Where is the “Knowledge” for the Knowledge Worker? . Carl Ascenzo CEO & Consultant. Introduction.
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
CEO & Consultant
Companies go through great effort and expense to recruit, train and retain employees for operational jobs such as customer service and back office operations. Unfortunately important interpersonal skills such as professionalism, attitude, empathy and communication are often sacrificed for technical skills. Why? Because the challenge with technical competence often lies with the ability to memorize vasts amounts of information, complexity, multiple information sources and systems, and is further hindered by change, incomplete documentation, and flawed policies and procedures.
Technology has helped with the “work” component. Technologies such as automated call routing, interactive voice response, business process management and customer relationship management are a few examples. Companies should now focus on the “knowledge” part of the equation by proactively driving context-sensitive information to employees when, where and how they need it. Unfortunately most content and knowledge management systems don’t have this capability. Methodology and systems are now being introduced to compliment the work technologies, by providing real time knowledge deployment.
…for improved business operations performance is unrelenting and constant.
…limited qualified labor, more products/policies/procedures, new systems, increasing regulations, heightened risk management, accelerating change and complexity.
Stress & Turnover
Market Premium: No Book Value
Intangible Asset Book Value
Tangible Asset Book Value
…. intangible capital with no book value dominates value creation
Intangible Capital with No Book Value
(Customers, Vendors, Partners)
(Competencies, Experience, Skills)
(Processes, Information, Knowledge, Practices)
Business Process Management
Business Practice Guidance
Electronic Document Management
Speed to Information
< 1980 1985 1990 1995 2000 2005 2010 >
p a s s i v e v e r s u s a c t i v e
To navigate through complexity faster and accurately without disrupting underlying business and technology systems.
Business Practice Guidance is the capability to proactively drive real-time, accurate, context-relevant knowledge and information to employees when, where, and how they need it.
“Structural Capital”, particularly knowledge and business practices, is a largely untapped corporate asset.
For many enterprises…they do not think about complexity, its impact on customers or costs.” – Mark McDonald, Gartner.
Adults learn best by doing things, so providing learning at the moment of need is a highly leveraged technique. – Gloria Gery
Eliminating all complexity is not practical; dealing with it is not an option and needs to be a core competency for every organization. – Delphi Group
Business Practice Guidance, proactively drives accurate, context relevant knowledge and information to employees when, where and how they need it.
BPG is not Help, Search, BPM, CRM, CM or KM - BPG leverages these capabilities to increase operational performance.
CEO & Consultant