charscalex100 possible to effectively do
one \ul0\nosupersub\cf16\f17\fs24 and\ul0\nosupersub\cf14\f15\fs24 the other.
Conducted properly the opportunity provided \line \up0 \expndtw-4\charscalex100
by the \u8220?and\ul0\nosupersub\cf16\f17\fs24 \u8221?\ul0\nosupersub\cf14\f15\f
s24 approach has resulted in greater benefits for GM and its customers. \par\pa
rd\ql \li1800\ri1721\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 Th
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s \line \up0 \expndtw-2\charscalex100 to believe that we must get ahead of custo
mer preferences and then convince them that \line \up0 \expndtw-2\charscalex100
we know what they really want. There is, as some might expect, evidence that sup
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\sb264\sl-276\slmult0 \up0 \expndtw-4\charscalex100 There is, however, also evid
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\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 46 \par\pard
\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\slmult0 \up0 \ex
pndtw-3\charscalex100 \ul0\nosupersub\cf14\f15\fs24 capable of telling us what t
hey want. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\sl-276
\slmult0 \up0 \expndtw-2\charscalex100 In fact, as early as the 1930s, Buck Weav
er, GM\u8217?s first director of consumer \par\pard\ql \li1800\ri1723\sb4\sl-276
\slmult0 \up0 \expndtw-2\charscalex100 research, set about finding out what cust
omers really wanted. I have a chart in my office \line \up0 \expndtw-2\charscale
x100 that shows all the features GM added to vehicles, as well as things that we
re changed or \line \up0 \expndtw-2\charscalex100 improved, based on customer fe
edback. These were features like air conditioning, \line \up0 \expndtw-4\charsca
lex100 automatic transmissions, longer bumpers, rubber pads on pedals, and a gre
ater emphasis \line \up0 \expndtw-2\charscalex100 on safety. In the years from 1
932 to 1937, Weaver identified 170 such improvements, all \line \up0 \expndtw-2\
charscalex100 in the name of serving the customer in ways in which the customer
wanted to be served. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\c
harscalex100 In my book, \ul0\nosupersub\cf16\f17\fs24 Meeting of the Minds\ul0\
nosupersub\cf14\f15\fs24 , I describe some of this research from the \par\pard\q
j \li1800\ri1824\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 1930s, in whic
h customers fairly well articulated the needs for a minivan, and had ideas \up0
\expndtw-2\charscalex100 for things such as sunroofs and pneumatic bumpers. Thes
e were all things that were not \up0 \expndtw-3\charscalex100 on the market unti
l many years later. \par\pard\ql \li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\
sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb
0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\
sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl
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76\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276
\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\s
lmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slm
ult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmul
t0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0
\par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \
par\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \pa
r\pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb0\sl-276\slmult0 \par\

pard\ql\li3101\sb0\sl-276\slmult0 \par\pard\ql\li3101\sb12\sl-276\slmult0 \up0 \


expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Figures 7.1\ul0\nosupersub
\cf14\f15\fs24 Customer Ideas for Car Features from the 1930\u8217?s \par\pard\
ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 For possibly the f
irst time in automotive history, Weaver recognized the \par\pard\ql \li1800\sb4\
sl-276\slmult0 \up0 \expndtw-2\charscalex100 importance of looking beyond what t
he company\u8217?s engineers were already working on. \par\pard\ql \li1800\sb4\s
l-276\slmult0 \up0 \expndtw-2\charscalex100 Rather than simply relying on existi
ng market conditions, he used market research to gain \par\pard\sect\sectd\fs24\
paperw12240\paperh15840{\shp{\*\shpinst\shpleft1822\shptop3371\shpright9179\shpb
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\pard\sb0\sl-240{\bkmkstart Pg47}{\bkmkend Pg47}\par\pard\ql \li10239\sb0\sl-230
\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230
\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 47 \par\pard
\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1944\sb189\sl-280\slmult0 \
up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 insight into what mig
ht occur. In this way, GM\u8217?s engineers could be better prepared to \up0 \ex
pndtw-3\charscalex100 respond, if and when the possible changes came to be. \par
\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\sl-276\slmult0 \up0

