eknowledge transformation phần 9 pdf

Tr a n s f o r ming e-Knowledge
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enterprises refine routines, policies,
p rotocols, use of auto-tagging tools and
agents, and explore alternate sources of
e - k n ow l e d g e ;
• p ri c e of individual units of digital
k n owledge will decline dramatically in
the face of competition (including exc e l-
lent sources of free e-know l e d g e ) ,
diminishing costs of production;
• p remium prices will be accepted by indi-
viduals for particular combinations of
content, context, and tradecraft embed-
ded in performances and experiences;
• new markets for an individual’s or enter-
p ri s e’s e - k n owledge will be opened by e-
k n owledge marketplaces;
• c r eation and use of knowledge will be
combined in many settings (e.g. com-
munities of practice) resulting in a sort
of barter and free access for insiders; and
• new patterns of interactivity will enable
dramatic reductions in the cost and price
of cohort-based learning experiences.
One cannot precisely predict with elegant
p r ecision the combination and range of
choices that will constitute the e-know l-
edge and e-learning marketplace of the
f u t u r e. One thing is clear: e-know l e d g e
will enable a new range of choices that

will put the learner and knowledge seeker
in the drive r’s seat.
What are the top three success stories
you have come across of e-learning in
action? 1) Jones International
University, which is the first fully
accredited entirely online university
in the USA and possibly the world;
2) Duke University Fuqua School of
Management for running the most
expensive online MBA program with
a tuition fee of US $85,000—proving
that people will pay for quality online
education; and 3) MasterTutor.com, a
little known but genuine effort which
has a few thousand middle-class
Indian students paying a few
thousand rupees as fees per course.
Madan Pant,
Interviewed by Madanmohan Rao.
D i s r uptive Reinvention from New Com -
petitors and Innovators. For some time,
traditional learning models have been chal-
lenged by open universities, many of which
e n roll hundreds of thousands of physical
and virtual learners. To d a y, lowe r - c o s t ,
c o h o r t-based learning practices are being
d e veloped in emerging markets in Asia and
in Central and South America by Ma s t e r-
Tu t o r.com, NTT, Ne x t Ed, ITESM, Un i s y s ,

and others. These models are driving dow n
the cost and price of e-learning and know l-
edge sharing. They will be refined in these
settings and pro g re s s i vely applied to
m a r kets in developed nations. T h e
p rocesses, routines, and tradecraft used by
these pioneering providers will be utilize d
by other prov i d e r s .
When a new model changes the
economics of an industry and is
difficult to replicate, it can by itself
create a strong competitive advantage.
Joan Magretta, 2002
Leveraging Relationships. The most
successful business models in the e-
K n owledge Economies will be based on
l e veraging and extending existing re l a t i o n-
ships. Whether it invo l ves creating or
Best Practices, Business Models, and Strategies
He who wishes to teach us a
truth should not tell it to us,
but simply suggest it with a
brief gesture, a gesture which
starts an ideal trajectory in the
air along which we glide until
we find ourselves at the feet of
the new truth.
Jose Ortega y Gasset
Tr a n s f o r ming e-Knowledge
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sharing knowledge or learning, re l a t i o n-
ships with learners, members, customers,
s t a f f, suppliers, and other stakeholders are
at the center of the picture.
What does this suggest for future pro s p e c t s
of knowledge and learning enterprises? T h e
f u t u r e belongs to knowledge and learning
enterprises whose relationship is gro u n d e d
on highly motivated stakeholders who
a r e c o - c reators of the learning/know l e d g e
sharing processes. Consider these examples:
• The American Health In f o r m a t i o n
Management Association (AHIMA) has
defined the “body of know l e d g e” for
HIM professionals, which is accessible
f r om the AHIMA portal. Learning and
k n o wledge seeking/creating experiences
a r e also available through the port a l .
The association has re i n vented its gov-
ernance stru c t u re along a community of
practice model, creating self-defining,
emergent communities.
• Claus Unger of Fern Un i v ersitaet in
Germany (an open university) has
described the "learning spaces" his insti-
tution hopes to create. Students could
use them repeatedly throughout their
c a reers, pursuing different paths, pursu-
ing learning at different depths, making
use of sharable materials from across the

Web that would be re c o n f i g u red in re a l
time for different purposes.
The future epicenter of e-know l e d g e
sharing/e-learning appears to be: pro p r i-
e t a ry learning and knowledge prov i d e r s ,
associations and professional societies, cor-
porations with strong enterprise learning
and communities of practice, open unive r-
sities focusing on lifelong learning re l a -
tionships, and traditional universities using
relationships through alumni, extension
and continuous learning channels.
To paraphrase, the epicenter of
knowledge may be with the
individual but the epicenter of
leverage is with the organization.
Rudy Ruggles and Dan Holthouse
Reinventing Strategies
To assure success in the e-know l e d g e
f u t u re, enterprises must re d i rect their
strategies—not just for knowledge, but
for all business processes, products, ser-
vices, and experiences that depend on
k n owledge. Some of that re d i r ection can
s t a rt immediately, while other re f i n e m e n t s
must await new technologies, standard s ,
m a rketplaces, changes in infrastru c t u re s ,
and re i n ventions of best practices a n d
business models. The point is that the
emergence of e-knowledge should affect

