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pndtw0\charscalex97 \ul0\nosupersub\cf1\f2\fs72 Knowledge Capital: \par\pard\ql\li1800\sb294\sl-414\slmult0 \up0 \expndtw0\charscalex95 \ul0\nosupersub\cf3\f4\fs36 How Knowledge-Based Enterprises Really Get Built \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb296\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf6\f7\fs28 Jay L. Chatzkel \par\pard\ql \li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0\par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb0\sl-230\slmult0 \


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par\pard\ql\li5559\sb0\sl-230\slmult0 \par\pard\ql\li5559\sb114\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf8\f9\fs20 First Printing \par\pard\ql \li3763\sb0\sl-230\slmult0 \par\pard\ql\li3763\sb0\sl-230\slmult0 \par\pard\ql\li3763\sb10\sl-230\slmult0 \up0 \expndtw-2\charscalex100 2003 Jay Chatzkel {\field{\*\fldinst {HYPERLINK "http://www.progressivepractices.com/" }}{\fldrslt {\ul0\nosupersub\cf8\f9\fs20 www.progressivepractices.com}}} \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg2}{\bkmkend Pg2}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 2 \par\pard\ql \li8120\sb0\sl-322\slmult0 \par\pard\ql\li8120\sb0\sl-322\slmult0 \par\pard\ql\li8120\sb0\sl-322\slmult0 \par\pard\ql\li8120\sb0\sl-322\slmult0 \par\pard\ql\li8120\sb286\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf11\f12\fs28 To my wife\ul0\nosupersub\cf12\f13\fs28 \ul0\nosupersub\cf11\f12\fs28 Barbara, \par\pard\ql \li6821\ri1569\sb76\sl-640\slmult0\tx7380 \up0 \expndtw-4\charscalex100 the partner who makes me know \line\tab\up0 \expndtw-4\charscalex100 that all things are possible. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg3}{\bkmkend Pg3}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 3 \par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb324\sl-414\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf13\f14\fs36 Preface \par\pard\ql \li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\sb0\sl-277\slmult0\par\pard\ql\li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\ri1684\sb195\sl-277\

slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 This idea for this book began with a conversational interview with one of the foremost \line\up0 \expndtw-2\charscalex100 theoreticians and practitioners of the knowledge

movement. The goal was to quickly and \line \up0 \expndtw-4\charscalex100 easilyget a sense of his understandings, practices, and ideas. In short, the aim was

to get \line \up0 \expndtw-4\charscalex100 a working sense of his world, how hedeveloped his views, and the directions that he saw \line \up0 \expndtw-2\charscalex100 the field taking. I was taken by the wealth and richness of understanding that emerged in \line \up0 \expndtw-2\charscalex100 that session. I felt thatby holding similar sessions with others that have shaped and led \line \up0 \expndtw-2\charscalex100 the fields of intellectual capital and knowledge management, a body of knowledge and \line \up0 \expndtw-2\charscalex100 experience would be become available that would be remarkably accessible, extremely \line \up0 \ex

pndtw-3\charscalex100 powerful, and highly useful. \par\pard\ql \li1800\ri1657\sb264\sl-276\slmult0\fi720 \up0 \expndtw-4\charscalex100 This has been exactly the kind of hard-won knowledge that anyone interested in \line \up0 \expndtw-2\charscalex100 the fields of intellectual capital and knowledge management could sorely use. People at \line \up0 \expndtw-2\charscalex100 conferences and those searching through books want to know how things really work and \line \up0 \expndtw-4\charscalex100 how those ideas and approaches came into being. The conversations in this book provide \line \up0 \expndtw-2\charscalex100 precisely that kindof knowledge capital. It is authentic, broadly embracing, clear and \line \up0 \expndtw-3\charscalex100 dynamic. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\sl-276\slmult0 \up0 \expndtw-2\charscalex100 These systemicallylinked sessions reflect the major learning principles of the \par\pard\ql \li18

00\ri1617\sb7\sl-273\slmult0 \up0 \expndtw-2\charscalex100 field, most centrally

that knowledge is not separate from people. The contributors to these \line \up0 \expndtw-4\charscalex100 chapters are remarkably candid in sharing with readers how they developed their \line \up0 \expndtw-4\charscalex100 knowledge strategies and initiatives. They are outspoken in articulating their tacit \line \up0 \expndtw-4\charscalex100 knowledge about what is important to them concerning howto craft and implement \line \up0 \expndtw-2\charscalex100 strategies, as well

as their views on the role that values, learning, performance, \line \up0 \expndtw-2\charscalex100 relationships, innovation, and change play in the developmentof usable knowledge \line \up0 \expndtw-3\charscalex100 environment. \par\pard\

ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb9\sl-276\slmult0 \up0 \expnd


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tw-2\charscalex100 One of the remarkable aspects of this book is that while allcontributors begin \par\pard\ql \li1800\ri1731\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 from their own unique perspective and background, as they work their way through their \up0 \expndtw-2\charscalex100 experience and practices, they each began to move towards a convergence of \line \up0 \expndtw-2\charscalex100 understanding. As they pushed the limits of what their understandings allowed them to \up0 \expndtw-2\charscalex100 accomplish, they began to reexamine their premises, crossed boundaries, and forged the \up0 \expndtw-2\charscalex100 next stage of responses. Reaching the edge of what is currently possible has then led to \up0 \expndtw-3\charscalex100 the marking out a new generation of the field. \par\pard\ql \li1800\ri1735\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 Engineers, like Karl Wiig, are turning their mental model on its head and saying \line \up0 \expndtw-4\charscalex100 that learning and education are what we need to focus on. Hubert Saint-Onge, who is \line \up0 \expndtw-2\charscalex100 rooted in a human resources background, sees that the traditional human resource \line \up0 \expndtw-2\charscalex100 perspective has become too balkanizedand obsolete and views that we must reframe our \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg4}{\bkmkend Pg4}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 4 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 efforts to focus on developing strategic capabilities. Stephen Denning, a lawyer with a \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 strong analytic

and administrative background, has discovered that storytelling, \par\pard\ql \li1800\ri1611\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 something that isexperiential, often anecdotal, and highly emotional, provides exactly the \line\up0 \expndtw-2\charscalex100 springboard for knowledge sharing that people andtheir institutions need. These are fresh \line \up0 \expndtw-2\charscalex100 andnew understandings. The value of this book is that all of these dynamic perspec

tives \line \up0 \expndtw-4\charscalex100 are brought directly to the reader forreview. All of these views are, in a sense, works in \line \up0 \expndtw-2\char

scalex100 progress. With the benefit feedback ever broadening experience and theincorporation of \line \up0 \expndtw-2\charscalex100 new ideas these perspectiv

e will go through additional iterations, and at an ever-rapid \par\pard\ql \li1800\ri1654\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 pace. This means thatall of these conversations will be significantly different three or \line \up0

\expndtw-2\charscalex100 five years from now, as people continue to experiment in continuously changing \line \up0 \expndtw-2\charscalex100 conditions. Yet, atthe same time, these conversations are some of the best collections of \up0 \expndtw-4\charscalex100 insights and experience available to readers and they are,simultaneously, the seeds of the \up0 \expndtw-5\charscalex100 new era in the knowledge field. \par\pard\ql \li1800\ri1734\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 One of the opportunities afforded by this collection of knowledge perspectives is \line \up0 \expndtw-2\charscalex100 that the reader can try them all out individually in their own lives and in their \line \up0 \expndtw-4\charscalex100 organizational work. A second opportunity is that readers can take elements of any or all \line \up0 \expndtw-2\charscalex100 of these perspectives and fuse them together to create their own new and unique \line \up0 \expndtw-3\charscalex100 approach. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expn

dtw-2\charscalex100 Readers are encouraged use to bring this material into a newfocus and to \par\pard\ql \li1800\ri1692\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 synthesize it to meet their needs. This book is designed as a beginning of a conversation \line \up0 \expndtw-2\charscalex100 on creating knowledge capital, rather than a set of pre-packaged prescriptions, where one \line \up0 \expndtw-2\charscalex100 size fits all and the world does not change. Please forward your questions, issues and \line \up0 \expndtw-2\charscalex100 outcomes to the Progressive Practices website, {\field{\*\fldinst {HYPERLINK "http://www.progressivepractices.com/" }}{\fldrslt {\ul0\nosupersub\cf81\f82\fs24\ul www.progressivepractices.com}}}\ul0\nosupersub\cf14\f15\fs24 , where \line \up0 \expndtw-2\c