\expndtw-2\charscalex100 One of Weaver\u8217?s techniques for helping people ima


gine future vehicles is \par\pard\ql \li1800\sb1\sl-256\slmult0 \up0 \expndtw-4\
charscalex100 particularly interesting. He would provide a simple worksheet, and
ask individuals to \par\pard\qj \li1800\ri1771\sb5\sl-280\slmult0 \up0 \expndtw
-2\charscalex100 sketch suggestions for design changes. He was generally looking
for ideas to enhance or \up0 \expndtw-3\charscalex100 change current design, bu
t what he got often went far beyond that. \par\pard\ql \li3202\sb0\sl-276\slmult
0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0
\par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \p
ar\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par
\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\p
ard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\par
d\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\
ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql
\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\l
i3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3
202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li320
2\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\
sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb
0\sl-276\slmult0 \par\pard\ql\li3202\sb0\sl-276\slmult0 \par\pard\ql\li3202\sb0\
sl-276\slmult0 \par\pard\ql\li3202\sb276\sl-276\slmult0 \up0 \expndtw-4\charscal
ex100 \ul0\nosupersub\cf21\f22\fs24 Figures 7.2\ul0\nosupersub\cf14\f15\fs24 C
ustomer Ideas from the 1930\u8217?s for Minivans \par\pard\ql \li1800\ri1684\sb2
64\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 My favorite is the first d
rawing we\u8217?ve found of the concept of the minivan, from \up0 \expndtw-4\cha
rscalex100 back in 1932. There\u8217?s no reason to believe that the person who
drew this was telling us \line \up0 \expndtw-2\charscalex100 \u8220?Design this
car\u8221?. More likely, he was describing needs. First, better vision (see how
the \up0 \expndtw-2\charscalex100 driver\u8217?s position is far forward?) Secon
d, a rear engine, because in those days, the engine \up0 \expndtw-4\charscalex10
0 produced a great deal of heat and odor. And finally, \u8220?French doors\u8221
?, which would \line \up0 \expndtw-5\charscalex100 improve entry and access. \pa
r\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\sl-276\slmult0 \up0
\expndtw-3\charscalex100 So this is one approach - asking customers what they w
ant. It is equally important \par\pard\sect\sectd\fs24\paperw12240\paperh15840\p
ard\sb0\sl-240{\bkmkstart Pg48}{\bkmkend Pg48}\par\pard\ql \li10239\sb0\sl-230\s
lmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\s
lmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 48 \par\pard\q
l \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1666\sb198\sl-275\slmult0 \up
0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 to remember that many a
vailable concepts and technologies are not easy to understand. \line \up0 \expnd
tw-4\charscalex100 Technology is moving at such a rate that we must take some ri
sk and ask, \u8220?What is the \line \up0 \expndtw-2\charscalex100 underlying ne
ed out there? Can we offer solutions that are not yet clear in the customer's \u
p0 \expndtw-3\charscalex100 mind? Solutions that - if customers were aware of th
em - would allow us to provide \line \up0 \expndtw-2\charscalex100 better produc
ts and services?\u8221? For example, we know that customers care about privacy,
\up0 \expndtw-2\charscalex100 individual choice and saving time and energy. If y
ou ask them how well these needs are \up0 \expndtw-2\charscalex100 being address
ed, they would say, \u8220?not very\u8221?. These customers are not directly ask
ing for \up0 \expndtw-2\charscalex100 mobile communications, but mobile communic
ations, when properly administered, could \up0 \expndtw-4\charscalex100 address
those needs for privacy, individual choice, and saving time and money - needs \l
ine \up0 \expndtw-5\charscalex100 that are not easily articulated by customers.
\par\pard\qj \li1800\ri1844\sb1\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex1
00 This balance between customer requests and company offerings is why we call \
up0 \expndtw-2\charscalex100 this the market-\ul0\nosupersub\cf16\f17\fs24 based
\ul0\nosupersub\cf14\f15\fs24 adaptive enterprise. We use the term \ul0\nosuper
sub\cf16\f17\fs24 based\ul0\nosupersub\cf14\f15\fs24 , rather than \ul0\nosupers
ub\cf16\f17\fs24 driven\ul0\nosupersub\cf14\f15\fs24 or \up0 \expndtw-2\charsca

