[8] 2002 e-business-strategies-for-virtual-organizations

Developing knowledge-based strategies for a virtual organization
Table 7.2 Knowledge management practices
Creating and discovering Creativity techniques
Data mining
Text mining
Environmental scanning
Knowledge elicitation
Business simulation
Content analysis
Sharing and learning Communities of practice
Learning networks
Sharing best practices
After action reviews
Structured dialogue
Share fairs
Cross-functional teams
Decision diaries
Organizing and Managing Knowledge centres
Expertise profiling
Knowledge mapping
Information audits/inventories
Information resource management
Measuring intellectual capital
1 Find out where, how and why knowledge matters in the organization.
Brainstorm, ask diagnostic questions such as ‘Could we
cut costs, reduce time to market, improve customer service, or
increase margin by sharing best practices more effectively?’ In
many cases the simple act of performing a SWOT analysis will
help to uncover vital information needed to find out important
starting points for change. Important questions that can
be raised and explored in this process start from such innocent
sounding, but sometimes difficult to answer, questions like:
‘How do we want to play the game we are in?’, ‘What do we
need to find out in order to improve?’, ‘What do we know
already that we haven’t found a way to use in our work?’,
‘What is the gap between what we know and what we need to
know?’. Apply this questioning approach internally and
externally on a regular basis.
2 Continually go over the nature and extent of your current market
alliances, customers, suppliers and competitors and evaluate their
worth. Apply the SWOT analysis as above and identify
knowledge-based partnerships of advantage.
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