e ve r y aspect of enterprise strategy and
business planning.
Take Immediate Actions to Improve Yo u r
Readiness for e-Knowledge. In Chapter 7,
we recommend 10 actions that your enter-
prise can undertake immediately to
enhance its readiness for e-knowledge.
Craft an Enterprise Knowledge Strategy.
Re i n v ention of enterprise strategy can
s t a r t immediately through the crafting of
an explicit knowledge strategy. At its
first l e vel, this strategy identifies the cen-
trality of knowledge to the enterprise’s
mission, vision, and competitive posi-
tion. At present time, enterprises bury
their knowledge strategy implicitly
within strategic and business plans. T h e
enterprise must explicitly state its know l -
edge strategies and link those strategies
explicitly to unit business plans. Chapter
7 illustrates how to create a know l e d g e
strategy that drives enterprise initiative s .
Best Practices, Business Models, and Strategies
The international dimension of
higher education is an inherent
part of its quality. Networking,
which has emerged as a major
means of action, should be
based on sharing, solidarity and
equality among partners.

Marco Antonio Dias
Tr a n s f o r ming e-Knowledge
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Success in global markets depends on
communities sharing knowledge
across the globe. . . . Knowledge-
driven markets make it imperative to
develop a “knowledge strategy” along
with a business strategy. Yet many
organizations have no explicit,
consolidated knowledge strategy.
Rather, it exists implicitly at best,
dispersed in strategic plans,
human resource reports, or system-
improvement proposals.
A knowledge strategy details in
operational terms how to develop and
apply the capabilities required to
execute the business strategy.
Therefore, a knowledge strategy
eventually depends on communities
of practice.”
Wenger et al, 2002
Take Advantage of Changes in the
Mobility of Networked Knowledge. T h e
p e rva s i ve spread of networks through enter-
prises has changed the mobility and distri-
bution of knowledge. Mohanabir Sa w n h e y
and De val Parikh (2001) point out that
back-office knowledge is often embedded

in the network’s shared infrastru c t u re, while
the front-office knowledge resides at the
n e t w o r k’s periphery, where the users are .
Significant units of formerly disconnected
or isolated knowledge become available to
users where ver they are needed. T h e s e
d e velopments enable enterprises to consider
a combination of four strategies for pro f i t-
ing from knowledge mobility:
• a r b i t ra g e— m oving knowledge to loca-
tions where maintenance costs are lowe r ;
• a g g re g a t i o n —combining formerly iso-
lated knowledge into a pool of share d
k n ow l e d g e ;
Best Practices, Business Models, and Strategies
Smart strategies are always
based on a company’s unique
knowledge . . . whether new
knowledge, or existing
knowledge.
Rene Tissen, Daniel Andriessen,
Frank Lekanne Deprez
Reinvention of Strategies
• Take immediate action to improve your enterprise’s readiness for e-knowledge
(See Chapter 7 for 10 immediate actions).
• Develop an explicit enterprise knowledge strategy. Develop an explicit enter-
prise knowledge management strategy to tie knowledge asset management and
reinventing knowledge ecology to business plans. (See Chapter 7 for examples)
• Develop strategies to take advantage of changes in the mobility of networked
knowledge:

- arbitrage—moving knowledge to locations where maintenance costs are lower;
- aggregation—combining formerly isolated knowledge into a pool of shared
knowledge;
- rewiring—connecting islands of intelligence by creating an information back-
bone; and
- reassembly—organizing pieces of knowledge from diverse sources into coherent,
customized packages for customers.
• Prepare to use expeditionary strategies to take advantage of opportunities.
• Develop a strategy portfolio dealing with productivity improvement, incre-
mental innovation and radical innovation (transformation) (See Chapter 7 for
portfolio strategy methodology).
• Enterprises leverage their relationships with learners, members, customers, and
other stakeholders to provide new, personalized versions products, services,
and experiences.
Tr a n s f o r ming e-Knowledge
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• re w i r i n g —connecting islands of intelli-
gence by creating an information back-
bone; and
• re a s s e m b l y—organizing pieces of know l-
edge from diverse sources into cohere n t ,
c u s t o m i zed packages for customers.
Enterprises can fashion strategies for
taking advantage of these opportunities to
a d v ance the enterprise mission thro u g h
n e t w o r ked e-know l e d g e .
It may now make more sense
to talk about a company’s
distributed capabilities’ instead
of ‘core capabilities’.

Mohanabir Sawnhey and Deval Parikh
P re p a re to Use Expeditionary Strategies
to Take Advantage of New Opport u n i t i e s .
Corporations, associations, gove r n m e n t
agencies, and even universities have dis-
c ove red the wisdom of taking an “e x p e d i-
t i o n a r y” approach to developing strategies,
p r oducts, services, and experiences for
t o d a y’s market. They re a l i z e that during
periods of technology disruption, “killer
a p p s” are discove red not through flashes
of re velation, but through expeditionary
i n i t i a t i v es that use product platforms as
continuously adapting probes into the
f u t u re. The killer apps for e-know l e d g e
will emerge over time, not in a flash of
dot.com brilliance.
In the words of James Brian Quinn, com-
panies spot promising opportunities like
s u r fers ride waves or scientists conduct
re s e a r ch: by systematically observ i n g
e n v i ronments, scanning ripples of oppor-
tunity on multiple horizons, and learning
to re c o g n i z e patterns of impending
change, anomalies, or promising interac-
tions that can be monitored, re i n f o rc e d ,
and exploited. Enterprises need flexible
k n owledge platforms and the entre p re-
neurial skill to seize opportunity wave s .
This re q u i r es the systematic dissemina-