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harscalex100 you can participate in a forum for your reactions, experiments, insights and questions. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1740\sb9\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 As in any complex, novel, and fruitful effort, this book is an outcome of many \line \up0 \expndtw-4\charscalex100 people\u8217?s contributions. I would like to firstly acknowledge each of the contributors that \line \up0 \expndtw-2\charscalex100 have participated in these conversations. All have devoted extensive amounts of their \line \up0 \expndtw-2\charscalex100 time in making sure that these materials as fully as possible reflect their experience and \line \up0 \expndtw-2\charscalex100 perspectives. They have shared their insights, experience, and perspectives, contributed \line \up0 \expndtw-2\charscalex100 their graphics, given critical and valued feedback, and in all cases inspired me by their \line \up0 \expndtw-4\charscalex100 courage, authenticity, ability to articulate their ideas, willingnessto get their hands dirty, \par\pard\ql \li1800\ri1644\sb0\sl-280\slmult0 \up0 \expndtw-2\charscalex100 intelligence and devotion to their disciplines. The debtI owe them is immeasurable. They \line \up0 \expndtw-2\charscalex100 are: VinceBarabba, Alex Bennet, Jim Botkin, Thomas O. Davenport, Stephen Denning, \line \up0 \expndtw-2\charscalex100 Leif Edvinsson, Jac Fitz-enz, Kent Greenes, JonathanLow, Dorothy Leonard, Brook \line \up0 \expndtw-2\charscalex100 Manville, Sharo

n Oriel, Gran Roos, Don Tyler, Hubert Saint-Onge, Steven Wallman, \line \up0 \expndtw-3\charscalex100 and Karl Wiig. \par\pard\ql \li1800\ri1721\sb241\sl-280\slmult0\fi720 \up0 \expndtw-4\charscalex100 I would like to thank Rory Chase, my editor at the \ul0\nosupersub\cf16\f17\fs24 Journal of Intellectual Capital \line\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 and the \ul0\nosuper

sub\cf16\f17\fs24 Journal of Knowledge Management\ul0\nosupersub\cf14\f15\fs24 ,for encouraging and supporting these \line \up0 \expndtw-4\charscalex100 explorations. Excerpts of several of these chapters have appeared in both journals. \par\pard\qj \li1800\ri1737\sb260\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 I would also like to acknowledge Martha Cooley of Oxford University Press for\line \up0 \expndtw-2\charscalex100 her enthusiasm about the value of this bookto readers and for shepherding it through the \par\pard\sect\sectd\fs24\paperw1

2240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg5}{\bkmkend Pg5}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 5 \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1831\sb189\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 publication process. The value of a good editor cannot be understated in moving a book \

up0 \expndtw-3\charscalex100 from stage to stage and into publication. \par\pard\qj \li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\ri1817\sb19\sl-270\slmult0\fi720 \up0 \expndtw-4\charscalex100 Finally, I need to express boundless appreciation to my wife, Barbara Chatzkel, \up0 \expndtw-2\charscalex100 for her unwavering support, patience, editing, focus, and just good company throughout \up0 \expndtw-3\charscalex100 this extensive process. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg6}{\bkmkend Pg6}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs206 \par\pard\ql \li6449\sb0\sl-552\slmult0 \par\pard\ql\li6449\sb172\sl-552\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf17\f18\fs48 Knowledge Capital \par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb260\sl-414\slmult0 \u

p0 \expndtw0\charscalex95 \ul0\nosupersub\cf18\f19\fs36 Table of Contents \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb240\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf20\f21\fs24 Preface \par\pard\ql \li2520\sb144\sl-276\slmult0 \up0 \expndtw-3\charscalex100 Introduction: \ul0\nosupersub\cf21\f22\fs24 Why Knowledge Capital? \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb300\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\f26\fs28 Cluster I: Starting Po


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ints \par\pard\qj \li2520\ri4089\sb21\sl-440\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Dorothy Leonard:\ul0\nosupersub\cf14\f15\fs24\ul0\nosupersub\cf16\f17\fs24 Operating as a Knowledge System \up0 \expndtw-3\c

harscalex100 \ul0\nosupersub\cf21\f22\fs24 Jim Botkin:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 The Knowledge Business \par\pard\ql \li2520\sb116\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24Karl Wiig:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 The Kno

wledge Movement Emerges from its Infancy \par\pard\ql \li1800\sb0\sl-322\slmult0\par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb22\sl-322\slmult0

\up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\f26\fs28 Cluster II: Strategic Issues \par\pard\ql \li2520\ri3529\sb58\sl-420\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 GranRoos:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Recipes for

Knowledge-Based Value Creation \line \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Leif Edvinsson: \ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 The Intelligent Organization \line \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Vince Barabba:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Understanding the Enterprise as a System \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb319\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\f26\fs28 Cluster III: Human Capital, Values, and Learning \par\pard\ql \li2520\sb176\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Jac Fitz-enz:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Human Capital is the Only Active Asset \par\pard\ql \li2520\ri3269\sb26\sl-420\slmult0\

tx3300 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Thomas O. Davenport:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 People arethe Owners and Investors \line\tab \up0 \expndtw-5\charscalex100 of Human Capital \par\pard\ql \li2520\sb119\sl-276\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Don Tyler:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Shared Values - The Prerequisite for Knowledge Sharing \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg7}{\bkmkend Pg7}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 7 \par\pard\ql \li3300\sb0\sl-276\slmult0 \par\pard\ql\li3300\sb196\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf16\f17\fs24 and Creation \par\pard\ql \li2520\sb144\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Brook Manville:\ul0\nosupersub\cf14\

f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Wars of Capabilities \par\pard\qj \li1800\sb0\sl-500\slmult0 \par\pard\qj\li1800\ri2135\sb19\sl-500\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\f26\fs28 Cluster IV: Drivers and Accounting for Intangible \up0 \expndtw-4\charscalex100 Wealth \par\pard\ql \li2520\sb146\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Jonathan Low:\ul0\nosupersub\cf14\f15\fs24

\ul0\nosupersub\cf16\f17\fs24 Value Drivers for Intangibles \par\pard\ql \li2520\sb144\sl-276\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Steven Wallman: \ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 A Level Playing Field for Intangibles \par\pard\ql \li1800\sb0\sl-322\slmult0\par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb22\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf25\f26\fs28 Cluster V: Bringing It All Together \par\pard\ql \li2520\ri24

35\sb49\sl-430\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Hubert Saint-Onge:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Creating and Implementing a Knowledge Strategy \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Kent Greenes:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Knowledge Management is About Change \line \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Sharon Oriel:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Finding \u8220?The Hook\u8221? \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb262\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Stephen Denning:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 The Springboard Story \par\pard


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\ql \li2520\sb144\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Alex Bennet:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 The Knowledge-Centric Organization \par\pard\ql \li2520\sb0\sl-276\slmult0\par\pard\ql\li2520\sb228\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nos

upersub\cf21\f22\fs24 Epilogue \par\pard\ql \li2520\ri2413\sb46\sl-420\slmult0\tx3240 \up0 \expndtw-3\charscalex100 Ten Questions for Leading Your Organizationinto Becoming\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf21\f22\fs24 a \line\tab \up0 \expndtw-3\charscalex100 Knowledge-Based Enterprise \par\pard\qj \li2520\ri3287\sb20\sl-420\slmult0 \up0 \expndtw-3\charscalex100 Resources:\ul0\nosupersub\cf14\f15\fs24 \ul0\nosupersub\cf16\f17\fs24 Books for Building a Knowledge-Based Enterprise \line \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Index \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg8}{\bkmkend Pg8}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 8 \par\pard\ql \li1800\sb0\sl-414\slmult0 \par\pard\ql\li1800\sb84\sl-414\slmult0 \up0 \expndtw0\charscalex95 \ul0\nosupersub\cf13\f14\fs36 Introduction:\ul0\nosupersub\cf27\f28\fs36 \ul0\nosupersub\cf28\f29\fs36 Why Knowledge Capital? \par\pard\ql \li1800\sb824\sl-828\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf30\f31\fs72 1 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb46\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge for What? \par\pard\ql \li1800\ri1657\sb256\sl-277\slmult0 \up0\expndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 In 1939, Robert S. Lynd,in \ul0\nosupersub\cf16\f17\fs24 Knowledge For What?\ul0\super\cf31\f32\fs24 1\u