lex100 \ul0\nosupersub\cf16\f17\fs24 focused\ul0\nosupersub\cf14\f15\fs24 , beca


use it is not one or the other. Rather, we are interested in a combination of \u
p0 \expndtw-2\charscalex100 what the market asks for directly and what we are ca
pable of delivering. \par\pard\ql \li1800\ri1719\sb265\sl-275\slmult0\fi720 \up0
\expndtw-4\charscalex100 We are seeking decisions based on what the market is t
alking about. We could, \up0 \expndtw-2\charscalex100 for example, have a situa
tion where there is something the market wants, but we are not \up0 \expndtw-2\c
harscalex100 capable of delivering it. It is also possible that we have a better
solution in our mind and, \up0 \expndtw-4\charscalex100 therefore, we are going
to take the risk that our solution, even though it may meet with \up0 \expndtw4\charscalex100 some resistance, will eventually win out over more easily accept
ed ideas. \par\pard\qj \li1800\sb0\sl-275\slmult0 \par\pard\qj\li1800\ri1911\sb1
0\sl-275\slmult0\fi720 \up0 \expndtw-2\charscalex100 The term \ul0\nosupersub\cf
16\f17\fs24 adaptive\ul0\nosupersub\cf14\f15\fs24 is equally important. It refl
ects the realization that things are \up0 \expndtw-2\charscalex100 moving so fas
t today that we can no longer operate as we did in the old days, when we \up0 \e
xpndtw-2\charscalex100 said, \u8220?Let's go find out what the market wants. Let
\u8217?s look at that closely. Let's find out \up0 \expndtw-2\charscalex100 what
we can deliver, and then deliver it. And then, customers will come.\u8221? By t
he time \up0 \expndtw-3\charscalex100 you have gone through that process, someth
ing else has happened. \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li18
00\ri1858\sb1\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 Instead, you ne
ed a product development processes that can respond quickly to \line \up0 \expnd
tw-2\charscalex100 changing conditions. We must learn how to adapt to change a l
ot faster than we have in \line \up0 \expndtw-3\charscalex100 the past. \par\par
d\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg49}{\bkmk
end Pg49}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-23
0\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100
\ul0\nosupersub\cf9\f10\fs20 49 \par\pard\ql \li1901\sb0\sl-414\slmult0 \par\par
d\ql\li1901\sb64\sl-414\slmult0 \up0 \expndtw0\charscalex95 \ul0\nosupersub\cf54
\f55\fs36 Jac Fitz-enz\ul0\nosupersub\cf67\f68\fs36 :\ul0\nosupersub\cf68\f69\fs
36 Human Capital is the Only Active Asset \par\pard\ql \li1800\sb824\sl-828\sl
mult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf30\f31\fs72 8 \par\pard\ql \
li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li
1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li18
00\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs2
4 In this conversation, Jac Fitz-enz examines the leveraging role of human capit
al in \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-4\charscalex100 orga
nizations. He views that human capital is the only capital that is active. Witho
ut \par\pard\ql \li1800\ri1616\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100
human capital nothing can happen in organizations. He demonstrates that we can m
easure \up0 \expndtw-4\charscalex100 the value of human capital and the return o
n investment of human capital. This is \line \up0 \expndtw-2\charscalex100 impor
tant to develop the set of measures that balance human and financial factors. Th
is \up0 \expndtw-2\charscalex100 balance is the hallmark of effective organizati
ons. Fitz-enz also warns that human capital, \up0 \expndtw-2\charscalex100 intel
lectual capital and knowledge management are in danger of failing unless they \l
ine \up0 \expndtw-3\charscalex100 become integrated into the way organizations d
o their business. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\char
scalex100 Jac Fitz-enz is an internationally recognized authority on human resou
rce \par\pard\ql \li1800\ri1690\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100
management. He pioneered human capital benchmarking and performance measurement
. \up0 \expndtw-2\charscalex100 Among his accomplishments is a landmark study of
the connection between service, \up0 \expndtw-3\charscalex100 quality and produ
ctivity. \par\pard\ql \li1800\ri1963\sb265\sl-275\slmult0\fi720 \up0 \expndtw-2\
charscalex100 Dr. Fitz-enz founded Saratoga Institute in 1977 and is its Chairma
n. Saratoga \line \up0 \expndtw-4\charscalex100 Institute publishes the world's
largest database of human capital \ul0\super\cf31\f32\fs24 7\ul0\nosupersub\cf14
\f15\fs24 measurements, the \line \up0 \expndtw-2\charscalex100 Human Capital Be
nchmarking Report covering over 900 companies. He has authored \line \up0 \expnd