tion and trading of knowledge, even pro-
p r i e t a r y knowledge if necessary, to enable
larger innovations that will leverage their
own innova t i o n’s value by an order of
magnitude (Quinn, 2002).
Best Practices, Business Models, and Strategies
Dialectic of Enterprise Knowledge Initiatives
If your knowledge category has
substantial competition, a “less
is more” strategy works best.
Thomas H. Davenport
and John C. Beck.
S t a b i l i t y D y n a m i s m
Operate in current enviro n m e n t
A g g r essively serve customers,
l e a r ners, members, and
stakeholders under current value
p ro p o s i t i o n s
Make current processes more
e f ficient—enhance productivity and
optimize workflow
S t ru c t u re d / d i r ected learn i n g
Vision future enviro n m e n t
Rethink value propositions for
customers, learners, members,
and other stakeholders
Reinvent current processes using
collaboration and innovation to
change enterprise dynamics—
rethink every t h i n g

Autonomic learn i n g
Tr a n s f o r ming e-Knowledge
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Best Practices, Business Models, and Strategies
Tr a n s f o r ming e-Knowledge
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Develop a Strategic Portfolio of e-Knowl -
edge Initiatives. At any point in time, an
enterprise will need to manage a port f o-
lio of initiatives having va rying objec-
t i v es, ranging from improvement to
i n c r emental innovation to radical inno-
vation. This will enable your enterprise to
deal with the dialectic of enterprise ini-
t i a t i v es, maintaining a balance betwe e n
stability and dynamism, between oper-
ating in today’s environment and
making a jump shift in vision to the e-
k n o wledge future .
Leverage Relationships to Create New
P roducts, Services, Knowledge Resourc e s
and Experiences. Like best practices and
business models, enterprise strategies
should begin and end with re l a t i o n s h i p s .
Mobile, networked e-knowledge prov i d e s
a powe r ful instrument for establishing
indispensable re l a t i o n s h i p s with members,
customers, learners, staff, suppliers, and
other stakeholders who not only want it,
they want to participate in its creation. So

what is it about the relationship and the
associated experiences that can be both
indispensable and differe n t i a t i n g ?
Relationship is the only thing strong
enough to resist the siren call of ten
million other sites that are just a click
away . . . In the digital world, the one
with the best conversation usually
wins. And I assure you that there are
many dialogues out there still in
search of a village square.
Mikela Tarlow, 2002
T h e re are as many answers to this question
as there are individuals seeking know l e d g e
or engaging in learning. It seems clear,
h owe ve r, that in the information surfeit of
the attention economy, most individuals
will forge indispensable relationships with
a re l a t i vely small number of trusted orga-
nizations, associations, institutions, and
enterprises whose brand has been affirmed
as meaning “giving me the know l e d g e
I want, when I need it, efficiently, and as
p a r t of an engaging experience.” So u n d s
like a strategy for success.
In Chapter 4, we introduced a quote by
H.G. Wells expressing the potential for
marshalling the fragmented know l e d g e
re s o u rces around the world to address the
difficulties of the age. This grand idea

could not be implemented 60 years ago
because we lacked the technology and the
c a p a c i t y, let alone the will. In the near
f u t u re, we shall possess the technologies
and tradecraft to attempt We l l s’ vision. We
h a ve come to comprehend the complexity
of knowledge and the importance of
c u l t u r e and knowledge ecology in estab-
lishing meaning. What will the future of
e - k n owledge hold for the re c e i v i n g ,
s o r ting, summarizing, digesting, clarify-
ing, and comparing of the know l e d g e
and ideas of our time? We shall all par-
ticipate in crafting the answe r.
An immense and ever-increasing
wealth of knowledge is scattered about
the world today; knowledge that
would probably suffice to solve all the
mighty difficulties of our age, but it is
dispersed and unorganized. We need
a sort of mental clearing house: a
depot where knowledge and ideas are
received, sorted, summarized,
digested, clarified, and compared.
H.G. Wells, 1940
Best Practices, Business Models, and Strategies
Someday, in the distant future,
our grandchildren’s
grandchildren will develop a
new equivalent of our

classrooms. They will spend
many hours in front of boxes
with fires glowing within.
May they have the wisdom to
know the difference between
light and knowledge.
Plato
Tr a n s f o r ming e-Knowledge
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C H A P T E R
Achieving Success
in the Emerging
e-Knowledge Industry
• 10 Ways to Accelerate
Your Readiness for e-Knowledge
• Mobilizing Leaders, Policy
Makers, and Practitioners
• Developing a Knowledge Strategy
that Drives Enterprise Initiatives
7
This book concludes as it began,
with a simple vision:
In the Knowledge Economy,
individuals and enterprises that
s h a re and process their knowledge
most effectively have a gre a t
advantage. To keep up, most of us
will need an ord e r- o f - m a g n i t u d e
leap in our ability to handle
knowledge. This won’t happen

without a genuine transformation in
the ways in which knowledge is
c reated, managed, re p u r p o s e d ,
combined, exchanged and
experienced. This transformation
is underw a y. Participation is
m a n d a t o ry for all hoping to achieve
success in the Knowledge Economy.
We offer three instruments to help
in preparing you and your
enterprise for success in the
Knowledge Economy.
10 Ways to Accelerate Yo u r
Readiness for e-Knowledge.
Individuals and organizations need
practical, yet visionary actions that
they can take to accelerate their
capacity to develop infrastru c t u re s
and capabilities and participate in
the cascading cycles of
re i n v e n t i o n .
Mobilizing Leaders, Policy Makers,
and Practitioners. The time is ripe
to mobilize leaders, policy makers,
and practitioners to shape the
e-knowledge re v o l u t i o n .
Developing a Knowledge Strategy
that Drives Enterprise Initiatives.
A concise knowledge strategy
states how knowledge is essential