l0\nosupersub\cf16\f17\fs24 ,\ul0\nosupersub\cf14\f15\fs24 wrote that people need to rebuild \line \up0 \expndtw-2\charscalex100 their organizations so that knowledge flows freely to create opportunities and solve \line \up0 \expndtw-4\charscalex100 problems. This view of knowledge as key for significant change is asrelevant for those \line \up0 \expndtw-2\charscalex100 leading and operating enterprises today as it was then. Knowledge inputs are increasingly \line \up0 \expndtw-4\charscalex100 valuable not only in all goods and services offered by anykind of organization, but also \line \up0 \expndtw-4\charscalex100 for how thatenterprise does its business day-to-day. The ability of an organization to \line\up0 \expndtw-2\charscalex100 effectively nurture, capture, leverage, and shareits knowledge resources can be the key \line \up0 \expndtw-2\charscalex100 thatprovides an enterprise with its strategic power advantage in the world. \par\pa

rd\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1778\sb8\sl-276\slmult0\f

i720 \up0 \expndtw-2\charscalex100 Knowledge is not detached from the people, processes, or infrastructure of an \line \up0 \expndtw-2\charscalex100 organization and its network. It is part of all of these things, and progressively a more \line \up0 \expndtw-2\charscalex100 pivotal part. The ability to mobilize knowledge resources has become even more critical \line \up0 \expndtw-2\charscalex100 than the ability to control and amass physical and financial resources. As physical and \line \up0 \expndtw-2\charscalex100 financial resources have started to take on the character of commodities, the ability to \line \up0 \expndtw-2\charscalex100 capitalize on knowledge resources is becoming the creator of uniquenessand the \par\pard\ql \li1800\sb1\sl-256\slmult0 \up0 \expndtw-3\charscalex100 differentiator of value. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb12\sl-276\slmult0 \up0 \expndtw-2\charscalex100 When an organization develops its ability to build, access and leverage its \par\pard\ql \li1800\ri1904\sb4

\sl-276\slmult0 \up0 \expndtw-4\charscalex100 knowledge resources it is creatingits knowledge advantage. It is learning how to most \up0 \expndtw-2\charscalex100 effectively bring to bear its \u8220?know-how\u8221? and \u8220?know-what\u8221? to yield substantial gains in \up0 \expndtw-2\charscalex100 performance so that it can achieve its strategic outcomes. By understanding the role of \up0 \expndtw-2\charscalex100 knowledge in the enterprise and enabling itself to use itsknowledge resources for \line \up0 \expndtw-2\charscalex100 advantage, it is inthe process of becoming a knowledge-based enterprise, able to \line \up0 \expnd

tw-3\charscalex100 transform its knowledge capabilities into wealth. \par\pard\qj \li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj


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\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\sb0\sl-240\slmult0 \par\pard\qj\li1800\ri2210\sb94\sl-240\slmult0\fi719 \up0 \expndtw-3\charscalex100 \ul0\super\cf32\f33\fs20\ul0\super\cf32\f33\fs19 1\ul0\nosupersub\cf9\f10\fs20 Robert S. Lynd, \ul0\nosupersub\cf33\f34\fs20 Knowledge For What?: The Place Of Social Science InAmerican Culture \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf9\f10\fs20 (Pr

inceton, Princeton University Press, 1967).

{\shp {\*\shpinst\shpleft1800\shptop13840\shpright4681\shpbottom13860\shpfhdr0\shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz181\shplid0{\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{\sn geoRight}{\sv 2881}}{\sp{\sn geoBottom}{\sv 20}}{\sp{\sn pVerticies}{\sv 8;5;(0,20);(2881,20);(2881,0);(0,0);(0,20)}}{\sp{\sn pSegmentInfo}{\sv 2;11;16384;45824;1;45824;1;45824;1;45824;1;45824;32768}}{\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\sp{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\sp{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}}}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg9}{\bkmkend Pg9}\par\pard\ql \li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb0\sl-230\slmult0 \par\pard\ql\li10340\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 9 \par\pard\ql \li1800\sb0\sl-322\slmult0 \

par\pard\ql\li1800\sb172\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Creating Knowledge Capital \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1663\sb264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 The ability to leverage knowledge to create value has grown significantly over the past \line \up0 \expndtw-2\charscalex100 two decades, with much of this enhanced capability tied to the rise of the disciplines of \line \up0 \expndtw-2\charscalex100 knowledge management and intellectual capital. While each started out from markedly \line \up0 \expndtw-2\charscalex100 different backgrounds, both have gone through several stages of development of maturity \line \up0 \expndtw-2\charscalex100 to the point that they have major areas of overlap. Enterprises can nowweave together \line \up0 \expndtw-2\charscalex100 powerful strands of both intellectual capital and knowledge management to yield \par\pard\qj \li1800\ri1772\s

b0\sl-280\slmult0 \up0 \expndtw-2\charscalex100 substantial increases in day-to-day performance \ul0\nosupersub\cf16\f17\fs24 and\ul0\nosupersub\cf14\f15\fs24the related achievement of strategic \up0 \expndtw-3\charscalex100 outcomes. \par\pard\ql \li1800\sb0\sl-280\slmult0 \par\pard\ql\li1800\ri2362\sb1\sl-280\slmult0\fi720 \up0 \expndtw-4\charscalex100 The term \ul0\nosupersub\cf16\f17\fs24 knowledge capital\ul0\nosupersub\cf14\f15\fs24 is used here as a way to bridge the differences \up0 \expndtw-4\charscalex100 between these two disciplines. \ul0\nosupersub\cf16\f17\fs24 Knowledge\ul0\nosupersub\cf14\f15\fs24 is the resourceand \ul0\nosupersub\cf16\f17\fs24 capital\ul0\nosupersub\cf14\f15\fs24 speaks

to \up0 \expndtw-2\charscalex100 generating wealth. The central question is: How can enterprises mobilize their \up0 \expndtw-3\charscalex100 knowledge resources to produce wealth? \par\pard\ql \li1800\sb0\sl-274\slmult0 \par\pard\ql\li1800\ri1631\sb11\sl-274\slmult0\fi720 \up0 \expndtw-2\charscalex100 A way of lookin

g at the knowledge capital equation is to say that intellectual \line \up0 \expndtw-2\charscalex100 capital is the \u8220?stock\u8221? or content of knowledge,and knowledge management deals with \line \up0 \expndtw-2\charscalex100 the \u8220?flow\u8221? of knowledge. Each play a critical role, and neither is completeby itself. \line \up0 \expndtw-2\charscalex100 Amassing sizable amounts of intellectual capital without being able to access, share, or \line \up0 \expndtw-2\charscalex100 capture value from that resource can be costly and wasteful. For example, the expense of \line \up0 \expndtw-4\charscalex100 maintaining the best know-how, or keeping the richest patent portfolio, can exceed the \line \up0 \expndtw-2\charscalex100 ongoing return on the value of those resources. Similarly, n


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ot developing and bringing \line \up0 \expndtw-2\charscalex100 into play the knowledge resources of any staff person, whether leader or frontline, \line \up0 \expndtw-2\charscalex100 marginalizes their value to the enterprise, sub-optimizing knowledge capital. On the other \line \up0 \expndtw-2\charscalex100 side of the coin, focusing on investing in technologies and approaches to enable the flow\line \up0 \expndtw-4\charscalex100 of knowledge resources when their quality and relevance are of barely usable to \line \up0 \expndtw-5\charscalex100 enterprise networkers is just as questionable. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb9\sl-276\slmult0 \up0 \expndtw-2\charscalex100 As an organization remakes itself as a nurturing, leveraging and knowledge \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 sharing enterprise it starts to base its understandings, strategies and actions on its \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-4\charscalex100 knowledge capital, and beginsto be a \ul0\nosupersub\cf16\f17\fs24 knowledge-based enterprise\ul0\nosupersub\cf14\f15\fs24 . It cultivates usable \par\pard\qj \li1800\ri1650\sb0\sl-280\slmult0 \up0 \expndtw-2\charscalex100 knowledge resources and makes them readily accessible and actionable, putting itself and \up0 \expndtw-3\charscalex100 its people in the best position to create and capture value. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb285\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Conversations and the Building of Knowledge Capital \par\pard\ql \li1800\sb216\sl-276\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 This volume is an integrated and structured set ofinteractive sessions with thought \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 leaders and key practitioners in the fields of intellect

ual capital and knowledge \par\pard\ql \li1800\ri1819\sb9\sl-270\slmult0 \up0 \expndtw-2\charscalex100 management that map out how knowledge organizations really get built. These sessions \line \up0 \expndtw-2\charscalex100 are in the formof conversations that explore the multiple dimensions necessary for \line \up0 \expndtw-4\charscalex100 creating and implementing a knowledge-based enterprise.Each of these dimensions \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg10}{\bkmkend Pg10}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf9\f10\fs20 10 \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1844\sb189\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 needs to be effectively addressed for the enterprise to make a successful transition from \up0 \expndtw-2\charscalex100 an activity-based organization to a knowledge-based, intelligent en

