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Knowledge and Accounting. Hubert SAINT-ONGE. Chief Executive Officer, Konverge Digital Solutions Corporation Canada. Knowledge and Leadership in the 21 st Century. presented by Hubert Saint-Onge. Intangible Assets. Financial Capital. Tangible Assets.
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Knowledge and Accounting Hubert SAINT-ONGE • Chief Executive Officer, • Konverge Digital Solutions Corporation • Canada
Knowledge and Leadership in the 21st Century presented by Hubert Saint-Onge
Intangible Assets Financial Capital Tangible Assets the building blocks of the enterprise... ...in addition to financial capital, the capital of an enterprise is made up of both tangible and intangible assets The Enterprise as a whole
the emerging prevalence of knowledge capital... Industrial Knowledge 1 2 20% 70% Intangible Assets 10% 10% The Enterprise as a whole Financial Capital 70% 20% Tangible Assets
the components of knowledge capital... …knowledge capital is the sum of human, structural and customer capital Intellectual Capital Human Capital Structural Capital Customer Capital The Enterprise as a whole Financial Capital Tangible Assets
customer capital is key to financial performance… Financial Capital Human Capital Customer Capital Structural Capital
human capital: the new social contract… • Personal Responsibility Contract • authority within • supports self expression • commitment, passion, motivation, energy comes from within • Entitlement Contract • submit to authority • deny self expression • sacrifice now for an unstated future promised benefit • In the knowledge era, the social contract has irrevocably shifted from “entitlement” to “self-initiative”. • In this new contract, everyone becomes a “business of one” where their capabilities are the most important assets they own • The relationship between the individual and the organization is based one’s commitment to create value in exchange for the opportunity to enhance capabilities.
Leadership ... the manner in which individuals choose to exercise their responsibilities structural capital: the elements of organizational capability Systems Strategy Culture Structure
the culture of an organization shapes its charcater in the market place your culture can make or break your business the impact of culture on the viability of an organization...
customer capital: the fundamental choice for branding The knowledge model The commodity model Customer Strategy • focus on robust processes, seamless integration of legacy systems and efficiency for low cost provider status • focus on customer relationship, mass customization and knowledge exchange to generate customer loyalty to brand Customer Experience • customers have low search costs to find competitive quotes • loyalty is not a factor, the switching costs for commodity products are low • customers are looking to form trust relationship with providers to ensure long term benefits • they want to be known and to be given solutions that fit their context Role of Knowledge • knowledge is used to reduce transaction costs by seeking and replicating best practices for efficiency • knowledge exchange with customer is central, provider and customer learn more from one another with each transaction
… shaping culture is about bringing together three elements into one definition of the corporate character …customer capital and culture what we stand for now... what we are striving to be in the future... brand positioning...
membership experience customer experience the brand promise the character of the firm … a meaningful approach to branding Values and culture serves as a key platform for enacting a meaningful branding that will shape the overall character of the organization external internal values, culture and leadership principles delivering on the brand promise
the exchange of knowledge builds these three stocks… Human Capital individual capabilities knowledge value creation Customer Capital customer relationships Structural Capital organizational capabilities
... the open exchange of knowledge is key to managing risk Societal/Reputational Capital Human Capital individual capabilities Risk Management knowledge value creation Customer Capital customer relationships Structural Capital organizational capabilities
knowledge value creation: creating conductivity Transfer Changes in how value is created for the customer Gather information Learn Act from a variety of sources... meetings interaction with customers exchanges across organizations self-directed learning
…leveraging organizational knowledge Sum total of knowledge for building customer value by any one individual with Organizational Knowledge Personal Knowledge without a knowledge strategy
Organizations that do not give appropriate attention to their knowledge capital sub-optimize their performance potential because they either... leak knowledge or impede knowledge transfer the inability to leverage knowledge in the firm...
the profile of an organization that leaks knowledge... dis-intermediated into a commodity game mistakes are repeated Human Capital individual capabilities dependence on key individuals can’t keep up with market leaders competing on price work gets duplicated Customer Capital customer relationships Structural Capital organizational capabilities customer relations are strained slow to introduce new solutions good ideas don’t get shared …organizations waste their knowledge capital through the leakage of knowledge knowledge value creation
an organization that impedes the exchange of knowledge... issues are not addressed integrity/trust deteriorates everyone’s values/ethics are compromised issues pile up without resolution Human Capital individual capabilities management goes under siege Customer Capital customer relationships Structural Capital organizational capabilities conversations are suppressed fear becomes the prime motivator people cut corners to keep up performance …organizations that suppress the exchange of knowledge become less transparent or opaque and less open to internal scrutiny everyone knows but no one talks knowledge value creation
Vision …I lead to make it happen Coherence … I stand for what I believe Reliability … I do what I say … I mean what I say Honesty …leadership that shapes a culture of integrity …levels of leadership integrity …the swamp
leadership is the energy that brings about integrity … vision targets systemic view self interest “silo” view service safety courage
Give as much attention to your knowledge and intangible assets as you do to your tangible and financial assets Don’t go technical and feed the leadership deficit: exercise the strength of your leadership to build the character of your organization Model and stand for a values-centred vision of the firm Build a worthwhile brand that is lived both externally and internally Foster open discussions of issues and provide legitimate platforms for the escalation of conflicts/issues Engender active partnering Leverage systematically the knowledge of your people to build the firm and create value for customers what should you do about this...
