知识管理的未来(英文版)

Skandia Navigator Model
Market Value
Financial Intellectual
Capital
Capital
Human Capital
Structural Capital
Customer Organization
Capital
Capital
Innovation Process Capital Capital
Heads
Land & Resources
Sources of Wealth:
Knowledge Era
Capital: Money & Machines
Labor
Hands
Knowledge
Heads
Land & Resources
Sources of Wealth:
Capital: Money & Machines
Supplier
Company
Customers
Customers’ Customers
Customers’ Customers
Company
Customers Suppliers/Partners
Skandia AFS
Working the Whole System
Invest in Future
Knowledge Turns =
Ability to Build Upon other’s Capabilities* Level of Distrust
*Other’s Capabilities = Individuals, Functions, Lines of Business (LOBs), Suppliers, Customers and Customers’ Customers
Supply Chain
Supplier
Company
Customer
Supply Chain - extended
Supplier
Company
Customers
Customers’ Customers
Customers’ Needs and Aspiratiwenku.baidu.comns
Problems & Needs
Customers
Finance
SWOT
Division & Subdivsion of Labor
Operational
Processes
Imaginative
Follow Instructions
Distrust & Devaluing
Learning
Transforming Knowledge:
The 21 Century Wealth Driver
“Shaping our Future …”
Cable & Wireless Optus
Melbourne, October 28, 1999
Dr. Charles M. Savage
Knowledge Era Enterprises, Inc.
Innovating with our customers!
Finance
What investments in our customers bring them excellent results?
Knowledge Turns
Inventory Turns =
Cost of Goods Sold for Year Average Inventory for Year
Partnering
Dynamic Teaming, Virtual Enterprising & Knowledge Networking
Business Solutions
Mass Customization
Product Solutions
Transactions
Customer/Supplier Capital
1.5 Million
End Users
Skandia
2400
84
Funds Managers
85,000
Brokers
Knowledge Era Enterprising and Dynamic Teaming
Capabilities Aspirations
Customers’ Customers
Industrial Era Agricultural Era
Adam Smith James Watt
Henri Fayol Frederick W. Taylor
Industrial Era Agricultural Era
Industrial Era
A
B
Agricultural Era
C Culture of Mistrust Culture of Devaluing
Values (trust) are key I must discover others’ capabilities & aspirations to build upon We excel in teaming our competencies to seize opportunities Learning enhances earnings
New Vortex of Understanding about Knowledge Era
Emotional Intelligence The Web
Organizational Learning & Self-Organizing
Core Competencies Innovation
Knowledge Management Intellectual Capital
=
Lines of
Business:
=
Customers’
Customers:
=
Knowledge Turns: Results
8 7 6 5 4 3 2 1 0
I ndividual Function LO B Supplier Customer C of C
Knowledge Turns: Results
100 90 80 70 60 50 40 30 20 10 0
I ndividual Function LO B Supplier Customer C of C Possible
Industrial Era: Conceptual Confinement
Help!!
I find little trust in the organization
1
Knowledge, A Map Please?
Historical Eras
Agricultural Industrial Knowledge
Whaling Industry …
Prototype of Knowledge Intense Industry
Sharing of logs
Superstition: Unlucky to go out twice with the same crew
Agricultural Era
Capital: Money & Machines
Labor
Hands
Knowledge
Heads
Land & Resources
Sources of Wealth:
Industrial Era
Capital: Money & Machines
Labor
Hands
Knowledge
Aspirations
Company
Capabilities
“x”
Aspirations
Customer Capabilities s
Capabilities Aspirations Suppliers/ Partners
Evolving Business Model
Structural Capital
Labor
Hands
Knowledge
Heads
Land & Resources
Sources of Wealth:
Capital: Money & Machines
Economy of Scarcity
Economy of Abundance
Labor
Hands
Knowledge
Heads
Land & Resources
Others are always looking for my weaknesses
My intellect & emotions are not valued
Relationships are not important
Knowledge Era: “Production” through Dialogue
End Users
Study
Uncertain Future
Skandia Wholesale
Annuities
Sell
Brokers
Annuities
Select
Events
Manage Funds
Funds Managers
Skandia AFS
Working the Whole System
Knowledge Era Industrial Era Agricultural Era
Knowledge Era
With One Another
“X”
Industrial Era
Employer-Employee Concept “+/—”
Agricultural Era
Master Servant Relationship
Pace of Change
Stable
Dynamic
Knowledge Requirements
Complex
Simple
Nolan & Norton, 1988
Learning & Development
How can we use ours and our customers’ knowledge more effectively?
Human Capital
Pace of Change
Stable
Dynamic
Knowledge Requirements
Complex
Simple
Your Company in 2001?
Nolan & Norton, 1988
“X“ +/—
Industrial Era
Systemic (Context Giving)
Known split of profits from the trip
Knowledge & Energy
• • •
Aspirations Capabilities
• • •
Person A
• • •
Aspirations Capabilities
• • •
Person B
Sources of Wealth:
Knowledge Turns (2)
Finding Faults
0.1 0.5
Trust
Finding Strengths
1 5 10
Distrust
=5 = 10
= 0.5
Individuals:
=
Suppliers/ Partners:
=
Functions/
Departments:
=
Customers:
Balanced Scorecard
Processes
How can we better organize our knowledge?
Vision Strategy Culture Values
Customers
How do we leverage the value
of our customers’ knowledge?
Key Elements of Knowledge Capital
Tangible Assets Visible Finance
Cash AR
Short-term Debt
PPE
Loans
External Internal
Customer Capital Structural Capital
Stock Equity Invisible Equity
Personal Competence
Human Capital
Obligation Karl-Erik Sveiby
IC Framework at Skandia
Financial Focus
Customer Focus
Human Focus
Process Focus
Renewal & Development Focus
Aspirations & Opportunities
Supply Chain: Needs & Aspirations
Supplier
Needs
Aspirations
Company
Customers
Customers’ Customers
Transactions Opportunities
Valuing Cluster: Interactive View