terprise. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb8\sl-276\slmult0 \up0 \expndtw-2\charscalex100 The real work of organizations is in conversations such as these. Listen to \par\pard\ql \li1800\sb1\sl-256\slmult0 \up0\expndtw-2\charscalex100 conversations in any organization and you will find outwhat the enterprise takes \par\pard\ql \li1800\ri1856\sb5\sl-280\slmult0 \up0 \

expndtw-2\charscalex100 seriously, what its strategy is, how well it is executing, what works for it and what does \up0 \expndtw-4\charscalex100 not. It is in these conversations that the enterprise recreates itself everyday. This is true \up0 \expndtw-2\charscalex100 for any type or size of enterprise, whether it is afor-profit, a not for-profit, or a \line \up0 \expndtw-5\charscalex100 governme

nt organization. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 As participants engage in these conversations they reflect on their experience, \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 s

hare understandings, and in that process create knowledge capital. The questionsare \par\pard\ql \li1800\ri1610\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 starting points. In the back-and-forth, the conversations start to take on a life of their own, \up0 \expndtw-2\charscalex100 taking on directions that the participants are most concerned about. In doing so they \line \up0 \expndtw-2\charscalex100 reveal how participants are continuously reexamining their own views in light of \line \up0 \expndtw-2\charscalex100 accumulated experiences and emerging conditions. As owners of their knowledge capital, \up0 \expndtw-2\charscalex100 they feel free to review new inputs and rework them as they see necessary. They are \line \up0 \expndtw-2\charscalex100 driven by their own curiosity and th


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e need to respond to the challenges in front of them, \line \up0 \expndtw-2\charscalex100 as well as the ones that are well beyond the next hill. The conversations demonstrate the \line \up0 \expndtw-2\charscalex100 major elements of what innovative knowledge capital is about: reflecting on the past, \line \up0 \expndtw-2\charscalex100 incorporating what will make a difference in the present, andremaking oneself and the \line \up0 \expndtw-3\charscalex100 enterprise, withouthesitation, for the future. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\q

l\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb163\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Activity-Based versus Knowledge-Based \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1757\sb60\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Activity-based\ul0\nosupersub\cf14\f15\fs24 organizations focus on particular activities people carry out in the course \up0 \expndtw-2\charscalex100 of doing theirwork. These activities can be any mixture of large or small, simple or \line \up0 \expndtw-2\charscalex100 complex. The important thing is that in an activity-based organization there is an \line \up0 \expndtw-2\charscalex100 unending stream of \u8220?things to do.\u8221? The execution of these activities may require having \up0 \expndtw-2\charscalex100 the skills, processes, and the resources fora mission, but there is little acknowledgement \up0 \expndtw-2\charscalex100 th

at knowledge and know-how may be the essential, and even critical inputs for a \line \up0 \expndtw-2\charscalex100 successful outcome. When the goods and services are fairly standard and practices are \line \up0 \expndtw-2\charscalex100 essentially repeatable, this might not be a significant problem. However, in our rapidly \up0 \expndtw-4\charscalex100 changing world, standardized outcomes are le

ss and less valuable as conditions, \line \up0 \expndtw-2\charscalex100 requirements, technologies, and partners are in constant flux and customer requirements\up0 \expndtw-3\charscalex100 are dynamically growing in complexity and variety.\par\pard\ql \li1800\ri1689\sb264\sl-276\slmult0\fi720 \up0 \expndtw-4\charscal

ex100 The new conditions, highlighted by the advent of the Internet and globalization, \line \up0 \expndtw-2\charscalex100 have spawned the demand for rapid response, knowledge-based enterprises. The creators \line \up0 \expndtw-2\charscalex100 of knowledge-based enterprises understand that the intangibles of knowledgeand know-\line \up0 \expndtw-4\charscalex100 how are at the core of all process

es. They are aware that their main role is to frame an \line \up0 \expndtw-2\charscalex100 environment that supports the access, flow, and use of knowledge. They know that rather \line \up0 \expndtw-2\charscalex100 than controlling resources, they need to facilitate the appropriate flow of the necessary \line \up0 \exp

ndtw-2\charscalex100 knowledge resources to the right place at the right time tothe right people for the right \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg11}{\bkmkend Pg11}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 11 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 outcomes, and many of theseresources are intangible. They have to have trusting \par\pard\qj \li1800\ri184

4\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 relationships since employeesnow own the most important capital in the enterprise, the \up0 \expndtw-3\chars

calex100 human capital. \par\pard\ql \li1800\ri1608\sb263\sl-277\slmult0\fi720 \up0 \expndtw-2\charscalex100 Part and parcel of their responsibility is the building of strategic competencies that \line \up0 \expndtw-2\charscalex100 can leve

rage knowledge throughout the extended enterprise. The extended enterprise \line\up0 \expndtw-2\charscalex100 includes everyone inside the organization, alongthe supply chain and the entire customer \line \up0 \expndtw-2\charscalex100 network, as well. The knowledge-based enterprise is uniquely suited to take advantage of \line \up0 \expndtw-2\charscalex100 know-how that is scattered in the nooks and crannies of the organization to reach any \line \up0 \expndtw-2\charscalex100 where in the world, twenty-four hours a day. It can instantly and interactively link \line \up0 \expndtw-2\charscalex100 computer programmers in India witha project team in South Africa, a branding group in \line \up0 \expndtw-2\charscalex100 New York, and a customer in Japan, in a venue where each party takes on


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the role of \line \up0 \expndtw-3\charscalex100 being a co-creator of the outcome. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 In essence, then, the knowledge-based enterprise is a sense-and-respond, \par\pard\ql\li1800\ri1857\sb1\sl-280\slmult0 \up0 \expndtw-2\charscalex100 intelligent org

anization and its work is ongoing conversation, characterized by building \up0 \expndtw-2\charscalex100 new knowledge capital with new players, new information,new perspectives, new \up0 \expndtw-5\charscalex100 possibilities, and response

s to new customer needs. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb142\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Dimensions of a Knowledge Capital Strategy \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2058\sb53\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Conversations involving an enterprise knowledge capital strategy need to incorporate \up0 \expndtw-5\charscalex100 these dimensions: \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw0\charscalex105 \u8226? human \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw0\charscalex104 \u8226? financial \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \u8226? research and development \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw0\charscalex105 \u8226? process \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \u8226? physical and technological infrastructure \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw0\charscalex108 \u8226? legal \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw0\charscalex101 \u8226? measurement \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0\expndtw-3\charscalex100 \u8226? relationship to customers and suppliers \par

\pard\qj \li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\ri1714\sb19\sl-270\slmult0\fi720 \up0 \expndtw-2\charscalex100 Each of these dimensions is addressed inthe sessions that compose this book in a \up0 \expndtw-2\charscalex100 first-hand manner since the participants in the conversations have had to effectively deal \up0 \expndtw-4\charscalex100 with them in order to create viable, successfulknowledge-based organizations. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb146\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge Management as a Practice Field \par\pard\ql \li1800\ri1665\sb239\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 The advantage of carrying out these explorations using the conversations approach is that \line \up0 \expndtw-2\charscalex100 the thought leaders and practitioners are fully engaged in what matters most to them. \line \up0 \expndtw-4\charscalex100 They have experimented and often created the basic ideas and practices

of their fields. \line \up0 \expndtw-4\charscalex100 They know what works and what does not, what is essential and what is hype. With them \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg12}{\bkmkend Pg12}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 12 \par\pard\ql \li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\ri1604\sb195\sl-277\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 as guides, the reader gets a unique set of understandings, not only of particular points of \line \up0 \expndtw-2\charscalex100 theory and lessons learned, but also gets to know the people who are creating these fields. \line \up0 \expndtw-2\charscalex100 The knowledge and know-how in these sessions comes fromtheir lifelong experience and \line \up0 \expndtw-2\charscalex100 learning. By bringing the whole person into the equation the reader gets a strong sense of \li

ne \up0 \expndtw-2\charscalex100 their whole worldview. The reader has the opportunity to directly experience the main \line \up0 \expndtw-2\charscalex100 points in these conversations, as well as to learn about the context, learning process, and \line \up0 \expndtw-2\charscalex100 values of the participant. The resultis not only a knowledge transfer but a context transfer \line \up0 \expndtw-3\c

harscalex100 as well. \par\pard\ql \li2520\sb224\sl-276\slmult0 \up0 \expndtw-2\charscalex100 There is often a fine line between the theory and its practice, since the \par\pard\ql \li1800\ri1817\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 development of both is such an interconnected, evolutionary process. The reality is that \up0 \expndtw-2\charscalex100 thought leaders partner with practit


