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1、Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,*,1,,Transforming Knowledge:,The 21 Century Wealth Driver,Dr. Charles M. Savage,,Knowledge Era Enterprises, Inc.,“,Shaping our Future …”,,Cable & Wireless Optus,,Melbourne, Octob
2、er 28, 1999,,,,Knowledge, A Map Please?,2,,Historical Eras,Agricultural,Industrial,Knowledge,3,,Sharing of logs,,Superstition: Unlucky to go out twice with the same crew,,Known split of profits from the trip,Whaling Industry …,Prototype of Knowledge Intense Industry,4,,Knowledge & Energy,,,Aspiratio
3、ns,Capabilities,Aspirations,Capabilities,,,,,,,,,,,,,,,,,,,,,Person A,Person B,5,,Sources of Wealth:,Agricultural Era,Labor,,Hands,Knowledge,,Heads,Capital: Money & Machines,Land & Resources,6,,Sources of Wealth:,Industrial Era,Labor,,Hands,Knowledge,,Heads,Capital: Money & Machines,Land & Resources
4、,7,,Sources of Wealth:,Knowledge Era,Labor,,Hands,Knowledge,,Heads,Capital: Money & Machines,Land & Resources,8,,Sources of Wealth:,Labor,,Hands,Knowledge,,Heads,Capital: Money & Machines,Land & Resources,9,,Sources of Wealth:,Labor,,Hands,Knowledge,,Heads,Capital: Money & Machines,Land & Resources,
5、Economy of,,Scarcity,Economy of,,Abundance,10,,New Vortex of Understanding about Knowledge Era,,,,,Organizational Learning,,& Self-Organizing,The Web,Intellectual Capital,Core Competencies,,Innovation,Knowledge Management,Emotional Intelligence,11,,Dynamic,Stable,Complex,Simple,Pace of Change,Knowl
6、edge Requirements,Nolan & Norton, 1988,12,,,,,,,,,,Vision,,Strategy,,Culture,,Values,,Balanced,,Scorecard,,Customers,Finance,Learning & Development,Processes,What investments in our,,customers bring them excellent,,results?,How can we better organize,,our knowledge?,,How do we leverage the value,,of
7、 our customers’,knowledge,?,How can we use ours and our,,customers’ knowledge more,,effectively?,Innovating with,,our customers!,13,,Inventory Turns =,Cost of Goods Sold for Year,,Average Inventory for Year,Knowledge Turns =,Ability to Build Upon other’s Capabilities*,,Level of Distrust,*,Oth
8、er’s Capabilities = Individuals, Functions, Lines of,,Business (LOBs), Suppliers,,,Customers and Customers’,,Customers,Knowledge Turns,14,,0.1 0.5 1 5 10,Finding Faults Finding Strengths,Trust D
9、istrust,=,=,=,=,=,=,=,Individuals:,Functions/,,Departments:,Lines of,,Business:,=,=,Suppliers/,,Partners:,Customers:,Customers’,,Customers:,5,0.5,10,,,,,,,,Knowledge Turns,(2),15,,Knowledge Turns: Results,16,,Knowledge Turns: Results,17,,Industrial Era: Conceptual Confinement,Help!!,I find little t
10、rust in the organization,,Others are always looking for my weaknesses,,My intellect & emotions are not valued,,Relationships are not important,18,,Knowledge Era: “Production” through Dialogue,Values (trust) are key,,I must discover others’ capabilities &,aspira,-,tions,to build upon,,We excel in te
11、aming our competencies to seize opportunities,,Learning enhances earnings,,19,,,,,,,Tangible Assets,Visible Finance,Cash,,,AR,,,PPE,,,,External,,,Internal,,,Personal,,Competence,Short-term Debt,,,Loans,,,Stock Equity,,,,Invisible Equity,,,,Obligation,Karl-Erik Sveiby,Customer Capital,,,Structural Ca
12、pital,,,Human Capital,Key Elements of Knowledge Capital,20,,,Financial Focus,,Process,,Focus,,Customer,,Focus,Human Focus,,Renewal & Development Focus,IC Framework at,Skandia,21,,Skandia,Navigator Model,,Financial,Capital,,,Human,Capital,,Customer,Capital,Innovation,Capital,Process,Capital,Organizat