tw-2\charscalex100 five books on human capital management. His most recent book
is \ul0\nosupersub\cf16\f17\fs24 The ROI of Human \line \up0 \expndtw-5\charscal
ex100 Capital\ul0\nosupersub\cf14\f15\fs24 . \par\pard\qj \li1800\sb0\sl-280\slm
ult0 \par\pard\qj\li1800\ri1609\sb1\sl-280\slmult0\fi720 \up0 \expndtw0\charscal
ex105 Dr. Fitz-enz received a doctorate in communications from the University of
\up0 \expndtw-3\charscalex100 Southern California. \par\pard\qj \li1800\sb0\sl240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-24
0\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\
slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\sl
mult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmu
lt0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult
0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0
\par\pard\qj\li1800\ri1655\sb114\sl-240\slmult0 \up0 \expndtw-3\charscalex100 \u
l0\super\cf32\f33\fs20\ul0\super\cf32\f33\fs19 7\ul0\nosupersub\cf9\f10\fs20 Ja
c Fitz-enz, \ul0\nosupersub\cf33\f34\fs20 The ROI of Human Capital: Measuring th
e Economic Value of Employee Performance\ul0\nosupersub\cf9\f10\fs20 (New \up0
\expndtw-4\charscalex100 York: AMACOM, 2000).
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}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P
g50}{\bkmkend Pg50}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239
\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf9\f10\fs20 50 \par\pard\ql \li4976\sb0\sl-368\slmult
0 \par\pard\ql\li4976\sb108\sl-368\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosu
persub\cf10\f11\fs32 The Conversation \par\pard\ql \li1800\sb0\sl-322\slmult0 \p
ar\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb206\sl-322\slmult0 \u
p0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Fundamental Factors \p
ar\pard\qj \li1800\ri2408\sb273\sl-280\slmult0 \up0 \expndtw-1\charscalex100 \ul
0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf1
6\f17\fs24
Why is a balanced focus on the interaction of human capital and fi
nancial \up0 \expndtw-3\charscalex100 outcomes the leading reason for long-term
financial success? \par\pard\ql \li1800\sb0\sl-272\slmult0 \par\pard\ql\li1800\r
i1651\sb35\sl-272\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22
\fs24 JF:\ul0\nosupersub\cf14\f15\fs24
My view is that balance is a\ul0\nosu
persub\cf16\f17\fs24 \ul0\nosupersub\cf14\f15\fs24 fundamental issue of nature.
Remember from high \up0 \expndtw-2\charscalex100 school biology the process of
homeostasis, wherein every living organism strives to stay \up0 \expndtw-2\chars
calex100 in balance. Since organizations are nothing more than an extension of h
uman thought and \up0 \expndtw-2\charscalex100 action, it makes sense that an or