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ioners, who use their organizations as practice zones \up0 \expndtw-2\charscalex100 to build their knowledge-based enterprises. Their informed practices and learnings \line \up0 \expndtw-2\charscalex100 provide the immediate feedback that contributes so strongly the continuous shaping and \up0 \expndtw-3\charscalex100reshaping of the field. \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1619\sb10\sl-275\slmult0\fi720 \up0 \expndtw-2\charscalex100 These sessions are with many of the most outstanding creators and practitioners in \line \up0\expndtw-2\charscalex100 the fields of knowledge management and intellectual ca

pital. Participants were extremely \line \up0 \expndtw-2\charscalex100 candid and broad ranging in their comments. As a result, the reader will get a clear and\line \up0 \expndtw-2\charscalex100 unvarnished set of insights into what is involved in developing a knowledge-based \line \up0 \expndtw-3\charscalex100 organization. \par\pard\ql \li1800\ri1797\sb7\sl-273\slmult0\fi720 \up0 \expndtw-2\charscalex100 One core lesson to be learned from these conversations is that thereis no right, \line \up0 \expndtw-2\charscalex100 mechanistic cookbook way of building a knowledge-based enterprise. Rather there is an \up0 \expndtw-2\charscalex100 evolving way, but one that is grounded in principles, and illuminated and expanded \line \up0 \expndtw-3\charscalex100 through practice. \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb9\sl-276\slmult0 \up0 \expndtw-2\charscalex100 While each of the participants started with their own unique purview,as the \par\pard\ql \li1800\ri1944\sb7\sl-273\slmult0 \up0 \expndtw-2\charscale

x100 conversations evolved, all began to show a much more common perspective andset of \up0 \expndtw-2\charscalex100 concerns. This led to the most remarkable

outcomes of the sessions -- a group of \line \up0 \expndtw-2\charscalex100 indic

ators that, when clustered together, form the next stage of the common field of\up0 \expndtw-3\charscalex100 intellectual capital and knowledge management. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb285\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Who Can Use KnowledgeCapital Conversations \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb4\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital \ul0\nosupersub\cf14\f15\fs24 has several purposes: \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \u8226? \ul0\nosupersub\cf16\f17\fs24 Enterprise CEO\u8217?s and senior leaders\ul0\nosupersub\cf14\f15\fs24 will have an easily accessible set of \par\pard\ql \li2880\ri1626\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 perspectives for them to learn what a knowledge-based enterprise is andwhat \line \up0 \expndtw-2\charscalex100 is involved in creating and sustaining

such an organization in the twenty-first \line \up0 \expndtw-2\charscalex100 century. This understanding is critical to decisions-makers in any type of \line \up0 \expndtw-2\charscalex100 organization. Just as organizational leaders had tolearn how to create an \line \up0 \expndtw-2\charscalex100 efficient bureaucracyin the early twentieth century, they will have to learn \line \up0 \expndtw-2\c

harscalex100 how to become skillful in creating and managing knowledge-based enterprises \line \up0 \expndtw-3\charscalex100 in the twenty-first century. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg13}{\bkmkend Pg13}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 13 \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\ql\li2520\sb216\sl-276\slmult0\tx2880 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf14\f15\fs24 \u8226? \tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub

\cf16\f17\fs24 Middle managers and front line staff\ul0\nosupersub\cf14\f15\fs24will find an important set of reference \par\pard\ql \li2880\ri1608\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 points and guidelines for action. In theknowledge-based enterprise, everyone \line \up0 \expndtw-2\charscalex100 is a leader and everyone is a decision-maker. Autonomy replaces dependency \line \up0 \expndtw-2\charscalex100 in the knowledge-based organization. In the electronic and Internet era there is \line \up0 \expndtw-2\charscalex100 immediate interfaceand feedback with customers, as well as all along the \line \up0 \expndtw-3\cha

rscalex100 supply chain. Middle managers and front line staff are increasingly in \line \up0 \expndtw-2\charscalex100 situations where they do not have time to


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move up and down the hierarchy \line \up0 \expndtw-2\charscalex100 when rapid decisions and actions need to take place. They need a model where \line \up0 \expndtw-2\charscalex100 the glue that holds the knowledge-based enterprise togetheris made up of \line \up0 \expndtw-4\charscalex100 knowledge, communications, andvalues, supported by technology. They can \line \up0 \expndtw-2\charscalex100 u

se these sessions to understand the behaviors, relationships and knowledge \line\up0 \expndtw-2\charscalex100 capabilities they need to master in order to havea future in a knowledge-\line \up0 \expndtw-3\charscalex100 based environment.

\par\pard\ql \li2520\sb4\sl-276\slmult0\tx2880 \dn2 \expndtw-3\charscalex100 \u8226? \tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Students\ul0\nosupersub\cf14\f15\fs24 are the next generation of organizational leaders and need to build \par\pard\ql \li2520\ri1669\sb4\sl-277\slmult0\fi360\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880\tx2880 \up0 \expndtw-2\charscalex100 their ground on next generation ideas and practices. The sessions give a very \line\tab \up0 \expndtw-3\charscalex100 full range of perspectives, and while several of them are academically\line \tab \up0 \expndtw-2\charscalex100 rigorous, they are unvarnished and notat all pedantic. Rather, they are very \line\tab \up0 \expndtw-2\charscalex100

much common sense, and, in most cases, materials that can be easily shared. \line\tab \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupersub\cf14\f15\fs24 will give students a head start in alternativeways of \line \tab \up0 \expndtw-2\charscalex100 thinking about organizations a

s they embark on their professional careers. \up0 \expndtw-3\charscalex100 \u8226? \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Practitioners\ul

0\nosupersub\cf14\f15\fs24 will gain direct access to many of the founders andshapers of \line\tab \up0 \expndtw-2\charscalex100 the knowledge-based enterprise. These conversations provide a concentrated \line\tab \up0 \expndtw-2\charscalex100 experience of the participants and a systematic exploration of the major issues \line\tab \up0 \expndtw-2\charscalex100 they are working through. Any practitioner who is developing a knowledge \line\tab \up0 \expndtw-2\charscalex100 strategy for his or her organization needs this kind of unfiltered, concentrated\line\tab \up0 \expndtw-2\charscalex100 information. One of the most valuable aspects of \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupersub\cf14\f15\fs24 is that \line\tab \up0 \expndtw-2\charscalex100 practitioners can clearlysee the pathways that an array of thought leaders and \line\tab \up0 \expndtw-2

\charscalex100 advanced practitioners have taken, how they have reconsidered some of their \line\tab \up0 \expndtw-2\charscalex100 earlier stances, what they se

e as the essentials for effectiveness, and their \line \tab \up0 \expndtw-2\charscalex100 views on the evolution of the field. The broader and fuller perspectives found \line\tab \up0 \expndtw-4\charscalex100 in these sessions can save enormous amounts of time, and money and put an \line\tab \up0 \expndtw-5\charscalex100 organization on a sound footing as a knowledge-based enterprise. \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\

li1800\sb102\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 A Little History \par\pard\qj \li1800\sb0\sl-270\slmult0 \par\pard\qj\li1800\ri1968\sb31\sl-270\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 We all use knowledge every day to make a difference. It might be toleverage power, \up0 \expndtw-2\charscalex100 generate wealth, or simply to getthe job done. The core question is: Are we using that \up0 \expndtw-3\charscalex100 knowledge well or poorly? \par\pard\ql \li2520\sb0\sl-276\slmult0 \par\pard\

ql\li2520\sb10\sl-276\slmult0 \up0 \expndtw-2\charscalex100 While the question of whether we are effectively using our knowledge has \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 become increasingly important over the last fifty years, it has been vital throughout \par\pard\ql \li1800\ri1884\sb9\sl-270\slmult0 \up0 \expndtw-2\charscalex100 human history. Every culture and society from our cave dwelling ancestors onward has \line \up0 \expndtw-2\charscalex100 carried out its version of knowledge capture, sharing, and leveraging tosurvive and \line \up0 \expndtw-3\charscalex100 prosper. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg14}{\bkmkend Pg14}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\


