Managing in the knowledge economy
The competitive position of economies, in particular those of highly industrialized countries, will be determined by their capacity to create value through knowledge. This structural change is reflected in theories of endogenous growth, which stress that the development of know-how and technological change are the driving forces behind lasting growth.
Knowledge is increasingly recognized as the principal source of value generation. The most recent economic growth comes not just from general advances in knowledge and the state of technology but also from intangible financial products, entertainment, and computer software.
Despite the preponderant contributions of intellect and services in creating value and growth in modern companies, current management control systems, economic models, and social measurement devices focus on physical assets and physical or physically measurable outputs. It is only recently that organizations have started to become aware of their intellectual capital such as the competencies and capabilities of employees, the company’s relationship with customers and suppliers, patents, licences, systems for leveraging the company’s innovative strength and ability to create value.
Traditional organizations, however, often encounter difficulties in activating their knowledge and in learning from others. Do any of the following problems sound familiar?
● Your company has been asked to tender for a major project. Collating the necessary information – from the organization’s relevant track record to an individual consultant’s experience – becomes a project in itself. You meet the deadline, but the tender document is not as good as it could or should have been. You lose the pitch
● You are faced with a serious, but unusual, failure in your plant, threatening to bring your operations to a standstill. Somebody remembers that the same situation arose a couple of years before, but there is no record of the methodology used to solve the problem the previous time, or of who was involved.
● The internal telephone directory is out of date the moment it is printed. It gives names and formal titles, but has very little information about the people or what they are good at. In no sense does it provide an effective tool for finding people with specific expertise or experience.
● A senior professional leaves the organization to join a competitor. Soon, her whole team has left to follow her. Only untrained juniors are left behind, and there are no records of the team’s know-how.
● There are large discrepancies between the performance of different divisions carrying out essentially the same task. You are conscious that best practices are not captured and shared. You are frustrated by the lack of formal processes that allow such sharing.
These examples highlight knowledge problems in organizations. Readers can probably identify similar problems in their own or their client organizations. The examples also demonstrate the potential benefits of consulting in knowledge management (KM), which often concentrates on the following objectives:
1. Enhance operational effectiveness
2. Improve responsiveness to internal and external clients
3. Develop competence
Foster innovation.