to competitive advantage.
It shapes the enterprise knowledge
management strategy and
initiatives that build competitive
a d v a n t a g e .
Tr a n s f o r ming e-Knowledge
1 4 0
Accelerating Readiness for
e - K n o w l e d g e : Enterprises can gain a
competitive advantage by accelerating
their development of the perspectives,
visions, infrastructures, processes, and
capabilities needed for e-knowledge.
Digital Rights Management
(DRM)/Digital Asset Management:
Enterprises develop the policies,
protocols, and infrastructures needed to
manage, meter and exchange their
knowledge.
e-Business: e-Business is more than
e-commerce. It is the use of ICT to
transform the way organizations conduct
their business. e-Business enables
enterprises to fundamentally change their
relationships with customers, members,
learners, suppliers/partners, and/or other
stakeholders.
O rganizational Story t e l l i n g :
The essential tool of leadership wishing to
engage their enterprise in understanding

the future, disruptive technologies, and
how they feel about change.
Activity Based Costing (ABC):
Accounting practices that enable
measurement of the cost of enterprise
activities.
N o n - G o v e rnmental Org a n i z a t i o n s
(NGOs): Nonprofit organizations that
are not governmental entities.
C o - C re a t i o n : When customers,
members, or learners not only consume
products, services, experiences, and
knowledge, but participate in their
creation, that is called co-creation. By
definition, co-created knowledge is
personalized to the needs of the co-
creators.
Operational Excellence: Providing
world-class efficiencies, timeliness, and
cost/price.
G reat Pro d u c t s : Providing excellence
and leadership in product quality and
innovation.
Customer Intimacy: Developing
intimate indispensable relationships with
customers, members, learners, and other
stakeholders.
Achieving Success in the Emerging e-Knowledge Industry
The three [knowledge-sharing]
myths are (1) build it and they

will come, (2) technology can
replace face-to-face, and
(3) first you have to create
a learning culture.
Nancy M. Dixon
Tr a n s f o r ming e-Knowledge
1 4 1
T h e re is no cookbook for preparing yo u r
organization for e-knowledge transforma-
tion. No formulaic process or canned con-
sulting methodology will guarantee
success. Building the perspectives, visions,
i n f r a s t ru c t u res, processes, and capabilities
needed to transform current practices to
embrace e-knowledge is an expeditionary
ve n t u r e requiring years to accomplish.
And the jump shifts re q u i red may necessi-
tate discontinuities in current practice.
A number of actions at key pre s s u re
points can make a dramatic differe n c e ,
s t a r ting immediately. Some can enable
your enterprise to engage its leadership,
s t a f f , faculty, learners, members, and
other stakeholders in formative conve r s a-
tions that will elevate their e-know l e d g e
p e r s p e c t i ves and build capabilities. Ot h e r s
will develop plans, pilot projects, and new
i n f r a s t ru c t u res and capabilities. Some will
collect and reflect on best practices and
c o m p e t i t i ve intelligence. The sum total of

such actions can accelerate your organiza-
t i o n’s readiness for e-knowledge. They can
also stimulate the expected cycles of re i n-
vention in e-knowledge strategies, busi-
ness models and best practices.
These initiatives should not be treated as
independent, one-time, or even sequential
activities. Rather, they should be integrated
into organizational processes for planning,
d e velopment, management, and operation.
Mo re ove r, they should be used as the
i n s t rument for re i n venting those pro c e s s e s
to reflect the strategic importance of e-
k n owledge. To succeed in the Know l e d g e
Ec o n o m y, your organization must harness
and transform the capacity of individuals
and the organization as a whole to acquire ,
manage, and share knowledge. Such expe-
ditions re q u i re changes in your enterprise’s
k n owledge ecology.
These initiatives are organized using the
s t ru c t u re of the thre e - p a rt model of the
indicators of the e-Knowledge Ec o n o m y.
We have purposefully re v ersed the ord e r,
beginning with best practices, business
models, and strategies. This formulation is
a superior instrument for capturing the
attention and evoking understanding fro m
e ve ryone in the enterprise from grassro o t s
to top leadership.

Achieving Success in the Emerging e-Knowledge Industry
Discovery and discernment
are the cornerstone skills of
the New Economy.
Van B. Weigel
10 Ways to Accelerate
Your Readiness for e-Knowledge
Tr a n s f o r ming e-Knowledge
1 4 2
Best Practices Business Models
and Strategies
The next few years will witness dramatic
changes in best practices, business models,
and strategies for e-knowledge. W h i l e
these cycles of re i n vention will continue
for years, enterprises should move out
immediately on five actions to enhance
their readiness for e-know l e d g e .
Engage everyone in the enterprise
on the subject of e-knowledge. Use
s t o rytelling to explore how individuals
will experience knowledge. Mobilize
e n e r gies from grassroots to the CEO
and Board .
e - K n owledge is not the subject of a
m o m e n t a r y conversation, a fad, the busi-
ness school topic du jour. Your enterprise’s
response to this topic may define yo u r
e n t e r p r i s e’s success in the next five ye a r s .
The challenge for leadership is how to

