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11Transforming Knowledge:The 21 Century Wealth DriverDr.Charles M.SavageKnowledge Era Enterprises,Inc.“Shaping our Future”Cable&Wireless OptusMelbourne,October 28,2019 2Knowledge,A Map Please?3Historical ErasAgriculturalIndustrialKnowledge4mSharing of logsmSuperstition:Unlucky to go out twice with the same crewmKnown split of profits from the tripWhaling Industry Prototype of Knowledge Intense IndustryPrototype of Knowledge Intense Industry5Knowledge&EnergyAspirationsAspirationsCapabilitiesCapabilitiesAspirationsAspirationsCapabilitiesCapabilities Person APerson B6Sources of Wealth:Agricultural EraLaborHandsKnowledgeHeadsCapital:Money&MachinesLand&Resources7Sources of Wealth:Industrial EraLaborHandsKnowledgeHeadsCapital:Money&MachinesLand&Resources8Sources of Wealth:Knowledge EraLaborHandsKnowledgeHeadsCapital:Money&MachinesLand&Resources9Sources of Wealth:LaborHandsKnowledgeHeadsCapital:Money&MachinesLand&Resources10Sources of Wealth:LaborHandsKnowledgeHeadsCapital:Money&MachinesLand&ResourcesEconomy ofScarcityEconomy ofAbundance11New Vortex of Understanding about Knowledge EraOrganizational LearningOrganizational Learning&Self-Organizing&Self-OrganizingThe WebThe WebIntellectual CapitalIntellectual CapitalCore CompetenciesCore CompetenciesInnovationInnovationKnowledge ManagementKnowledge ManagementEmotional IntelligenceEmotional Intelligence12DynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan&Norton,198813VisionStrategyCultureValues Balanced Scorecard CustomersCustomersFinanceFinanceLearning&DevelopmentLearning&DevelopmentProcessesProcessesWhat investments in our customers bring them excellentresults?How can we better organize our knowledge?How do we leverage the valueof our customers knowledge?How can we use ours and ourcustomers knowledge moreeffectively?Innovating with our customers!14Inventory Turns =Cost of Goods Sold for YearAverage Inventory for YearKnowledge Turns =Ability to Build Upon others Capabilities*Level of Distrust*Others Capabilities =Individuals,Functions,Lines of Business(LOBs),Suppliers,Customers and Customers CustomersKnowledge Turns150.1 0.5 1 5 10Finding Faults Finding Strengths Trust Distrust =Individuals:Functions/Departments:Lines ofBusiness:=Suppliers/Partners:Customers:CustomersCustomers:50.510 Knowledge Turns(2)(2)16Knowledge Turns:Results17Knowledge Turns:Results18Industrial Era:Conceptual ConfinementHelp!Help!mI find little trust in the organizationmOthers are always looking for my weaknesses mMy intellect&emotions are not valued mRelationships are not important19Knowledge Era:“Production”through DialoguemValues(trust)are keymI must discover others capabilities&aspira-tions to build uponmWe excel in teaming our competencies to seize opportunitiesmLearning enhances earnings20Tangible AssetsVisible FinanceCashARPPEExternalInternalPersonalCompetenceShort-term DebtLoansStock EquityInvisible EquityObligationKarl-Erik SveibyCustomer CapitalCustomer CapitalStructural CapitalStructural CapitalHuman CapitalHuman CapitalKey Elements of Knowledge Capital21Financial FocusProcessFocusCustomerFocusHuman FocusRenewal&Development FocusIC Framework at Skandia22Skandia Navigator ModelFinancialCapitalHumanCapitalCustomerCapitalInnovationCapitalProcessCapitalOrganizationCapitalStructuralCapitalIntellectualCapitalMarket Value23Industrial EraIndustrial Era Agricultural EraAgricultural Era Adam SmithJames WattHenri FayolFrederick W.Taylor24Industrial EraIndustrial Era Agricultural EraAgricultural Era 25Industrial EraIndustrial Era Agricultural EraAgricultural EraABCCulture of MistrustCulture of Devaluing26Industrial EraIndustrial EraKnowledge EraKnowledge EraAgricultural EraAgricultural Era27Master Servant RelationshipWith One AnotherEmployer-EmployeeConcept“+/”“X”Industrial EraIndustrial EraKnowledge EraKnowledge EraAgricultural EraAgricultural Era28Supply ChainSupplierCompanyCustomer29Supply Chain-extendedCustomersCustomersSupplierCompanyCustomers30Customers Needs and AspirationsProblems&NeedsAspirations&Opportunities31Supply Chain:Needs&AspirationsSupplierCompanyCustomersCustomersCustomersNeedsAspirationsTransactionsOpportunities32Valuing Cluster:Interactive ViewSupplierCompanyCustomersCustomersCustomersCompanyCustomersSuppliers/PartnersCustomers Customers33Skandia AFS Working the Whole SystemSkandiaEnd UsersFunds ManagersBrokersWholesaleAnnuitiesManageFundsSellAnnuitiesInvest inFutureSelectEventsUncertainFutureStudy3484Skandia AFS Working the Whole SystemSkandiaEnd UsersFunds ManagersBrokers240085,0001.5 Million35AspirationsAspirationsCapabilitiesCapabilitiesCustomersCustomersCustomersCustomersCustomerCustomers sCompanyCompany Knowledge Era Knowledge Era Enterprising and Enterprising and Dynamic TeamingDynamic TeamingAspirationsAspirationsAspirationsAspirationsAspirationsAspirationsCapabilitiesCapabilitiesCapabilitiesCapabilitiesCapabilitiesCapabilitiesSuppliers/Suppliers/PartnersPartners“x”36TransactionsProduct SolutionsBusiness SolutionsMass CustomizationPartneringDynamic Teaming,Virtual Enterprising&Knowledge NetworkingStructuralCapitalHuman CapitalCustomer/SupplierCapitalEvolving Business Model37DynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan&Norton,1988 Your Company in 2019?3839+/“X“40ProcessesFinance Learning CustomersImaginativeSystemic(Context Giving)OperationalInterpersonalInter-Organiza-tionalValues Subtracting Value7Industrial EraDivision&Subdivsion of LaborDistrust&DevaluingFollow InstructionsSWOT41ProcessesFinance Learning CustomersImaginativeSystemic(Context Giving)Values Multiplying Value7Knowledge EraOperationalInterpersonalInter-Organiza-tionalBenchmarking&BenchbreakingDialoguing&Innovating withCustomersTeaming&AlliancingRedefing Rules&Seizing Opportunities42Competitive Power of Intellectual CapitalIntelligence and knowledge with unique insights your competitor cant envisionInnovative products with superlative value your competitor cant createInnovative processes with extraordinary speed and efficiency your competitor cant matchHigh integrity relationships with superior collaboration and loyalty your competitor cant achieveGlobal Creativity43Summary:5 Keys for Knowledge Era Enterprising1.Build upon energy&strengths through a culture of trust(Clear Values and Guiding Principles)2.Seize opportunities through strategic dialogue with suppliers&customers(Dynamic Teaming)3.Team capabilities and aspirations to grow revenue(Create Self-Teaming Knowledge Era Enterprising Culture)4.Supported by dynamic“Communities of Leaders”5.And leverage the power of the Web44Enabling Knowledge Era EnterprisingThe Key:The Culture of Values&Valuing makes Dynamic Teaming PossibleWeb:kee-inc45docin/sanshengshiyuandoc88/sanshenglu 更多精品资源请访问更多精品资源请访问
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