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pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 14 \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\ri1771\sb180\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 One of the greatest achievements in the strategic use of knowledge took place in \line \up0 \expndtw-2\charscalex100 the fifteenth century when the Portuguese Prince Henry the Navigator began the process \line \up0 \expndtw-2\charscalex100 that enabled Portugal to movefrom being a small, unremarkable kingdom on the fringe \line \up0 \expndtw-2\charscalex100 of Europe to becoming the wealthiest trading empire in the world. Atthe time, Portugal \line \up0 \expndtw-2\charscalex100 was far from the centersof trade in the Mediterranean and Near East. It did not have \line \up0 \expndtw-2\charscalex100 access to the land and sea routes that would let it compete inthe traditional ways. The \line \up0 \expndtw-2\charscalex100 way for it to create power and wealth was to find other, unknown pathways. \par\pard\ql \li2520\sb264\sl-276\slmult0 \up0 \expndtw-2\charscalex100 Prince Henry saw that the opportunity lay in the sea route around Africa. He \par\pard\ql \li1800\ri1677\sb5\sl-275\slmult0 \up0 \expndtw-2\charscalex100 began a step-by-step, collaborative national program for advancing into the unknown, a \up0 \expndtw-2\charscalex100program that turned out to be a century and a half long enterprise. Being on theoutside \up0 \expndtw-2\charscalex100 edge of Europe, the Portuguese were less

captive of the entrenched prejudices against the \up0 \expndtw-2\charscalex100 new ways or new knowledge that they needed for their breakthrough. Rather, theirway \up0 \expndtw-3\charscalex100 was to test their own limits and over time forge new understandings. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\ql\li18

00\ri1916\sb9\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 To accomplish this Prince Henry built an early version of a center for research \up0 \expndtw-2\charscalex100 and development. He assembled the most experienced mapmakers, seafarers, \line \up0 \expndtw-2\charscalex100 shipbuilders, and instrument makersat Sagres, in the isolated, southwest corner of \line \up0 \expndtw-2\charscalex100 Portugal. It was at Sagres that Henry began his \u8220?conversation\u8221? to build his knowledge\up0 \expndtw-4\charscalex100 based enterprise. His premisewas that the unknown could only be discovered by \line \up0 \expndtw-5\charscal

ex100 extending the boundaries of the known. \par\pard\ql \li1800\ri1693\sb244\sl-276\slmult0\fi720 \up0 \expndtw-2\charscalex100 His experiments in shipbuilding produced a new ship design, the caravel, which \line \up0 \expndtw-2\charscalex100 could sail against the wind. This design gave the caravel the unique ability to not only go \line \up0 \expndtw-4\charscalex100 out on voyages of discovery

, but be able to return as well. Caravels were not designed to \line \up0 \expndtw-2\charscalex100 bring back a vast physical wealth, but rather the more valuable, intangible wealth of \line \up0 \expndtw-2\charscalex100 \u8220?news\u8221?.This new knowledge was continuously synthesized in Sagres, and eventually \line\up0 \expndtw-2\charscalex100 became the congealed wealth that produced the cap

acity to sail further and further down \line \up0 \expndtw-2\charscalex100 and around the African coast. The outcome of the leadership, strategic thinking, courage, \line \up0 \expndtw-2\charscalex100 skills and innovation at Sagres was thediscovery of the sea route to India and then \line \up0 \expndtw-2\charscalex10

0 southeast Asia, which led to a trading empire and the generation of enormous wealth for \line \up0 \expndtw-2\charscalex100 Portugal. For almost two hundred years this small, but archetypical, knowledge-based \line \up0 \expndtw-2\charscalex100 enterprise, with little physical resources and limited numbers of people,

became the \line \up0 \expndtw-3\charscalex100 dominant, richest trading powerin the world. \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1652\sb10\sl-275\slmult0\fi720 \up0 \expndtw-4\charscalex100 Prince Henry\u8217?s experiment demonstrates that in any era, in almost any conditions, \up0 \expndtw-2\charscalex100 the strategic power of a knowledge-based enterprise has the capacity to yield a huge \line \up0 \expndtw-4\charscalex100 difference. Our challenge is to harness our advanced technology and newly possible \line \up0 \expndtw-2\charscalex100 networked enterprises to use those same principles familiar to Prince Henry for outcomes \up0 \expndtw-3\charscalex100 that go far beyond our ownexpectations. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240


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{\bkmkstart Pg15}{\bkmkend Pg15}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 15 \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb172\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 How to use this book \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1729\sb62\sl-275\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupersub\cf14\f15\fs24 is designed from the reader\u8217?s point of view. Pick the perspective that \line \up0 \expndtw-2\charscalex100 best meets your needs. You can read\ul0\nosupersub\cf16\f17\fs24 Knowledge Capital\ul0\nosupersub\cf14\f15\fs24 f

rom cover-to-cover to get an \line \up0 \expndtw-2\charscalex100 overview of thefield. You can seek out a section that emphasizes particular set of \line \up0

\expndtw-2\charscalex100 themes. Or simply, you can turn to the end of each chapter for a summary of Key \line \up0 \expndtw-2\charscalex100 Learning Points. Each Key Learning Points is more fully explored in that chapter. \par\pard\qj \li1800\ri1659\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 The conversations are clustered by major theme or practice area, and are followed \up0 \expndtw-2\charscalex100 by an Epilogue, which anticipates what the next stage of thefield will look and feel like. \up0 \expndtw-3\charscalex100 The major themes a

re: \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw0\charscalex101 \u8226? Starting Points \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw0\charscalex100 \u8226? Strategic Issues \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \u8226? Human Capital, Values, and Learning \par\pard\ql \li2520\sb24\sl-276\slmult0 \up0 \expndtw-3\charscalex100 \u8226? Driver

s and Accounting for Intangibles \par\pard\ql \li2520\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \u8226? Putting It All Together in Practice \par\pard\ql \li1800\sb0\sl-270\slmult0 \par\pard\ql\li1800\ri1745\sb19\sl-270\slmult0\fi720 \up0 \expndtw-2\charscalex100 Return to the chapters often. The different perspectives will provide ever broader \line \up0 \expndtw-2\charscalex100 and increasingly rich insights into what is necessary for building knowledge-based \line\up0 \expndtw-2\charscalex100 enterprises to become the interactive, multi-dimensional entities that they need to be. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb164\sl-322\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge \ul0\nosupersub\cf38\f39\fs28 Cluster I: Starting Points \par\pard\qj \li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2391\sb53\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 This cluster outlines the transition to knowled

ge-based enterprises, the changes of \up0 \expndtw-2\charscalex100 perception, relationships, and behaviors required for an organization to become a \up0 \expndtw-3\charscalex100 knowledge-based enterprise. \par\pard\ql \li1800\sb264\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 2. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Dorothy Leonard:\ul0\nosupersub\cf39\f40\fs24 Operating as a Knowledge System \par\pard\ql \li1800\ri1691\sb47\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 The foundation for looking at the way we operate as a knowledge system enables readers \up0 \expndtw-2\charscalex100 can begin to see what kinds ofknowledge are being brought in, what are the channels \line \up0 \expndtw-2\charscalex100 through which knowledge flows, and where we are arbitrarily closing out various kinds \up0 \expndtw-3\charscalex100 of knowledge assets. \par\pard\li1800\sb0\sl-276\slmult0\par\pard\li1800\sb5\sl-276\slmult0\fi0\tx2520 \up0 \expnd

tw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 3.\tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Jim Botkin:\ul0\nosupersub\cf39\f40\fs24 The Knowledge Business\par\pard\ql \li1800\ri1797\sb25\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 A new business is emerging - theknowledge business. And, there is a new organization \up0 \expndtw-2\charscalex

100 emerging, the knowledge community. These two require a new communications or\line \up0 \expndtw-2\charscalex100 management model called knowledge managemen

t. All of these elements need to be in \up0 \expndtw-3\charscalex100 place for aknowledge business to work. \par\pard\ql \li1800\sb264\sl-276\slmult0\tx2520 \u

p0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 4. \tab \up0 \expndtw-


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3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Karl Wiig:\ul0\nosupersub\cf39\f40\fs24 The Knowledge Movement Emerges from its Infancy \par\pard\qj \li1800\ri1698\sb49\sl-270\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 The amount of knowledge that people are able to capture is minimal comparedto what is \line \up0 \expndtw-2\charscalex100 required to run a business. The balance resides in people\u8217?s heads. The challenge is to set \line \up0 \expndtw-2\charscalex100 up the environment in which there is an understanding of knowledge needs, availability \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg16}{\bkmkend Pg16}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 16 \par\pard\qj\li1800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri1688\sb189\sl-280\slmult0 \up0\expndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 of relevant knowledge, and new ways in which people can collaborate. If you get people \line \up0 \expndtw-2\charscalex100 together and give them the understanding and freedom to act, they will actually act are in \line \up0 \expndtw-2\charscalex100 their own interests as they see it, and certainly in the in the organization\u8217?s best interests. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb204\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf25\f26\fs28 Knowledge \ul0\nosupersub\cf38\f39\fs28 Cluster II: Strategic Issues \par\pard\ql \li1800\ri1830\sb256\sl-277\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 The goal of a knowledge initiative is to make a strategic difference. Knowledge capital \line \up0 \expndtw-2\charscalex100 strategies have a set concepts, key reference points and processes that an enterprise can \line \up0 \expndtw