13、ion,Capital,,Structural,Capital,,,Intellectual,Capital,,,Market Value,,22,,Industrial Era,,Agricultural Era,,Adam Smith,,James Watt,Henri,Fayol,,Frederick W. Taylor,,23,,Industrial Era,,Agricultural Era,,24,,Industrial Era,,Agricultural Era,,,,A,B,C,Culture of Mistrust,,Culture of Devaluing,25,,Indu
14、strial Era,Knowledge Era,Agricultural Era,,26,,Master Servant Relationship,With One Another,Employer-Employee,,Concept,“+/—”,“,X”,Industrial Era,Knowledge Era,Agricultural Era,27,,Supply Chain,,Supplier,,,Company,Customer,28,,Supply Chain - extended,Customers’,,Customers,Supplier,Company,Customers,2
15、9,,Customers’ Needs and Aspirations,Problems &,,Needs,Aspirations &,,Opportunities,30,,Supply Chain: Needs & Aspirations,Supplier,Company,Customers,Customers’,,Customers,,,Needs,Aspirations,Transactions,Opportunities,31,,Valuing Cluster: Interactive View,Supplier,Company,Customers,Customers’,,Custom
16、ers,,,,,Company,Customers,Suppliers/Partners,Customers’ Customers,32,,Skandia,AFS,Working the Whole System,Skandia,End Users,Funds Managers,Brokers,Wholesale,,Annuities,Manage,,Funds,Sell,,Annuities,Invest in,,Future,Select,Events,Uncertain,,Future,Study,33,,84,Skandia,AFS,Working the Whole System,,
17、,,Skandia,End Users,Funds Managers,Brokers,2400,85,000,1.5,Million,,,34,,,,,,Aspirations,Capabilities,Customers’,,Customers,Customers,Company,,Knowledge Era,,Enterprising and,,Dynamic Teaming,Aspirations,Aspirations,Aspirations,Capabilities,Capabilities,Capabilities,Suppliers/,,Partners,“,x”,35,,Tra
18、nsactions,Product Solutions,Business Solutions,,Mass Customization,Partnering,,Dynamic Teaming,,,Virtual Enterprising &,,Knowledge Networking,,Structural,,Capital,Human Capital,Customer/Supplier,,Capital,Evolving Business Model,36,,Dynamic,Stable,Complex,Simple,Pace of Change,Knowledge Requirements,
19、Nolan & Norton, 1988,,Your Company in 2001?,37,,38,,,+ / —,,“,X “,39,,,Processes,Finance,Learning,Customers,Imaginative,Systemic,,(Context Giving),,Operational,Interpersonal,,Inter-,Organiza-tional,Values Subtracting Value,7,Industrial Era,,Division &,,Subdivsion,,,of Labor,Distrust &,,Devaluing,Fol
20、low,,Instructions,SWOT,40,,,Processes,Finance,Learning,Customers,Imaginative,Systemic,,(Context Giving),,Values Multiplying Value,7,Knowledge Era,,,,Operational,Interpersonal,,Inter-,Organiza-tional,Benchmarking,,&,Benchbreaking,Dialoguing &,,Innovating with,,Customers,Teaming &,,Alliancing,Redefing
21、,Rules &,,Seizing Opportunities,41,,Competitive Power of Intellectual Capital,Intelligence and knowledge,with unique insights your competitor can’t envision,,Innovative,,products,with superlative value your competitor can’t create,,Innovative,,processes,with extraordinary speed and efficiency your
22、competitor can’t match,,High integrity,,relationships,with superior collaboration and loyalty your competitor can’t achieve,Global Creativity,42,,Summary: 5 Keys for Knowledge Era Enterprising,Build upon energy & strengths through a culture of trust (Clear Values and Guiding Principles),,Seize oppo
23、rtunities through strategic dialogue with suppliers & customers (Dynamic Teaming),,Team capabilities and aspirations to grow revenue (Create Self-Teaming Knowledge Era Enterprising Culture),,Supported by dynamic “Communities of Leaders”,,And leverage the power of the Web,43,,Enabling Knowledge Era Enterprising,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,The Key:,The Culture of Values & Valuing,,makes Dynamic Teaming Possible,Web:,kee-,44,,
知識(shí)管理的未來