ganization should be in balance also. I was not thinking \up0 \expndtw-2\charsca


lex100 about this when we first did the research, but it turns out that top perf
orming companies \up0 \expndtw-3\charscalex100 always focus on balancing human a
nd financial issues. \par\pard\ql \li2520\sb5\sl-276\slmult0 \up0 \expndtw-2\cha
rscalex100 Homeostasis in organizations is a fundamental truism of top performer
s as I \par\pard\ql \li1800\ri1805\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex
100 originally reported in \ul0\nosupersub\cf16\f17\fs24 The Eight Practices of
Exceptional Organizations\ul0\nosupersub\cf14\f15\fs24 . But there is a \up0 \e
xpndtw-2\charscalex100 down side potential to homeostasis, as well. That is, we
can spend so much time on \up0 \expndtw-2\charscalex100 analyzing and balancing,
etc., that we stagnate an organization, putting it into analysis\up0 \expndtw-2
\charscalex100 paralysis. Like anything else, we can overdue it. Given that as t
he potential downside, it \up0 \expndtw-3\charscalex100 is still an absolute fun
damental for long-term success. \par\pard\ql \li1800\sb0\sl-273\slmult0 \par\par
d\ql\li1800\ri1655\sb14\sl-273\slmult0\fi720 \up0 \expndtw-2\charscalex100 In th
e short-term you can do anything, practically speaking, including unethical \lin
e \up0 \expndtw-2\charscalex100 acts such as breaking the law, and make money. T
hat is not what I am talking about. I am \line \up0 \expndtw-4\charscalex100 foc
using on how do we build an institution that we can proud of, that can be succes
sful, \line \up0 \expndtw-2\charscalex100 can be a contributor to the community,
can make money for the stockholders, and so \line \up0 \expndtw-2\charscalex100
forth, for the next hundred years. If that\u8217?s what we are looking for \u82
30? if we want to build \line \up0 \expndtw-2\charscalex100 that kind of institu
tion, then balance is absolutely fundamental. I do not think we can \line \up0 \
expndtw-5\charscalex100 achieve our goals without it. \par\pard\qj \li1800\sb0\s
l-260\slmult0 \par\pard\qj\li1800\sb0\sl-260\slmult0 \par\pard\qj\li1800\ri2589\
sb78\sl-260\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24
JC:\ul0\nosupersub\cf42\f43\fs24 \ul0\nosupersub\cf16\f17\fs24
What are some
companies that you think achieve that? Or use it as their \up0 \expndtw-4\chars
calex100 principle? \par\pard\ql \li1800\sb0\sl-280\slmult0 \par\pard\ql\li1800\
ri1610\sb4\sl-280\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22
\fs24 JF:\ul0\nosupersub\cf14\f15\fs24
Hewlett Packard, Federal Express and
Motorola did it well for a long time, as well \up0 \expndtw-4\charscalex100 as a
lot of smaller companies you\u8217?ve never heard of. We researched a thousand
\line \up0 \expndtw-5\charscalex100 companies over five years, and came up with
this finding. \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2083
\sb280\sl-280\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs2
4 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
Was this an
intentional effort at balancing or did it just accidentally work out \up0 \expn
dtw-5\charscalex100 based on the people\u8217?s intuition? \par\pard\qj \li1800\
sb0\sl-270\slmult0 \par\pard\qj\li1800\ri1627\sb39\sl-270\slmult0 \up0 \expndtw3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JF:\ul0\nosupersub\cf14\f15\fs24
We studied these companies in both their human and financial performance over
a \line \up0 \expndtw-2\charscalex100 five-year period. We pulled out the top t
en percent of those and in doing our report found \line \up0 \expndtw-2\charscal
ex100 by accident, that there were eight factors that were typical of these comp
anies that were \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-24
0{\bkmkstart Pg51}{\bkmkend Pg51}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\p
ard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \
expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 51 \par\pard\qj \li1800\sb0
\sl-280\slmult0 \par\pard\qj\li1800\ri2789\sb189\sl-280\slmult0 \up0 \expndtw-2\
charscalex100 \ul0\nosupersub\cf14\f15\fs24 not typical of the other ninety perc
ent. Now, it is not a total exclusivity. It is a \up0 \expndtw-3\charscalex100 p
redominance, or a general lack of performance. \par\pard\ql \li1800\sb0\sl-276\s
lmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb32\sl-276\sl
mult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupe
rsub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
And balance is one of these
eight factors? \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb8\
sl-276\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JF:\ul
0\nosupersub\cf14\f15\fs24
Balance is one of the three fundamentals. The oth