-2\charscalex100 use to navigate its knowledge efforts. An effective knowledge capital strategy will have \line \up0 \expndtw-2\charscalex100 an appropriate return on investment, align throughout the organization, be supported by \line \up0\expndtw-2\charscalex100 staff and suppliers, and improve the value offered to

customers. The chapters in this \line \up0 \expndtw-2\charscalex100 session examine the role of strategy in knowledge-based enterprises, suggesting \line \up0 \expndtw-2\charscalex100 methodologies, as well as raising questions that must beanswered by leaders in any \line \up0 \expndtw-3\charscalex100 serious knowledg

e endeavor. \par\pard\ql \li1800\sb264\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 5. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Gran Roos:\ul0\nosupersub\cf39\f40\fs24 Recipes for Knowledge-based Value Creation \par\pard\ql \li1800\ri1669\sb45\sl-275\slmult0\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Intellectual capita

l is the science and art for dealing with how to extract maximum value \line \up0 \expndtw-4\charscalex100 from an enterprise\u8217?s resources and the way it chooses to deploy them. Business recipes \line \up0 \expndtw-2\charscalex100 combine those different resources to transform them into new and more valuable outputs. \line \up0 \expndtw-4\charscalex100 Both resource stock and flow need to befully taken into account in the transformation \line \up0 \expndtw-5\charscalex100 process. \par\pard\ql \li1800\sb265\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 6. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Leif Edvinsson:\ul0\nosupersub\cf39\f40\fs24 TheIntelligent Organization \par\pard\ql \li1800\ri1977\sb41\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Intelligent organizations are about global intelligence, the courage to move to the next \up0 \expndtw-2\charscalex100 plane, the accounting for intangibles, and how to leverage knowledge

recipes for \line \up0 \expndtw-3\charscalex100 effective outcomes. \par\pard\ql \li1800\sb264\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 7. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Vince Barabba:\ul0\nosupersub\cf39\f40\fs24 Understanding the Enterpriseas a System \par\pard\ql \li1800\ri1641\sb44\sl-276\slmult0 \up0 \expndtw-2\cha

rscalex100 \ul0\nosupersub\cf14\f15\fs24 The first task in a knowledge strategyis to understand that enterprises are interactive \line \up0 \expndtw-2\charscalex100 systems with different parts that interface outward with customers and interact among \line \up0 \expndtw-2\charscalex100 themselves. That is where the opportunities are. It is corporate strategy\u8217?s job to forge a \line \up0 \exp


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ndtw-2\charscalex100 process to assist management in creating a strategy to implement. This involves surfacing \line \up0 \expndtw-2\charscalex100 ideas, speculating how they will interact with the enterprise, involving management in \line\up0 \expndtw-2\charscalex100 dialogue on them, and providing the analytic toolsand resources to support \line \up0 \expndtw-5\charscalex100 implementation. \p

ar\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb2\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf38\f39\fs28 Knowledge \ul0\nosupersub\cf11\f12\fs28 Cluster III: Human Capital, Values and Learning \par\pard\ql \li1800\sb0\sl-275\slmult0 \par\pard\ql\li1800\ri1731\sb42\sl-275\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Organizations are increasingly realizing that it is their human capital that is the source of \line \up0 \expndtw-2\charscalex100 renewal and innovation. Yet, the rules of engagement for human capital are changing. \line \up0 \expndtw-2\charscalex100 Human capital was thought to be something that an enterprise could control, acquire, \line \up0 \expndtw-2\charscalex100 directly manage,and come very close to owning. However, those in successful \line \up0 \expndtw

-4\charscalex100 knowledge enterprises know that human capital can only be brought into full play in a \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg17}{\bkmkend Pg17}\par\pard\ql \li10239\sb0\sl-230\slmult0\par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 17 \par\pard\ql \li1

800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb196\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 negotiation, where the enterprise and the individual determine mutually satisfying \par\pard\qj \li1800\ri1611\sb1\s

l-280\slmult0 \up0 \expndtw-2\charscalex100 conditions and outcomes. At the sametime the knowledge-based enterprise must redesign \up0 \expndtw-3\charscalex100itself as an extended learning enterprise. \par\pard\ql \li1800\ri1795\sb260\sl

-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 These are not simple changes, but they are doable changes. The conversations in \up0 \expndtw-2\charscalex100 this section delve into what the elements of a new framework for human capital are, the \up0 \expndtw-2\charscalex100 values that support that framework, and thelearning structure that enables value to be \up0 \expndtw-3\charscalex100 both

created and captured by the enterprise. \par\pard\ql \li1800\sb0\sl-276\slmult0\par\pard\ql\li1800\sb0\sl-276\slmult0 \par\pard\ql\li1800\sb12\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf16\f17\fs24 8. \tab \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Jac Fitz-enz:\ul0\nosupersub\cf16\f17\fs24 Human Capital is the Only Active Asset \par\pard\ql \li1800\r

i1688\sb0\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 People are the differentiating factor for an enterprise, and human effort and \line \up0 \expndtw-2\charscalex100 knowledge efforts are the real levers for achieving markedly higher performance and \line \up0 \expndtw-2\charscalex100 desired outcomes. Enterprises need to recognize that people are grabbing information, \line \up0 \expndtw-2\charscalex100 mobility, and connectivity (via the world wide web and Internet) and often moving faster \line \up0 \expndtw-2\charscalex100 than management. Management needs to stay up with them or else it will be dragged \line \up0 \expndtw-3\charscalex100 along behind them. \par\pard\li1800\sb268\sl-276\slmult0\fi0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf16\f17\fs24 9.\tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Thomas O. Davenport:\ul0\nosupersub\cf16\f17\fs24 People are the Owners and Investors of Human\par\pard\li1800\sb1\sl-273\slmult0\fi0 \up0 \expndtw-3\cha

rscalex100 Capital\par\pard\ql \li1800\ri1662\sb0\sl-276\slmult0\fi720 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 People have taken charge of their human capital and how they want to invest it. \line \up0 \expndtw-2\charscalex100 Enterprises and managers need to have a strategy to optimize the return on their \line \up0 \expndtw-2\charscalex100 investment for human capital both totheir employees and to the organization. At the \line \up0 \expndtw-2\charscale

x100 center of this strategy is the multiparty \u8220?deal\u8221? that forms thenew social contract among \line \up0 \expndtw-2\charscalex100 the individual, m

anagers, the organization, and co-workers. The new framework involves \line \up0\expndtw-2\charscalex100 understanding the \u8220?deal\u8221?, acceptance by al


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l parties, strategic alignment, competence \line \up0 \expndtw-3\charscalex100 building, and reinforcement. \par\pard\li1800\sb0\sl-276\slmult0\par\pard\li1800\sb9\sl-276\slmult0\fi0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf16\f17\fs24 10.\tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Don Tyler:\ul0\nosupersub\cf16\f17\fs24 Shared Values - The Prerequisite for Knowledge Sharing and\par\pard\li1800\sb1\sl-273\slmult0\fi0 \up0 \expndtw-3\charscalex100 Creation\par\pard\ql \li1800\ri1703\sb0\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Values plus skills equal capabilitiesfor people and their enterprises. Values provide the \line \up0 \expndtw-2\char

scalex100 meaning and motivation to learn new skills. Organizational values needto be first \line \up0 \expndtw-4\charscalex100 identified and then, consistent

ly nurtured. High levels of knowledge sharing and creation \line \up0 \expndtw-2\charscalex100 can only be sustained after meaningful relationships are established and constantly \line \up0 \expndtw-2\charscalex100 nourished. Ultimately, the challenge resides in evolving sets of values that extend across \line \up0 \expndtw-2\charscalex100 the newly networked organizations and that honor a diversity of values as part of the \line \up0 \expndtw-3\charscalex100 organization\u8217?s core ethic. \par\pard\ql \li1800\sb265\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 11. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Brook Manville:\ul0\nosupersub\cf39\f40\fs24

