2. The Knowledge Strategy Game GO ! Understanding Knowledge Strategy FOLLOW INSTRUCTIONS ON TOP CARD The Resource Strategy Model Managing Knowledge Strategy PRICE $200 Strategy Methods & Applications Team Knowledge SWOT Sharing What We’ve Learned ? ?

3. A Knowledge Strategy … Got One Already?

6. Strategic Drivers Market Growth Operational Effectiveness Customer Intimacy Growth through share, market strength, distribution – external market focus Forging long-term, deep relationships with customers – external focus, growing with customer success Profit through productivity and cost control – internal development focus Traditional KM driver, but should not be the only one!

7. Strategic Drivers Business Strategy Market Growth Knowledge Strategy Operational Effectiveness Customer Intimacy Product Innovation Knowledge Creation Intellectual Capital Product Sales Time to Market Distribution Networks Pricing Strategy Patent & Product Leverage Process Innovation Knowledge Sharing Developing Learning Culture Business Innovation Customer Knowledge Integration Branding Knowledge Process streamlining Supply chain mgt Accounting & Financing Customer retention Customer product needs Revenue growth Partnering / Alliancing

9. Resource Strategy Model Potential Entrants Industry Buyers Substitute Products Suppliers Knowledge Resources Firm’s Knowledge Strategy Customer (A firm’s resource) Strategic Resources (Partners, External Network) Organization, Capabilities, Core Competencies Porter’s 5 Forces strategic model (SWOT approach) breaks when applied to leverage of specific firms. Chaotic business dynamics now require we leverage unique strengths, not look at external industry trends. A resource strategy addresses firm’s only competitive differentiation - renewable resources of knowledge, skills, and capabilities (Penrose, Zack, Teece, Quinn, Grant, Kogut).

12. Managing Knowledge Strategy

13. Four Enabling Dimensions What do we know and where is it ? How do we participate with this know-how? How do we support this know-how? What processes leverage that know-how? Collaborative Technology Practices Knowledge Resources Culture and Learning

14. Linkage to Balanced Scorecard Financial Goals Customer Goals Internal Business Process Goals Learning & Growth Goals Outcome Measures Performance Drivers Business Strategy Knowledge Strategy Desired Outcomes Desired Behaviors

21. Leading to Technology Solutions … Scale and Accessibility Organizational Enterprise Inter-Enterprise Targeted, Vertical Collaborative, Horizontal Application Strategy Knowledge Management e-Community Content Management Systems Information Portal Communities of Practice Alliance Extranets Strategic Knowledge Management Online Knowledge Communities Information Integration Portal Internal Application Portal

22. Strategic Knowledge Resources Collaborative Technology Knowledge Resources Core and complementary competencies Organizational capabilities Structured and unstructured information Personal knowledge and unique skills Customer relationships Intellectual property Infrastructure and standard systems Groupware and email applications Web-enabled portals and Internet applications Process management systems

23. Strategic Knowledge Resources Practices Business processes Organizational routines Embedded and specialized processes Practice communities “ How things are done” Culture and Learning Core organizational values Personal values and leadership Organizational environment Hiring and enculturation “ How we see ourselves” Individual and group skill development Organizational learning Style of management, work, engagement

26. Four Knowledge Enabling Areas