By David Skyrme
Many organisations are embracing wisdom administration as a resource of strategic virtue. yet already individuals are asking: ''what comes next?'' Likewise nearly each huge association is seriously all in favour of e-commerce and turning their corporations into e-businesses. in the interim so much e-commerce is concentrated on promoting conventional services and products during the new medium of the web. notwithstanding, the extra a firm evolves into an e-business, the extra they could make the most wisdom flows among themselves and their market. This booklet attracts jointly the 2 strands of data and e-business into the rising box that this ebook has referred to as k-business. A k-business is one who turns an organization's wisdom resources into wisdom services and makes use of the net to marketplace and carry them on-line. regardless of its newness, the Delphi workforce have forecast that inside five years person-to-person info e-commerce (a significant element of k-business) could be a $5 billion enterprise leveraging $50 billion in revenues of alternative services and products. Capitalizing on wisdom goals to offer execs and executives early insights into easy methods to strengthen winning k-businesses. It takes a serious and balanced view of the development blocks of a k-business together with wisdom productizing, e-commerce enablers and online marketing. It attracts on classes from successes and screw ups within the dot.com panorama and of the early pioneers of information markets. The writing sort engenders curiosity and clarity supported via diagrams, monitor photos, cost lists and frameworks. There are 'points to consider' to stimulate pondering and decision-making. 5 case reports and over 50 illustrative examples offer insights into the appliance of the book's options. No different publication brings all of the parts of a k-business jointly in a single position to supply a concept frightening but useful spouse if you are looking to capitalize on their wisdom. Demonstrates how the overlap of the 2 excessive profile strands of e-business and information administration is growing new k-business possibilities Describes new company versions for advertising wisdom over the net offers useful directions for packaging wisdom and collaborating in wisdom markets.
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Additional info for Capitalizing on Knowledge
A similar change of emphasis is seen in the use of an intranet as an enabler of knowledge sharing. Installing or improving an intranet is an early activity in most knowledge initiatives (between a third and a half according to surveys). Its primary aim is to simplify knowledge sharing within the organization. As its useful content builds up, it is often realized that parts of it are of interest to customers. As they demand more information than is readily available on an organization's Internet website, it makes sense to convert parts of the intranet into an extranet.
2. 6 Working Knowledge: How Organizations Manage What They Know, Thomas H. Davenport and Laurence Prusak (Harvard Business School Press, 1998). 7 The Knowledge Evolution: Expanding Organizational Intelligence, Verna Alle (Butterworth±Heinemann, 1997). 8 The New Organizational Wealth: Managing and Measuring Knowledge-based Assets, Karl Erik Sveiby (Berrett-Koehler, 1997). 9 The distinction was ®rst clearly articulated for knowledge managers in The Knowledge-Creating Company, Ikujiro Nonaka and Hirotaka Takeuchi (Oxford University Press, 1995).
There are many ways in which knowledge management may evolve. Stepping back from the detail, a more general trend is already evident. 4). Most knowledge initiatives start with a focus of reusing existing knowledge to improve internal processes. Then attention switches to knowledge and innovation, in order to create better products and services. 4 The shift of knowledge management from an internal to external focus management beyond the enterprise. As organizations start to recognize their internal knowledge as a valuable asset, then why not exploit it externally?