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Knowledge ManagementPPT.ppt
* Competitive success will be based less on how strategically physical and financial resources are allocated, and more on how strategically intellectual capital is managed - from capturing, coding and disseminating information, to acquiring new competencies through training and development, to re-engineering business processes. Ray Stata of Analog Devices has stated that the rate at which individuals and organizations learn may be the only sustainable competitive advantage, especially in knowledge intensive industries. Further emphasizing this point, it has been said that a firms competitive advantage depends more than anything on its knowledge...what it knows -- how much it uses what it knows -- and how fast it can know something new (Prusak 1997). * Much of the confusion and disappointment concerning KM comes from confusion between information and knowledge because even KM experts do not link knowledge to action. There is no clarity. People are investing in systems to capture, organize, and disseminate information, and then calling it knowledge. But knowledge cannot, by definition, be converted into an object and given from one person to another. Knowledge only diffuses when there are learning processes whereby human beings develop new capacities for effective action. Information technology, while critical for enabling the spread of information, cannot capture and store knowledge. Only people can do that. An organization that encourages curiosity, innovation, collaboration, reflection, and mutuality across both internal and external boundaries and offers an effective learning infrastructure is one wherein learning is diffused and hierarchies are flattened. It should not matter where you sit in the hierarchy; everyone should be heard and allowed to participate in improving the overall learning infrastructure on a daily basis. Through allowing deep personal reflection about ones own sense of purpose and deepest aspirations, and through cultivating individual and
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