Knowledge Generation: Strategy, Technology, and Implementation

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Networks • Informal, self-organizing networks • Communities of knowers, COPs • Formal networks versus informal networks? • Teams versus Communities of practice?? • Informal knowledge sharing – how to enable it – role of technologies and of other factors… (Hoeschst example) © Copyright 2002, Yogesh Malhotra, www.yogsehmalhotra.com, All Rights Reserved
New Knowledge – Old Knowledge Obstacles create opportunities, in his view. In fact, according to the author, we need ambiguity to create profit. "Common risks lead to common returns," he writes. "The opportunity to profit comes from uncertainty." Careful to distinguish profiting from profiteering, he says the goal of industry decision makers should not be to capitalize on hardship or heartbreak, but to benefit from anticipating and preparing for the possibilities. © Copyright 2002, Yogesh Malhotra, www.yogsehmalhotra.com, All Rights Reserved
Page 1 and 2: Knowledge Generation Connecting the
Page 3 and 4: © Copyright 2002, Yogesh Malhotra,
Page 5 and 6: From Reengineering to “Re-Everyth
Page 7 and 8: What is KM - 2 Perspectives from
Page 9 and 10: Knowledge Generation • Informatio
Page 15 and 16: Dedicated Resources • Contrast wi
Page 17: Adaptation • Self-organizing and
Page 21 and 22: New Knowledge - Old Knowledge "Many
Page 23 and 24: New Knowledge - Old Knowledge "Howe
Page 25 and 26: ‘K’ for ‘A’ Myths About Kno
Page 27 and 28: Professional Intellect: Know What t
Page 29 and 30: Differences: Data Warehouses and KM
Page 31: How Companies Learn to Learn • Kn

Knowledge Generation: Strategy, Technology, and Implementation

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