jones-presentation.ppt

Copyright 2000 – Origin * Knowledge Strategy: Aligning Knowledge Programs to Business Strategy Peter H. Jones, Ph.D. Origin Technology in Business KM World 2000 Wednesday, September 13, 2000 The Knowledge Strategy Game UnderstandingKnowledge Strategy FOLLOW INSTRUCTIONS ON TOP CARD The Resource Strategy Model Knowledge Strategy Model PRICE $200 Our Learning With the Model Conclusions Discussion? Topics: Understanding Knowledge Strategy The Resource View of Strategy Knowledge Strategy Model Our Learning with the Model Conclusions Basic Notions … Survival vs. Advancement (von Krogh, Roos, Slocum, 1994) Survival – maintaining current level of success, mastering current markets and competitors Advancement – Future success based on new markets, nonreplicability – requires knowledge creation How do you plan/design strategy? Formal strategy and planning – Traditional strategy sets positions, targets, measures. Alignment means “follow the leader.” Learning and emergence – New thinking (not always in practice) shows strengths in org learning and preparing for conditions.Alignment means “Learn and collaborate.” Knowledge Strategy – What do we mean? Tierney, (1999) “A company’s KM strategy should reflect its competitive strategy.” With focus on creating value for customers, turning a profit, and managing people. (HBR) Zack, (1999) “… the most important context for guiding knowledge management is the firm’s strategy. Knowledge is the fundamental basis of competition. Competing successfully on knowledge requires either aligning strategy to what the organization knows, or developing the knowledge and capabilities needed to support a desired strategy.” (CMR) Business and Knowledge Strategy Linkage between drivers: Knowledge Strategy Leverage core competencies Complementary capability Learning organization Enabling knowledge creation Learning from practice Community development Strategy as Pattern and Learning Business St