make e-knowledge a central topic in
engaging conversations that mobilize ener-
gies and release cre a t i v i t y.
Talk the talk. The strategic conve r s a t i o n s
about knowledge can focus on a variety of
t h e m e s :
• Using storytelling to engage broad cro s s -
sections of your enterprise in addre s s i n g
the e-knowledge future and sharing re a l -
life success stories;
• De veloping a range of future scenarios
about the use of knowledge and the
changing roles of organizations and
i n d i v i d u a l s ;
• Using these stories and scenarios to
e x p l o re the possibilities of truly transfor-
mational, and likely disru p t i ve, changes
in the existing knowledge value chain
and power relationships; and
• Exploring the ecology, roles, and inter-
actions of different knowledge enti-
ties—individuals, teams and work
g r oups, communities of practice, and
k n owledge networks of various kinds.
Strategic, enterprise-wide conve r s a t i o n s
about knowledge should balance visioning
with stories of successful transformation
a l ready achieved.
Walk the talk. It’s not just about story-
telling. Enterprises should begin to utilize

t e c h n o l o g y - s u p p o rted tools for sharing
k n owledge, such as those using the Se m a n-
tic Web and intelligent agent capabilities.
E x e m p l a r y Resourc e s :
Engage the Enterprise
• The Squirrel: The Se ven Highest Va l u e
Fo r ms of Organizational St o ry t e l l i n g ,
Stephen De n n i n g .
w w w. s t e ve d e n n i n g . c o m / s q u i r re l . h t m
• Eastern Michigan Un i versity story t e l l i n g
about technology-driven change.
w w w. t r a n s f o r m i n g e k n ow l e d g e . i n f o
• C o l l a b o r a t i ve Decisionmaking and
Personal Knowledge Ma n a g e m e n t
with R-Objects Pepper .
w w w. r - o b j e c t s . c o m / p a p e r s / w w w 2 0 0 2
/ j e r n s t - w w w 2 0 0 2 . p d f
Develop a knowledge strategy for the
enterprise that brings into alignment:
1) management of the enterprise’s
knowledge assets, and
2) the enterprise’s business plans to
achieve its mission and goals.
De velop a contemporary perspective on
the strategic importance of know l e d g e ,
complementing the VOI perspective on
the strategic importance of technology. In
the past, a laissez - f a i re approach to know l-
edge was sufficient, but no longer.
Achieving Success in the Emerging e-Knowledge Industry

Envisioning the end is enough
to put the means in motion.
Dorothea Brande
1 .
S t o ry t e l l i n g
2 .
Knowledge Strategy
It is not communities of practice
themselves that are new but the need
for organizations to become more
intentional and systematic about
‘managing’ knowledge . . .
Etienne Wenger, Richard McDermott
and William M. Snyder, 2002
A knowledge strategy is a concise, clear
a r ticulation of the role of knowledge in
the enterprise’s mission and goals and in
achieving competitive advantage. It drive s
a strategy for knowledge management that
is aligned with the enterprise’s business
i n i t i a t i v es. Eve ry enterprise should have
such strategies.
a. De velop a knowledge strategy—a clear
concise articulation of the role of know l -
edge in achieving the enterprise’s mission,
goals, and competitive adva n t a g e . Eve r y
enterprise should use such a strategy to
align knowledge management strategy
and the enterprise’s business initiative s .
b. De velop a knowledge management

s t r a t e gy that balances the dialectic of
stability and change. The know l e d g e
management strategy will identify e-
k n o wledge capabilities that must be
a c h i e v ed to deliver on the enterprise’s
k n o wledge strategy. These 10 action
items are all part of a knowledge man-
agement strategy. This strategy must
simultaneously operate in the curre n t
value proposition and pre p a re for dra-
matically different value pro p o s i t i o n s
in the future .
c. Integrate knowledge-based initiative s
into enterprise business plans; plan for
impending re i n vention of best practices.
To succeed, knowledge initiatives must
be an explicit part of the enterprise’s
business plans, not stand-alone initia-
t i ves. Cu r rent approaches in e-learning
and knowledge management should be
s c ru t i n i z ed and compared to emerging
best practices in other settings.
E x e m p l a r y Resourc e s :
Knowledge Strategy
• AHIMA Case St u d y.
w w w. t r a n s f o r m i n g e k n ow l e d g e . i n f o
S u p p o r t a wide variety of knowledge
management and community of
practice pilots throughout the
enterprise. Support diff e re n t

expeditions and multiple trajectories
in parallel to determine what works.
Each enterprise should establish a single,
integrated, applications infrastru c t u re for
sharing knowledge and this should be an
enterprise priority. Howe ve r, there are
many different approaches to cre a t i n g
and sharing knowledge. An assort m e n t
of distinctive communities of practice
and communities of inquiry can yield
valuable insights.
An enterprise must understand its know l-
edge ecology and reflect on what makes
communities of practice effective under
d i f f e r ent circumstances. St o rytelling can
be used in dissecting and understanding
the dynamics of knowledge and commu-
nities of practice.
E x e m p l a r y Resources: Support a
Variety of Knowledge Management and
Community of Practice Pilots
• UNESCO Education For All—
Gr a s s roots Stories. www. u n e s c o. o r g /
e d u c a t i o n / e f a / k n ow _ s h a r i n g / g r a s s -
ro o t s _ s t o r i e s /
Scan the environment for examples
of changing best practices, business
models, and strategies re g a rd i n g
e-knowledge; collect competitive
intelligence on market leaders and

