Knowledge economy. presentation

Paradoxes of "KNOWLEDGE"

• Using "Knowledge" does not mean consuming it. Transferring "Knowledge" does not mean losing it. "Knowledge" is abundant, but the ability to use it is scarce. Several Organizations are reluctant to produce "Knowledge."

knowledge-economy

Manage and Capitalize "Knowledge"

The creation and dissemination of "Knowledge" is increasingly a decisive factor in the competitiveness of organizations because "Knowledge" can be:

• A good
  • Intellectual Property Rights
    • Pharmaceutical industry
  A service
  • Value added
    • High Tech Industry
  A Merchandise
  • It can be tradable and interchangeable
    • Key employee mobility.

Manage and Capitalize "Knowledge"

The ability to manage "Knowledge" is increasingly crucial

• Cycle "Knowledge - Information" "KNOWLEDGE"
  • Exists in Intelligent Systems
    • R&D Centers
  "INFORMATION"
  • Can be Digitized
    • All Scope Excessive use

Challenge: Manage the transformation of "Knowledge" into information and vice versa, in the context of creation and its application.

WHY?

Every organization somehow manages "Knowledge"

The ability to identify, generate, acquire, disseminate and capture the benefits that “Knowledge” provides provides a strategic and competitive advantage.

The intangible value of "Knowledge" in most organizations exceeds the tangible value of their assets

Overview:

• Economy of “Knowledge” Administration of “Knowledge” The Value of “Knowledge” Intellectual Capital Smart Markets “Knowledge” Networks Innovation Systems

Knowledge Economy

• Interest in "Knowledge"
  • Increasing recognition by economic agents that "Knowledge" is a crucial factor in production and organizational processes
  Driving Forces
  • Globalization
    • Markets, Products and Services
  Intensity in Use of Information / Knowledge
  • Production based on Know-How
  Connectivity and Networks
  • Internet and Telecommunications

Characteristics

• Information and "Knowledge" can be shared There is no "Local" concept There are no trade barriers "Knowledge" produces added value Large Demand Produces "Human Capital"

Political implications

• New economic approaches Regulations and Taxes New forms of collaboration

Implications for Companies

• Knowledge as the basis of production Development of new corporate policies Development of new technological infrastructure

Challenges

• New ways of evaluation New ways of investing New ways of accounting for profits

Administration of "Knowledge"

What is the Administration of "Knowledge"?

It is the explicit and systematic administration of the essential processes of an organization associated with creating, planning, disseminating, using and capitalizing on "Knowledge".

Why the current interest in the Administration of "Knowledge?

• New administrative processes
  • Total Quality Management Business Process Reengineering
  Generate value
  • Avoid costly losses and mistakes Can be shared Encourage innovation Maximize profits Capitalize intangible assets
    • Know-How, Patents, IP and Human Capital

Success factors

• Recognition of the value of “Knowledge” CEO, Middle Management and Superiors Identification of purposes and clear projects Creation of a culture of Innovation Technological infrastructure Creation of systematization processes

Challenges

• Cultural change
  • Long-term commitments Goes beyond departmental disputes Benefits are not always financial

The Value of "Knowledge"

• "Knowledge" = "Intellectual Capital"
  • Know-How, Patents, Trademarks, (Industrial Property) Intellectual Property Human Capital Collective Capacities
  How can we generate Value in “Knowledge”
  • Investment in R&D and the Development of Information Systems Training and training of High Level Human Resources Quality of service
  Beyond the Value of "Knowledge"
  • Knowledge is worth only if it can be transmuted into goods and services. It has the capacity to generate wealth (Intellectual as Material).

Intellectual capital

• Why evaluate Intellectual Capital?
  • That which can be measured and evaluated; can be managedProvides information for better "Strategic Planning"
  What to Measure and Evaluate?
  • Human Capital = Individual
    • "Knowledge", Experience, Know-How
    Organizational Capital = Business Unit
    • Processes, Information Systems, Database
    Service Capital = User / Client Relationship
    • Quality and Satisfaction

Intellectual capital

• Success Factors Awareness of the role of “Knowledge” Understanding = “Intellectual Capital” Common Language Appropriate Indicators Coherent Model Creation of an Adequate System

"You need good mental models, before you can develop good management models"

Smart Markets

What is a Smart Market?

It is the systematic integration and transformation of information - about critical processes - in intelligent and strategic decision-making both in planning (production, investment, joint ventures) and administration.

• New Business Opportunities
  • Targeted and Differentiated Market New ways to obtain Benefits
    • Minimize Investment Increase Earnings Reduce Costs
    Helps better positioning Fast and Efficient Sets Organizational Goals
    • Strategic Analysis and Scenario DevelopmentMarket AnalysisMarketing and Sales

Elements

• Information Intelligent Transformation Cycle
  • Information ↔ Knowledge
  Information Management Processes
  • Intelligent technological systems
    • Collection Storage and Recovery Processing and Analysis
    K-Commerce
    • Packages (product and service) Training (Translation or Decoding) Consultancies

Knowledge Networks

It is a dynamic process where "Knowledge" is shared to generate new "Knowledge"

It is a process that effectively combines "Intelligent Systems" with "Human Capital" (30-70)

It is a process that adds value from "Individual Knowledge"

Why the Networks?

• Create "IDEAS"
  • Think and imagine
  Search and Exchange Information
  • Troubleshoots
  Communicate and Plan
  • Support decisions
  Discuss and Develop
  • Manage Projects

Elements of a Network

• InformalityChallenges and ChallengesCooperate Vs. Competing
  • Recognition by Capacity not by Authority Reciprocity (open communication forum)
  Promote teamwork
  • Individuals who share the same vision and the same goal
  Strong sense of responsibility and Self-regulation
  • Promote codes of ethics Promote protocols

Benefits

• Create Innovation Systems Promote a new work culture Promote Collaboration Bridges Generate Value Develop Technological Infrastructure Appropriate use of evaluation mechanisms and methods

Innovation Systems

• Innovation System = Learning System Innovating is the combination and integration of:
  • Intelligent SystemsIntellectual CapitalInvestment in R&D Strategic PlanningAdministration of "Knowledge"

Innovation levels

• Phase 1: Transfer of "Knowledge" and "Technology"
  • Laboratories → Production Universities → Industry 
  Phase 2: Exchange of “Knowledge”
  • Researchers → User / Client
  Phase 3: Collaboration
  • Development of new ideas
  Phase 4: Innovation through Networks
  • Flows of "Knowledge"
  Phase 5: Innovation Systems
  • Ideas → Marketing (Ideas, Products or Services)

Benefits

• Development of new products and services Minimization of investment in R&D Optimization of market needs Better positioning in the market Anticipation of the needs of the “Client / User”

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