The Knowledge Advantage: 14 Visionaries Define Marketplace Success in the New Economy PDF
Preview The Knowledge Advantage: 14 Visionaries Define Marketplace Success in the New Economy
The Knowledge Advantage : 14 Visionaries title: Define Marketplace Success in the New Economy author: Holtshouse, Dan. publisher: Capstone Publishing Ltd. isbn10 | asin: 1841120677 print isbn13: 9781841120676 ebook isbn13: 9780585309040 language: English subject Knowledge management. publication date: 1999 lcc: HD30.2.K66 1999eb ddc: 338.068 subject: Knowledge management. Page iii The Knowledge Advantage 14 Visionaries Define Marketplace Success in the New Economy Edited by Rudy Ruggles and Dan Holtshouse Foreword by John Seely Brown Page iv Copyright © Ernst & Young LLP 1999 The right of Ernst & Young LLP to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 First published 1999 by Capstone US Capstone Publishing Limited Business Books Network Oxford Centre for Innovation 163 Central Avenue Mill Street Suite 2 Oxford OX2 0JX Hopkins Professional Building United Kingdom Dover http://www.capstone.co.uk NH 03820 USA All rights reserved. Except for the quotation of short passages for the purposes of criticism and review, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher. CIP catalogue records for this book are available from the British Library and the US Library of Congress ISBN 1-84112-067-7 Typeset in 11/14 pt Goudy Old Style by Sparks Computer Solutions Ltd, Oxford http://www.sparks.co.uk Printed and bound in the United States of America by Bookcrafters This book is printed on acid-free paper This book is printed on acid-free paper Substantial discounts on bulk quantities of Capstone books are available to corporations, professional associations and other organizations. If you are in the USA or Canada, phone the LPC Group for details on (1-800- 626-4330) or fax (1-800-243-0138). Everywhere else, phone Capstone Publishing on (+44-1865-798623) or fax (+44-1865-240941). Page v CONTENTS Foreword ix John Seely Brown, Xerox PARC 1 1 Gaining the Knowledge Advantage Rudy Ruggles, The Ernst & Young Center for Business Innovation Dan Holtshouse, Xerox Corporation Part I 21 Knowledge and the Individual 2 25 Consilience: A Unity of Knowledge Edward O. Wilson, Harvard University Page vi 3 41 Knowledge Is Power! Welcome Democracy! Alan Webber, Fast Company 4 51 Managing Knowledge Workers in a Changing World Peter Drucker, Claremont Graduate School of Business Part II 59 Knowledge and the Organization 5 63 The Dynamics of Knowledge Creation Ikujiro Nonaka, University of California at Berkeley 6 89 Turning Knowledge into Innovation Dr Bob Bauer, Xerox PARC 7 103 The Knowledge-Based Organization: A Managerial Revolution Christopher A. Bartlett, Harvard Business School 8 123 Maximizing Innovation Using Intellect, Science and Technology James Brian Quinn, Amos Tuck School of Business, Dartmouth College Part III 141 Knowledge and Strategy 9 143 The Knowledge Perspective: A New Strategic Vision Stephen Denning, The World Bank 10 163 Building Knowledge into Products Stan Davis 11 177 Designing Business Strategy in the Knowledge Era Professor Karl-Erik Sveiby Page vii Part IV 191 Knowledge and the Economy 12 195 New Economics for a Knowledge Economy: The Law of Increasing Returns W. Brian Arthur, The Santa Fe Institute 13 213 Brainpower and the Future of Capitalism Lester Thurow, Massachusetts Institute of Technology 14 245 The Role of Knowledge in the Connected Economy Stan Davis and Chris Meyer, The Ernst & Young Center for Business Innovation Afterword: Whither Knowledge Management? 267 Appendix: Participants in The Knowledge Advantage 271 Index 275 Page ix FOREWORD John Seely Brown, Xerox PARC When I was a child, I became angry with my mother because she had urged me to read a novel. Full of adolescent certainty, I told her, "When that author understands his own ideas well enough to write an equation, then I'll read that novel. Because all I have to do is read an equation, and five minutes later I've got it." I'm happy to say that such dogmatism has not stuck with me. As a scientist, I moved from equations and formulas to artificial intelligence, and from there to a growing appreciation of the power of the narrative the power of realizing that generalities are different from abstraction. After all, what do we know now that we didn't know ten years ago? That learning and knowledge are the result of multiple, intertwining forces: content, context, and community. In the knowledge economy, the real formula for success (which is, of course, less mechanistic than an equation) calls on the need to Page x learn continuously. And to learn continuously, we must learn to see, and do, things differently. We learn through conceptual frameworks, and we can continue to expand our knowledge incrementally within these existing frameworks. But if we are to create new frameworks and see new opportunities, our evolving world calls on us to challenge the assumptions on which our traditional intellectual constructs rest. Furthermore, it is important to understand that learning is less about absorbing information than it is about becoming part of a community. Diversity of experience and practice, therefore, is paramount. For what better way is there to foster a different perspective than to see that perspective from another person's point of view? Consider Silicon Valley, London's theater district, or New York's financial district. All are dominant locales in their respective fields, and communities of practice exist within each of these locales. Members of these communities are bound together by both a sense of purpose and the need to know what each other knows. They communicate with each other and share knowledge via a web of overlapping personal networks. These locales benefit from the porous relationships (which enable the flow of information) among their many communities. In an environment of complex symbiosis and social reciprocity, partners and competitors alike benefit from the movement of people and ideas. But where the rubber hits the road is in negotiations between communities. Inside a community, ideas are validated by the shared practice or paradigm of that community. Taking an idea outside the community requires the testing not just of the idea but of the paradigm itself. Negotiations between communities, therefore, make knowledge more robust and force us to understand the barriers to knowledge sharing.
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