innovators from outside the industry.
Benchmark e-knowledge practices.
Organizations need to become active and
re f l e c t i ve environmental scanners re g a rd i n g
e - k n owledge. This should include identify-
ing and evaluating changes in best practice,
business models, and strategies for e-know l-
edge. For most industries, these effort s
should take a global perspective in under-
standing potential challenges from unfa-
miliar innovators. St a n d a rd practice of
b e n c h m a rking performance against famil-
iar market leaders will prove inadequate
during periods of disru p t i ve change when
the rules are being rewritten by new com-
petitors as described in Chapter 6.
How can an organization know it is suc-
ceeding in raising its knowledge sharing
capacity and competencies, and gaining
g r ound against competitors? One of the
best instruments is to use the enterprise
k n o wledge strategy to focus on how
k n owledge contributes to competitive
a d v antage, creating indispensable re l a-
tionships and/or experiences. Be n c h m a rk
your enterprise’s ability to create indis-
pensable relationship and experiences for
members, learners, customers, suppliers,
and/or other stakeholders.
E x e m p l a r y Resources: Enviro n m e n t a l

Scanning for Best Practices, Business
Models, and Strategies
• UNESCO Education For All—Gr a s s-
roots Stories. www. u n e s c o. o r g / e d u c a t i o n /
e f a / k n ow _ s h a r i n g / g r a s s ro o t s _ s t o r i e s /
• American Productivity and Qu a l i t y
C e n t e r. www. a p q c . o r g
Tr a n s f o r ming e-Knowledge
1 4 3
Achieving Success in the Emerging e-Knowledge Industry
3 .
Pilot Pro j e c t s
4 .
E n v i r onmental Scan
Tr a n s f o r ming e-Knowledge
1 4 4
Establish reducing the cost of knowledge
sharing as an important enterprise goal.
Put the infrastructures, policies,
processes, and mechanisms in place to
achieve that goal.
e - K n o wledge has the potential to signifi-
cantly reduce the unit cost of know l e d g e
and to create new, knowledge-rich learning
experiences. Mo re ove r, linking perpetual
learning and performance support to enter-
prise processes can dramatically reduce the
cost of activities associated with those
p r ocesses. Government agencies and cor-
porations have been leading the way in

applying activity-based-costing to learning,
k n owledge management, and perf o r m a n c e
s u p p o r t. Howe ve r, this issue will be so
i m p o rtant in the Knowledge Economy that
no enterprise can pass on becoming re f l e c-
t i v e practitioners of knowledge costing.
The integration of enterprise pro c e s s e s ,
k n owledge management, and cost account-
i n g is a ve ry new practice. Consequently,
e v en those enterprises attempting this
integration are using a patchwork of
systems that do one or the other we l l ,
with significant gaps. Some companies,
like KMI, are providing first-generation
p r oducts that enable enterprises to align
their processes and activities, then associ-
ating processes with knowledge. T h i s
leads to activity-based costing (ABC) that
can be used to create metrics for pro c e s s
cost effective n e s s .
Many colleges and universities have not
c o n s i d e red the issue of the cost of know l-
edge, interactivity, certification, and the
other elements that are bundled together
in courses and degrees. Howe ve r, most
f o r - p rofit learning enterprises, the open
u n i versities, and corporate learning and
p e r formance support practices have been
dealing with such cost issues for years. To
j u m p - s t a r t their knowledge on these prac-

tices, most colleges and universities, asso-
ciations, and other NGOs should learn
f rom more advanced practitioners.
E x e m p l a r y Resources: Reducing the
Cost of Knowledge Sharing
• Army Corps of Engineers CRMS
p roject. www. u s a c e . a r m y. m i l /
• Course on economic analysis issues.
w w w. k n ow l e d g e - m e d i a . c o m / s a b a /
m e n u / m e n u . c f m ? c u r r _ i d = 2 5 &
s t u d e n t _ i d = 2 5
O rganizational Infrastru c t u re s ,
P rocesses, Capabilities and
C u l t u r es.
Changing enterprise infrastru c t u res and
k n owledge ecologies will be a strategic pri-
ority over the next decade, as reflected in
the following three actions.
Take a “value on investment” (VOI)
perspective to planning for your
organization’s ICT infrastructure and
knowledge ecology. Develop visions,
plans, and strategies for your Enterprise
Applications Infrastructure and Solutions
(EAIS), shaped by VOI and guided by
perspectives on potential e-knowledge
jump shifts.
VOI forces organizations to focus on both
the tangible and intangible results of tech-
nology investment, including the follow-

ing five actions that are critical to
sustaining e-knowledge deve l o p m e n t :
• s u p p o rt process re i n v ention and
i n n o va t i o n ,
• f o r m a l i ze the management of know l-
edge assets and intellectual capital,
• enable collaboration that increases the
capacity to learn through sharing
k n owledge and expert i s e ,
Achieving Success in the Emerging e-Knowledge Industry
The necessary knowledge
is that of what to observe.
Edgar Allen Poe,
The Murders in the Rue Morgue.
5 .
Cost of Knowledge
6 .
Value on Investment
Tr a n s f o r ming e-Knowledge
1 4 5
• i n c r ease individual and organizational
capabilities, and
• implement new leadership methods and
c a p a b i l i t i e s .
T h e r e are many strategic reasons for
d e p l oying ICT infrastru c t u res, and VO I
g i v es voice to all of them. Howe ve r, it is
especially germane to e-knowledge. VO I
can be used to raise consciousness
t h r oughout the organization. The VO I