er two are long-term \par\pard\qj \li1800\ri1670\sb9\sl-270\slmult0 \up0 \expndt


w-2\charscalex100 commitment to a basic strategy, a positioning in the market if
you will and a positioning \up0 \expndtw-2\charscalex100 in the community and a
lignment of culture and systems. This was an intentional effort on \up0 \expndtw
-3\charscalex100 the part of the companies to do this. \par\pard\ql \li1800\sb0\
sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb284\
sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Human
Capital Value Added \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800
\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2137\sb53\sl-280\slmult0 \up0 \expndtw
-1\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf42\f43\fs24
\ul0\nosupersub\cf16\f17\fs24
What is Saratoga Institute, and what is the se
t of macro human and financial \line \up0 \expndtw-2\charscalex100 metrics that
Saratoga Institute is using? What have you learned by using them? \par\pard\ql \
li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1611\sb30\sl-275\slmult0 \up0 \e
xpndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JF:\ul0\nosupersub\cf14\f15
\fs24
As founder of Saratoga Institute I have been involved in the issue of
measuring \line \up0 \expndtw-2\charscalex100 the effectiveness of people, quant
itatively, for over 20 years. Since 1985 we\u8217?ve been \line \up0 \expndtw-2\
charscalex100 publishing an annual report that tracks over a hundred different v
ariables. Those go from \line \up0 \expndtw-2\charscalex100 macros like revenue
per full time employee (FTE), down to micros such as time to fill \line \up0 \ex
pndtw-2\charscalex100 jobs. The objective of all this is to provide benchmark da
ta by industry, company size, \line \up0 \expndtw-2\charscalex100 geographic reg
ion and growth rate, so that on any particular measure you could compare \line \
up0 \expndtw-4\charscalex100 yourself to somebody else in one of those categorie
s. We will do this in the U.S. with \line \up0 \expndtw-4\charscalex100 over 900
companies this year. We also work with another 1000 companies in about dozen \l
ine \up0 \expndtw-4\charscalex100 countries in Europe, South America, Australia,
South Africa, and Mexico. \par\pard\qj \li1800\ri2097\sb261\sl-280\slmult0\fi72
0 \up0 \expndtw-2\charscalex100 The core of our business is doing this kind of r
esearch, publishing principally \up0 \expndtw-5\charscalex100 benchmark data. We
also do some publication of best practices. \par\pard\ql \li1800\sb0\sl-274\slm
ult0 \par\pard\ql\li1800\ri1672\sb11\sl-274\slmult0\fi720 \up0 \expndtw-2\charsc
alex100 The more important macro measures include some that we have coined ourse
lves \up0 \expndtw-2\charscalex100 and some that are fairly traditional. We call
the new ones human capital value added. \up0 \expndtw-2\charscalex100 That is a
function of teasing out of the profit of the company that which is attributable
to \up0 \expndtw-2\charscalex100 people. The formula very simply is Revenue min
us All Expenses, except for human \line \up0 \expndtw-2\charscalex100 expense, w
hich is pay and benefits, divided by FTE\u8217?s. That gives an adjusted profit
for \up0 \expndtw-4\charscalex100 human effort, per employee. That is better tha
n revenue per employee because that is just \up0 \expndtw-4\charscalex100 a gros
s measure and we do not know what caused it. By using our new formula we can \up
0 \expndtw-5\charscalex100 tell that how much value added came from human effort
. \par\pard\qj \li1800\sb0\sl-273\slmult0 \par\pard\qj\li1800\ri1731\sb14\sl-273
\slmult0\fi720 \up0 \expndtw-4\charscalex100 There\u8217?s a corollary measure c
alled human capital ROI, or return on investment, \line \up0 \expndtw-2\charscal
ex100 where we use the same formula. In this case, though, the divisor is pay an
d benefit cost\ul0\nosupersub\cf16\f17\fs24 s\ul0\nosupersub\cf14\f15\fs24 . \li
ne \up0 \expndtw-2\charscalex100 The result here is a ratio that for every dolla
r spent on pay and benefits there is a certain \line \up0 \expndtw-4\charscalex1
00 amount of profitability. To illustrate: we can get a ratio of $1.00 to $2.00
or $1.00 to \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\b
kmkstart Pg52}{\bkmkend Pg52}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\
ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expn
dtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 52 \par\pard\qj \li1800\sb0\sl280\slmult0 \par\pard\qj\li1800\ri1763\sb189\sl-280\slmult0 \up0 \expndtw-2\char
scalex100 \ul0\nosupersub\cf14\f15\fs24 $1.40, or whatever it might be. Those ar
e two fundamentals that we have used now for a \up0 \expndtw-3\charscalex100 hal
f dozen years. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\s