Wars of Capabilities \par\pard\ql \li1800\ri1651\sb65\sl-275\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Knowledge management is partof a broader and more integrated effort to manage and \up0 \expndtw-2\charscalex100 develop human capability for business performance. Managers will assess the

gaps in \up0 \expndtw-2\charscalex100 their workforce and direct interventions.At the same time, individual workers will have \up0 \expndtw-2\charscalex100 theopportunity to take control of their learning that, in turn, moves the organiza

tion to be \up0 \expndtw-3\charscalex100 able to achieve its goals and objectives. \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstartPg18}{\bkmkend Pg18}\par\pard\ql \li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 18 \par\pard\qj \li1800\sb0\sl-320\slmult0 \par\pard\qj\li1800\ri2491\sb176\sl-320\slmult0 \up0 \expndtw-4\charscalex100\ul0\nosupersub\cf24\f25\fs28 Knowledge\ul0\nosupersub\cf25\f26\fs28 \ul0\nos

upersub\cf38\f39\fs28 Cluster IV: Drivers and Accounting for Intangible \up0 \expndtw-4\charscalex100 Wealth \par\pard\ql \li1800\sb0\sl-277\slmult0 \par\pard\ql\li1800\ri1765\sb59\sl-277\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupers

ub\cf14\f15\fs24 There has been a continuing decline in the relevance of tangible assets and earnings as \line \up0 \expndtw-2\charscalex100 predictors of stockmarket performance. Yet there is no decline in the needs of decision \line \up0\expndtw-2\charscalex100 makers for transparency and understanding of market dr

ivers in an environment where \line \up0 \expndtw-2\charscalex100 the intangibles of an enterprise are more significant than the traditional tangible ones for \line \up0 \expndtw-2\charscalex100 the operations and valuation of enterprises.These conversations delve into efforts to \line \up0 \expndtw-2\charscalex100 navigate in an environment where biases and distortions are just being sorted outand \line \up0 \expndtw-2\charscalex100 alternative methodologies for measuringintangible wealth are beginning to be \line \up0 \expndtw-3\charscalex100 formulated. \par\pard\ql \li1800\sb244\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 12. \tab \up0 \expndtw-3\charscalex100 \ul0\n

osupersub\cf21\f22\fs24 Jonathan Low:\ul0\nosupersub\cf39\f40\fs24 Value Drivers for Intangibles \par\pard\ql \li1800\sb64\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Traditional measures do not provide enough detail or texture to give managers or \par\pard\qj \li1800\ri1830\sb0\sl-280\slmult0 \up0 \expndtw-2\charscalex100 investors the information they need. Withsome insight and effort, we can begin to put \up0 \expndtw-2\charscalex100 together a clearer picture of what is going wrong in an organization, what is going well, \up0 \expndtw-3\charscalex100 what could go better, and how to improve it.\par\pard\ql \li1800\sb245\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 13. \tab \up0 \expndtw-3\charscalex100 \ul0\nosuper


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sub\cf21\f22\fs24 Steven Wallman:\ul0\nosupersub\cf39\f40\fs24 A Level PlayingField for Intangibles \par\pard\ql \li1800\ri1864\sb47\sl-273\slmult0 \up0 \exp

ndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Financial reporting and disclosure systems are increasingly susceptible to not capturing \up0 \expndtw-2\charscalex100 important drivers of wealth production, and specifically knowledge-based assets. \line \up0 \expndtw-2\charscalex100 Recognition of intangibles is central in decisions involving capital allocation, financial \up0 \expndtw-2\charscalex100 reporting, appropriate disclosure, and volatility of the financial marketplace. \par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb265\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf24\f25\fs28 Knowledge\ul0\nosupersub\cf43\f44\fs28 \ul0\nosupersub\cf38\f39\fs28 Cluster V: BringingIt All Together in Practice \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pard\q

l\li1800\sb40\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Practitioners are the ones that lead the transformation from being activity-based \par\pard\ql \li1800\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100enterprises into becoming knowledge-based enterprises. They are at the lead in

\par\pard\ql \li1800\ri1744\sb4\sl-276\slmult0 \up0 \expndtw-2\charscalex100 determining how the concepts and practices are introduced into enterprise. They explore \line \up0 \expndtw-2\charscalex100 with leadership, middle management andfrontline staff how each will benefit by \line \up0 \expndtw-2\charscalex100 identifying and using knowledge inputs to guide their work. They navigate for aligning \line \up0 \expndtw-2\charscalex100 the values, the technology, the strategies, the structure and processes, and the measures. \line \up0 \expndtw-2\charscalex100 The sessions that follow illustrate a number of different approaches that

practitioners are \line \up0 \expndtw-3\charscalex100 using. \par\pard\qj \li1800\ri1667\sb261\sl-280\slmult0\fi720 \up0 \expndtw-2\charscalex100 Think about your organization and envision how you could use these approaches \up0 \expndtw-2\charscalex100 to evolve it into more of knowledge-based enterprise. Do not feelthe need to copy any of \up0 \expndtw-2\charscalex100 their efforts in a cookie

-cutter manner. They created their methodologies through a great \up0 \expndtw-2\charscalex100 deal of trial and error. Learn from their experiences, try out their ideas and practices and \up0 \expndtw-3\charscalex100 see what will make thedifference for your enterprise. \par\pard\ql \li1800\sb0\sl-276\slmult0 \par\pa

rd\ql\li1800\sb8\sl-276\slmult0\tx2520 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf16\f17\fs24 14. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Hubert Saint-Onge:\ul0\nosupersub\cf16\f17\fs24 Creating and Implementing a Knowledge Strategy \par\pard\qj \li1800\ri1892\sb0\sl-280\slmult0 \up0 \ex

pndtw-4\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Hubert Saint-Onge understands that the knowledge strategy of an organization must be \line \up0 \expndtw-4\charscalex100 geared to build the capabilities and relationships that form the intangible assets of the \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg19}{\bkmkend Pg19}\par\pard\ql \li10239\sb0\sl-230\slmult0\par\pard\ql\li10239\sb0\sl-230\slmult0 \par\pard\ql\li10239\sb9\sl-230\slmult0\up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf9\f10\fs20 19 \par\pard\qj \li1

800\sb0\sl-280\slmult0 \par\pard\qj\li1800\ri2058\sb189\sl-280\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 firm. The strategy needs to take into account that intangible assets are quite different \up0 \expndtw-2\charscalex100 from tangible assets and need to be managed quite differently. The strategy must link \up0 \expndtw-2\charscalex100 supporting values that align and renew the tacit knowledge of the organization and a \up0 \expndtw-3\charscalex100

compatible technological infrastructure. \par\pard\ql \li1800\sb264\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 15. \tab\up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Kent Greenes:\ul0\nosupersub\cf39\f40\fs24 Knowledge Management is About Change \par\pard\ql \li1800\ri1760\sb47\sl-273\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Kent Greenes lays out the process for creating a knowledge initiative,starting with \line \up0 \expndtw-2\charscalex100 building a business case for

the knowledge initiative to get the attention of a business \line \up0 \expndtw-2\charscalex100 leader and staff, and the finding out how the knowledge effort will make a very real and \line \up0 \expndtw-2\charscalex100 personal difference


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in the day-to-day areas that matter most. It is their buy-in that will \line \up0 \expndtw-2\charscalex100 allow the knowledge process to have a chance to live. Greenes clearly frames key points \line \up0 \expndtw-2\charscalex100 that anypractitioner must take into account to cultivate a successful knowledge \line \

up0 \expndtw-3\charscalex100 enterprise. \par\pard\ql \li1800\sb265\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf39\f40\fs24 16. \tab \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf21\f22\fs24 Sharon Oriel:\ul0\nosupersub\cf39\f40\fs24 Finding \u8220?The Hook\u8221? \par\pard\ql \li1800\sb64\sl-276\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Sharon Oriel sees that leaders in enterprises need to think in terms of managing \par\pard\ql \li1800\ri1641\sb0\sl-280\slmult0 \up0 \expndtw-4\charscalex100 intellectual capital assets as structural resources. The extension of this view is toalign the \line \up0 \expndtw-2\charscalex100 intellectual capital effort with the enterprise business strategy. The key is to, then, find \line \up0 \expndtw-2\charscalex100 \u8220?the hook\u8221? that shows the value of managing intellectual capital to help solve a critical \line \up0 \expndtw-2\charscalex100 issue in an organization. Once that happens the practitioner has the license to operate. \par\pard\ql \li1800\sb245\sl-276\slmult0\tx2520 \up0 \expndtw-3\charscalex100\ul0\nosupersub\cf39\f40\fs24 17. \tab \up0 \expndtw-5\charscalex100 \ul0\nosup

ersub\cf21\f22\fs24 Stephen Denning:\ul0\nosupersub\cf39\f40\fs24 The Springboard Story \par\pard\ql \li1800\ri1611\sb46\sl-274\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf14\f15\fs24 Stephen Denning tried everything at the World Bank to engage people in its knowledge \line \up0 \expndtw-2\charscalex100 initiative. Nothing worked effectively until he found that through storytelling pe

ople \line \up0 \expndtw-2\charscalex100 could identify with and co-create a vision, in their own words, of what their o

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