p e r s p e c t i v e should be deployed by the
CIO and the enterprise’s technology plan-
ning process/organization. Howe ve r, the
VOI perspective should pervade the entire
enterprise, not just the information tech-
nology division.
De velop visions, plans, and strategies for
your organization’s evolving En t e r p r i s e
Application In f r a s t ru c t u re and So l u t i o n s
( E A I S ) . To m o r row’s enterprise infrastru c-
t u r es and solutions will be easily inte-
grated and will fuse administrative and
academic applications. Or g a n i z a t i o n a l
visions, plans, and strategies should use
the EAIS model to shape the deve l o p m e n t
of all of its components:
• experience gatew a y,
• enterprise applications and solutions array,
• k n o wledge re s o u rce utility,
• n e t w o r k and hard w a re infrastru c t u re s
s u p p o r ting perva s i v e knowledge envi-
ronments, and
• n ew kinds of services, solutions, and
relationships with technology partners.
Leading-edge academic organizations have
a r ticulated a vision for such an infrastru c-
t u r e arc h i t e c t u re, which is driving their
e f f o rts to transform learning and know l -
edge management. Most enterprises need
to elevate their thinking on this score .

E x e m p l a r y Resources: VOI-Based
Strategies and ICT Plans
• Donald M. Norris. 2002. Assuring Va l u e
f r om Your ICT In vestment. White Pa p e r.
w w w. t r a n s f o r m i n g e k n ow l e d g e . i n f o
Focus on key elements of EAIS:
a) Web site and portal capabilities to
c reate the “experience gateway”, enabling
p ro g ressive discovery of WINWINI;
b) fusion of mission critical applications;
c) pro g ressive implementation of We b
s e rvices; and d) wireless initiatives and
mobile work/learning pilots.
a. Po r talizing User Experiences. The next
killer app in knowledge-centric organiza-
tions will be discove red through the experi-
ence gateway through which organizations
will re i n vent their relationships with cus-
tomers, employees, members, s u p p l i e r s ,
and other stakeholders. Most organiza-
tions are undertaking versions of this
a p p r oach. This initiative is obvious to
e ve r yone in the enterprise using the We b
site and portal capabilities.
Howe ve r, the efforts of most organizations
to develop personalized customization of
an experience gateway need enhancement
and acceleration.
• First, the strategic importance of this
i n i t i a t i v e and its impact on the enter-

prise must be understood and re f l e c t e d
on at all levels. For most organizations,
it may be the most important single
expedition in their development of e-
k n owledge capabilities.
• Second, continuous improvement and
assessment of user satisfaction need to
be integral elements of this expedition,
and the pace of adaptation needs to be
accelerated.
• T h i r d, the experience gateway needs to
be a central part of planning for pro g r a m s ,
p roducts, services, and experiences.
b. Begin to fuse key knowledge functions/
p r ocesses/technologies, building tow a rd
E A I S . This evo l u t i o n a ry process is at
w o r k today. Colleges and universities are
fusing portal, ERP, and learning manage-
Achieving Success in the Emerging e-Knowledge Industry
Trustees should call on
presidents and senior
administrators to develop an
academic plan that describes the
results the board expects from
investing in technology.
Carol Twigg
7 .
I n f r a s t ru c t u r e
Tr a n s f o r ming e-Knowledge
1 4 6

ment systems to create robust, integrated
e-learning platforms and experiences.
They are beginning to incorporate gre a t e r
content management solutions into the
early-generation course management
systems to enhance knowledge manage-
ment capabilities. This is creating a core
of integrated academic and support ser-
vices that provides a glimmer of the
f u t u r e EAIS that will fuse all academic
and administrative systems and serv i c e s .
Solutions providers serving corporations,
g o vernment agencies, and associations are
fusing e-learning, learning management,
k n owledge management, and perf o r m a n c e
s u p p o rt to evo l ve the leading edge of enter-
prise application solutions. These effort s
need support and acceleration. In part i c u-
l a r, the strategic importance of know l e d g e
and content management needs to be ele-
vated to enterprise-level planning activities
and become a topic of interest for organi-
zational leaders.
c. De v elop Web services capabilities and
reshape the EAIS vision to incorporate We b
s e rv i c e s . Enterprises typically develop We b
applications as an adjunct to their curre n t
systems. T h r ough the process of node
enablement, Web/application servers are
used to connect traditional applications,

one at a time, to the outside service grid,
turning them into nodes on the In t e r n e t .
Enterprises should re - e valuate their serv i c e
models and begin to incorporate the We b
s e rvices vision into their plans for the
EAIS of the future .
A working group in the IT division should
be formed to focus on the issue of We b
s e rvices and identify the first pilots,
w o rking with functional managers. T h e
pilot projects should be discussed bro a d l y.
d. Launch mobile work and learning pilots
and perva s i ve knowledge enviro n m e n t s .
Eve r y enterprise needs active pilot pro-
jects in wireless computing and perva s i v e
t e c h n o l o g y / k n o wledge enviro n m e n t s .
These pilots need to focus on both the
technical issues of providing ro b u s t ,
s e c u r e service and the more complex
issue of how these capabilities change the
w o rk and learning experience.
A variety of Web sites and nascent commu-
nities of practice on mobile learning, some
s u p p o rted by corporate sponsors, are deve l-
oping. The results of mobile work and
learning pilots need to be assembled,
assessed, synthesized, and made available to
shape the evolution of these deve l o p m e n t s .
E x e m p l a r y Resources: Port a l i z a t i o n ,
Web Services, and Mobile Work and

