Keynote on Knowledge Managment - Weggeman

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Information about Keynote on Knowledge Managment - Weggeman

Published on January 29, 2008

Author: NHTVBreda

Source: slideshare.net

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Keynote speech by prof. dr. M. Weggeman

Knowledge Management NHTV Study Day: An Inspirational Gathering ► Innovation is a must in today’s Casino Society ► The task of every professional is KD, KS and KA ► The smarter you get, the sooner you get dumb! Mathieu Weggeman, Breda, 22 January 2008

NHTV Study Day: An Inspirational Gathering

► Innovation is a must in today’s Casino Society

► The task of every professional is KD, KS and KA

► The smarter you get, the sooner you get dumb!

Mathieu Weggeman,

Breda, 22 January 2008

INFORMATION & THINK HEAD - In the year 1900 there was twice as much information in the world as in 1800 In 2002, a professional of an internationally operating company had 1800 times as much information at his disposal than his colleague in 1980 - The total amount of relevant information is currently doubling every two years The number of possible connections between neurons in the brain (thoughts) is 1 followed by 10.5 million kilometres of typewritten zeros. So, do not fear! (Van den Brandhof, 2004)

- In the year 1900 there was twice as much information in the world as in 1800

In 2002, a professional of an internationally operating company had 1800 times as much information at his disposal than his colleague in 1980

- The total amount of relevant information is currently doubling every two years

The number of possible connections between neurons in the brain (thoughts) is 1 followed by 10.5 million kilometres of typewritten zeros.

So, do not fear!

(Van den Brandhof, 2004)

STATEMENT ‘ I’d rather invest in training people who might leave than not invest in people who might stay.’ (CEO – Gartner Group)

‘ I’d rather invest in training people who might leave

than not invest in people who might stay.’

(CEO – Gartner Group)

Generic Strategy for Competing in the Knowledge Economy 1. Product Leadership Focusing on continuous renewal of services based on state-of-the- art knowledge (me-first; management of opportunities; product focus; differentiation) 2. Operational Excellence and Cost-Leadership Focusing on providing a well-balanced products/services mix with an optimal combination of price, quality and comfort (me-too; management of operations; process focus) 3. Customer Intimacy Focusing on providing complete solutions for well-selected groups of customers ( Treacy & Wiersema, 1995)

1. Product Leadership

Focusing on continuous renewal of services based on state-of-the-

art knowledge

(me-first; management of opportunities; product focus;

differentiation)

2. Operational Excellence and Cost-Leadership

Focusing on providing a well-balanced products/services mix

with an optimal combination of price, quality and comfort

(me-too; management of operations; process focus)

3. Customer Intimacy

Focusing on providing complete solutions for well-selected

groups of customers

( Treacy & Wiersema, 1995)

Dare to Experiment with ‘Open Innovation’ Aspect of Proctor & Gamble’s innovation strategy . Problem-solving website launched in conjunction with MIT, Harvard, Eli Lilly, Intel and a few other KIOs . 10 “uncrackable” problems were placed on the site, to which hundreds of person years of R&D had already been devoted . After 2 months, 4 of the 10 problems were solved Average cost per problem: $ 9,000 Conclusion: Investing in new forms of knowledge alliance is at least as useful as investing in R&D

Aspect of Proctor & Gamble’s innovation strategy

. Problem-solving website launched in conjunction with MIT, Harvard, Eli Lilly, Intel and a few other KIOs

. 10 “uncrackable” problems were placed on the site, to which hundreds of person years of R&D had already been devoted

. After 2 months, 4 of the 10 problems were solved

Average cost per problem: $ 9,000

Conclusion:

Investing in new forms of knowledge alliance is at least as useful as investing in R&D

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