1、1Dr. Charles M. SavageKnowledge Era Enterprises, Inc.Cable & Wireless OptusMelbourne, October 28, 1999 AgriculturalIndustrialKnowledgemSharing of logsmSuperstition: Unlucky to go out twice with the same crewmKnown split of profits from the trip Person APerson BLaborHandsKnowledgeHeadsCapital: Mo

2、ney & MachinesLand & ResourcesLaborHandsKnowledgeHeadsCapital: Money & MachinesLand & ResourcesLaborHandsKnowledgeHeadsCapital: Money & MachinesLand & ResourcesLaborHandsKnowledgeHeadsCapital: Money & MachinesLand & ResourcesLaborHandsKnowledgeHeadsCapital: Money &

3、; MachinesLand & ResourcesEconomy ofScarcityEconomy ofAbundanceDynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan & Norton, 1988What investments in our customers bring them excellentresults?How can we better organize our knowledge?How do we leverage the valueof our customers

4、 knowledge?How can we use ours and ourcustomers knowledge moreeffectively?Innovating with our customers!Inventory Turns =Cost of Goods Sold for YearAverage Inventory for YearKnowledge Turns =Ability to Build Upon others Capabilities*Level of Distrust*Others Capabilities = Individuals, Functions, Lin

5、es of Business (LOBs), Suppliers, Customers and Customers Customers0.1 0.5 1 5 10Finding Faults Finding Strengths Trust Distrust =Individuals:Functions/Departments:Lines ofBusiness:=Suppliers/Partners:Customers:CustomersCustomers:50.5100 01 12 23 34 45 56 67 78 8Indi vi dualIndi vi dualFuncti onFunc

6、ti onLO BLO BSuppl i erSuppl i erC ustom erC ustom erC of CC of C 0 0101020203030404050506060707080809090100100Indi vi dualIndi vi dualFuncti onFuncti onLO BLO BSuppl i erSuppl i erC ustom erC ustom erC of CC of CPossi bl ePossi bl e mI find little trust in the organizationmOthers are always looking

7、 for my weaknesses mMy intellect & emotions are not valued mRelationships are not importantmValues (trust) are keymI must discover others capabilities & aspira- tions to build uponmWe excel in teaming our competencies to seize opportunitiesmLearning enhances earningsTangible AssetsVisible Fi

8、nanceCashARPPEExternalInternalPersonalCompetenceShort-term DebtLoansStock EquityInvisible EquityObligationKarl-Erik SveibyFinancial FocusProcessFocusCustomerFocusHuman FocusRenewal & Development FocusFinancialCapitalHumanCapitalCustomerCapitalInnovationCapitalProcessCapitalOrganizationCapitalStr

9、ucturalCapitalIntellectualCapitalMarket ValueABCCulture of MistrustCulture of DevaluingSupplierCompanyCustomerCustomersCustomersSupplierCompanyCustomersProblems & NeedsAspirations & OpportunitiesSupplierCompanyCustomersCustomersCustomersNeedsAspirationsTransactionsOpportunitiesSupplierCompan

10、yCustomersCustomersCustomersCompanyCustomersSuppliers/PartnersCustomers CustomersSkandiaEnd UsersFunds ManagersBrokersWholesaleAnnuitiesManageFundsSellAnnuitiesInvest inFutureSelectEventsUncertainFutureStudy84SkandiaEnd UsersFunds ManagersBrokers240085,0001.5 Million “x”TransactionsProduct Solutions

11、Business SolutionsMass CustomizationPartneringDynamic Teaming,Virtual Enterprising &Knowledge NetworkingStructuralCapitalHuman CapitalCustomer/SupplierCapitalDynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan & Norton, 1988 Your Company in 2001?+ / “ X “ProcessesFinance Lear

12、ning CustomersImaginativeSystemic(Context Giving) OperationalInterpersonalInter-Organiza-tionalValues Subtracting ValueIndustrial EraDivision &Subdivsion of LaborDistrust &DevaluingFollow InstructionsSWOTProcessesFinance Learning CustomersImaginativeSystemic(Context Giving) Values Multiplyin

13、g ValueKnowledge EraOperationalInterpersonalInter-Organiza-tionalBenchmarking& BenchbreakingDialoguing &Innovating withCustomersTeaming &AlliancingRedefing Rules &Seizing OpportunitiesIntelligence and knowledge with unique insights your competitor cant envisionInnovative products wit

14、h superlative value your competitor cant createInnovative processes with extraordinary speed and efficiency your competitor cant matchHigh integrity relationships with superior collaboration and loyalty your competitor cant achieveGlobal Creativity1.Build upon energy & strengths through a culture of trust (Clear Values and Guiding Principles)2.Seize opportunities through strategic dialogue with suppliers & customers (Dynamic Teaming)3.Team capabilities and aspirations to grow