L e a rn i n g
Po rt a l i z a t i o n
• Up o rtal. />s i g / u p o rt a l /
Mobile Computing Pilots, Mobile Wo rk and
L e a r ning Pilots, and Related Re s o u rc e s
• Mobile Computing for Teaching and
Learning at Wake Fo rest. www. c re n . n e t /
k n ow / t e c h t a l k / e vents/mobile2.html
• Mobilearn Project. www. m o b i l e a r n . o r g
Initiate change in the enterprise
knowledge ecology: a) process
reinvention and innovation; b) change the
knowledge culture; c) elevate the
understanding of knowledge flows,
communities of practice, and knowledge
as social interaction; and d) make the
enhancement of individual and enterprise
e-knowledge capabilities an organizational
priority for human resources
development.
Getting your enterprise to understand the
“social side of know l e d g e” is an essential
d e velopmental step in becoming re f l e c t i ve
about your knowledge ecology.
Achieving Success in the Emerging e-Knowledge Industry
Take nothing on its looks. Take
everything on evidence.
Charles Dickens
8 .
Knowledge Ecology

Tr a n s f o r ming e-Knowledge
1 4 7
a. Practice process re i n vention and innova -
t i o n . Unlike 1990s reengineering, today’s
p r ocess re i n v ention takes a more sophis-
ticated view of knowledge management,
recognizing and incorporating the impor-
tance of organizational culture, embed-
ded knowledge, and knowledge flows, in
addition to organizational processes. T h e
VOI from technology investments are
unleashed by changing the dynamics of
h ow enterprises interact with and serve
customers, learners, members, staff, sup-
pliers, and other stakeholders. Some of
these changes are achieved through incre-
mental improvement and others thro u g h
adapting the best practice pro c e s s e s
embedded in ERP and other application
solutions. These perspectives need to be
established in the programmatic planning
e f f o r ts at all levels in the organization.
b. Change the knowledge culture. This is
not an abstract exe rcise. En t e r p r i s e s
change their culture by creating solutions
to problems, then showing those solutions
to people in highly concrete ways. Pe o p l e
change the way they feel about the change,
then their behavior, and eventually their
underlying values concerning know l e d g e

( Ko t t e r, 2002). The goal is to create a
k n owledge culture that values e-know l -
edge as a key to competitive adva n t a g e ,
and understands how enterprises must
function like knowledge utilities, able
both to share knowledge internally and
e x t e r n a l l y, and to mobilize the special
kinds of internal knowledge that make
them distinctive in the mark e t p l a c e .
So changing the knowledge culture
re q u i res a blend of storytelling, pilot pro-
jects that use e-knowledge to establish
c o m p e t i t i ve advantage, enviro n m e n t a l
scanning that identifies other enterprises
that are using e-knowledge strategically,
gleaning of insights from the enterprise
k n owledge strategy, and other practical
manifestations of how e-know l e d g e
matters. These conversations and actions
need to occur at all levels in the enterprise.
c. El e vate the understanding of know l e d g e
f l ows, communities of practice, and know l -
edge as social interactions. The evo l v i n g
K n owledge Age enterprise depends on a
variety of formal and informal stru c t u re s ,
k n o wledge flows, and communities to
c reate organizational intelligence. Ove r
time, the increasing capacity of the enter-
prise and individuals to acquire and share
k n o wledge will encourage even gre a t e r

d e velopment of communities of practice
for learners, staff supporting part i c u l a r
p rocesses, alumni, and other stakeholders.
Individuals and enterprises need to
become more sophisticated in the under-
standing of the importance and interd e-
pendence of these stru c t u res, know l e d g e
f l o ws, and communities. This is best
a c h i e ved in practical ways through the
s u p p o r t, evaluation, and discussion of
actual communities of practice such as
those discussed in Chapter 5.
d. Make the enhancement of individual
and enterprise e-knowledge capabilities
an organizational priority for human
re s o u rces deve l o p m e n t . Or g a n i z a t i o n a l
readiness must be achieved in concert with
individual capacity. Individuals will need to
a c q u i re new skills so they can discern,
decide, and act in an e-knowledge rich envi-
ronment. As a such, enterprises will need to
p rovide more effective learning opport u n i-
ties for employees and other stakeholders.
This will re q u i re formal training and learn-
ing that is fused with work and depends on
communities of practice for support and
insights in the development of know l e d g e
competencies. Enterprise learning will need
to balance organizational and individual per-
s p e c t i ves on know l e d g e .

E x e m p l a r y Resourc e s :
Changing Enterprise Ecology
• American Productivity and
Quality Center. w w w. a p q c . o r g
• Community Intelligence Labs.
w w w. c o - i - l . c o m
Achieving Success in the Emerging e-Knowledge Industry
Knowledge is a social construct
because knowledge connotes
meaning and we believe that
meaning is developed through
social interaction.
Rene-Marc Mangin
Internal knowledge
management is fundamental for
competitive advantage, but it
cannot be approached in
isolation; it has to be integrated
into the organization’s business
strategy and coordinated with
external knowledge.
Sandra Sieber and Rafael Andreu