l-276\slmult0 \up0 \expndtw-2\charscalex100 Another more common measure is compe


nsation as a percent of revenue. That \par\pard\ql \li1800\ri1629\sb0\sl-276\slm
ult0 \up0 \expndtw-2\charscalex100 tells us what our cost is for people to gener
ate that amount of money. If we extend that by \up0 \expndtw-2\charscalex100 add
ing in contingent labor we call it TLC, or Total Labor Cost. We can divide that
into \up0 \expndtw-2\charscalex100 revenue and it give ourselves another figure
which now accounts for the money spent on \up0 \expndtw-2\charscalex100 continge
nts. Since contingent labor is somewhere in the high teens and twenty percent of
\up0 \expndtw-2\charscalex100 total labor, it is certainly a significant factor
that we cannot ignore. We cannot just talk \line \up0 \expndtw-3\charscalex100
about people on payroll anymore. \par\pard\ql \li1800\ri1720\sb269\sl-275\slmult
0\fi720 \up0 \expndtw-2\charscalex100 This is true everywhere, but more or less
in some places of course. We are facing \up0 \expndtw-2\charscalex100 a shortage
of labor everywhere. Because of that, organizations are having to be more \up0
\expndtw-2\charscalex100 flexible in the way that they employ people, part-time
people, temporary workers of all \up0 \expndtw-2\charscalex100 type, and contrac
t workers. The reality is that the contingent factor is getting more and \up0 \e
xpndtw-3\charscalex100 more significant. We cannot ignore it. \par\pard\qj \li18
00\sb0\sl-260\slmult0 \par\pard\qj\li1800\sb0\sl-260\slmult0 \par\pard\qj\li1800
\ri2058\sb78\sl-260\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf21\f
22\fs24 JC:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24
Is th
e change in organization structure also increasing that, in addition to the \up0
\expndtw-3\charscalex100 labor shortage? \par\pard\qj \li1800\sb0\sl-280\slmult
0 \par\pard\qj\li1800\ri1879\sb24\sl-280\slmult0 \up0 \expndtw-1\charscalex100 \
ul0\nosupersub\cf21\f22\fs24 JF:\ul0\nosupersub\cf14\f15\fs24
Absolutely. Ma
nagement is also trying to be more flexible, trying to keep down \up0 \expndtw-2
\charscalex100 the core labor force and use contingent contractors more, so that
they can be in and out \up0 \expndtw-3\charscalex100 much faster and reduce cos
ts. \par\pard\qj \li1800\ri1622\sb0\sl-280\slmult0\fi720 \up0 \expndtw-4\charsca
lex100 But there is another measure that can be used that is atypical, which is
turnover by \up0 \expndtw-2\charscalex100 length of service. This tells an organ
ization at what point in someone\u8217?s career it is prone \up0 \expndtw-3\char
scalex100 to losing that individual. \par\pard\ql \li1800\ri1694\sb266\sl-273\sl
mult0\fi720 \up0 \expndtw-2\charscalex100 Everybody thinks that organizations te
nd to lose people mostly in the first year or \line \up0 \expndtw-2\charscalex10
0 two, and on average that is correct. It is true that more people leave or are
terminated in \line \up0 \expndtw-4\charscalex100 their first year of employment
than at any other point for a variety of reasons, both \line \up0 \expndtw-2\ch
arscalex100 individual and organizational. Beyond that, we have learned is there
are points in a \line \up0 \expndtw-4\charscalex100 person\u8217?s career when
they are what we would call more vulnerable or susceptible to \line \up0 \expndt
w-2\charscalex100 leaving the organization. Those points tend to come at somewhe
re around two to three \line \up0 \expndtw-2\charscalex100 years, again around t
he five year time frame, and again around eight to nine years. \par\pard\ql \li1
800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1635\sb9\sl-276\slmult0\fi720 \up0
\expndtw-2\charscalex100 We believe that the underlying reason for this is that
people begin a job and for a \line \up0 \expndtw-2\charscalex100 while they get
a certain amount of reward and satisfaction as well as frustration from the \lin
e \up0 \expndtw-2\charscalex100 organization they are working in. When a call co
mes, they see an ad, or a neighbor talks \line \up0 \expndtw-2\charscalex100 abo
ut a new job, there are specific points where they begin to wonder if they have
made a \line \up0 \expndtw-2\charscalex100 good decision to stay where they are.
They may start to become frustrated because they \line \up0 \expndtw-2\charscal
ex100 didn\u8217?t get the promotion that they had anticipated getting when they
came eighteen \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscale
x100 months ago or two years ago. These natural points are when a call from the
headhunter \par\pard\qj \li1800\ri1637\sb18\sl-260\slmult0 \up0 \expndtw-2\chars
calex100 comes or by some other stimulus, resulting in people being more likely
to consider it than \line \up0 \expndtw-2\charscalex100 they would otherwise. It
is useful to have that kind of information to know what percent \par\pard\sect\

sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg53}{\bkmkend Pg5


3}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmul
t0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\no
supersub\cf9\f10\fs20 53 \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li
1800\ri2011\sb189\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\c
f14\f15\fs24 of your people or which individuals are reaching those points, and
then you can go do \up0 \expndtw-3\charscalex100 something preventative about it
. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1610\sb8\sl-276\
slmult0\fi720 \up0 \expndtw-2\charscalex100 If I know that you\u8217?ve been her
e now four years and you are reaching this zone, I \line \up0 \expndtw-2\charsca
lex100 can sit down with you and assure you that we really value you and want yo
u here. I can \line \up0 \expndtw-4\charscalex100 say let\u8217?s talk about you
r career, etc., so that you understand that you are an important \line \up0 \exp
ndtw-2\charscalex100 person to us and not just a cipher sitting in a corner some
where. Then, if you get the call \line \up0 \expndtw-2\charscalex100 from the re
cruiter you are less likely to take that call, or consider the first offer that
comes \line \up0 \expndtw-4\charscalex100 along, than if, after you have been he
re for four or five years and nobody has talked to \line \up0 \expndtw-2\charsca
lex100 you. It happens in organizations all the time that people do not even get
a performance \line \up0 \expndtw-2\charscalex100 review, even professional peo
ple. Several times in my career I have been in an \line \up0 \expndtw-2\charscal
ex100 organization for a couple of years and did not get a performance review. I
just got a \line \up0 \expndtw-2\charscalex100 salary increase, or whatever. It
became clear to me that I was not an important individual. \line \up0 \expndtw2\charscalex100 That is why something like turnover by length of services is use
ful to know. \par\pard\qj \li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\sb0\sl270\slmult0 \par\pard\qj\li1800\ri1985\sb29\sl-270\slmult0 \up0 \expndtw-3\chars
calex100 \ul0\nosupersub\cf21\f22\fs24 JC:\ul0\nosupersub\cf42\f43\fs24 \ul0\no
supersub\cf14\f15\fs24
Is this even more significant In our era where the val
ue equation is changing, \up0 \expndtw-2\charscalex100 from the value in an orga
nization being its physical capital to one where an increasing \up0 \expndtw-3\c
harscalex100 percentage of it is human capital and intangibles? \par\pard\ql \li
1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1697\sb30\sl-276\slmult0 \up0 \exp
ndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 JF:\ul0\nosupersub\cf14\f15\f
s24
Of course. People are clearly the key issue these days. I think almost e
verybody \up0 \expndtw-2\charscalex100 agrees with that. There are still some ha
rdheaded manufacturing pe