organisation leveraging knowledge through sharepoint 15-10-12
TRANSCRIPT
Copyright 18-6-12 revised 15-10-12 Page 1 of 4
Ph 0417419238 [email protected]
Organisations - Leveraging Knowledge Through SharePoint
Précis; Organisations need to align their corporate and governance systems to respond
positively to a fluid and variable markets. A key objective for organisations to remain
competitive is to know their product, at what price and their ability to negotiate this as close
as possible to the point of transaction with the customer, whilst ensuring risk is effectively
mitigated and controlled. This applies from small organisations to large multi-nationals
working across culture, language and differing expectations of the customer as to what
constitutes good business.
Effective organisational knowledge consists of its capability to integrate information with
experience and expertise to take effective and productive action. This assimilation is no
mean feat, as paraphrased; Organisational staff find with their current intranet /
information repositories they are drowning in information but starving for knowledge to
inform in a timely fashion their service to customers.’1
SharePoint2:- By Introducing a model of delivery where the knowledge behind services is
controlled ensures
organisational
agility and
competitiveness in
response to variable
and fluid markets.
The link between
controlled variation
and market
opportunity is based
on how
organisations
manage their
organisational
knowledge. This is
often the motivation
to migrate from
information
configured on
current intranet platforms to applications such as SharePoint.
SharePoint is a powerful intranet platform that supports management and staff of
organisations to work effectively in rapidly evolving markets.
1 Asia-Pacific Economic Cooperation, 2000, p.viii
Copyright 18-6-12 revised 15-10-12 Page 2 of 4
Ph 0417419238 [email protected]
Organisations Actively Managing Knowledge; For Organisations to compete within this
fluid and variable market requires a greater understanding of knowledge that is behind their
relationship with internal and external customers. Part of this is how organisations manage
error or the risk that leads to error which for the purpose of this paper is called
‘uncontrolled variation’. Mature governance and emerging governance systems of
organisations tend to see variation as error and attempt to actively control it as they have
minimal control of knowledge behind variation. Introducing a model of controlled variation
allows mature or developing governance systems of organisations to be adaptive and
increasingly competitive in response to variable and fluid markets. The link between
controlled variation and market opportunity is based on how you manage your
organizational knowledge.
The inclusion of specific language gives clarity to identifying opportunity that would
otherwise remain unseen. By identifying how knowledge impacts on risk opens up a body
of work that can be applied through applications such as SharePoint on how organisations
can manage knowledge to increase organizational agility. Particularly in a fluid and
variable market where variation is seen as opportunity because the underlying knowledge is
controlled. This approach enhances organizations to address the elements of organizational
agility and competitiveness, through their intranet platform utilising applications such
SharePoint.
Taking the above argument into context, organisations in developing competitive services
and products requires its decisions to be based upon knowledge that integrates information
with experience and expertise, to take effective and productive action as depicted in the
following cognitive map3.
Establish Presence
Practice Development
(Adds Value)
Sustains Business
Information exposed
To practice
Becomes
Knowledge Knowledge influenced
By values
Becomes
Wisdom
Culture defines
Brand
Brand influences
Market Share
Market Share becomes a reflection
Of customer expectations
Customer expectations
Influence research
Research
generates
information
Wisdom underpins
Culture
Strategic Partnerships
Cognitive Map © Walter de Ruyter
3 Cognitive maps (also known as mental maps, mind maps, cognitive models, or mental models)
Copyright 18-6-12 revised 15-10-12 Page 3 of 4
Ph 0417419238 [email protected]
Narrative:- The cognitive map, describes how knowledge sits within the governance
framework of organisations. Developing flexible organisational structures that are aligned
with the emerging paradigm of the knowledge economy increases the responsiveness of
organisations to adapt to rapidly changing markets.
The above cognitive map on knowledge is a visual support showing key markers that act as
a guide using information, knowledge and wisdom as a common thread that ties in the
essential elements of what makes a business successful. The purpose of these markers is to
facilitate the development of links between various projects and strategies that are designed
to enhance organisational brand and market share. The map is used as a conversation point
for developing sites and communities within SharePoint. Conversations points as to the
management of knowledge are particularly important for organisations that work across
culture and language so as to ensure that solutions are not prescriptive but customised to
local need.
Not unlike a puzzle each part is an essential element of successful organisations. From this
the various stakeholders within the organisation are able to identify what parts of the puzzle
in this cognitive map best reflects their role. Four elements that combine the jigsaw pieces
of organisational services; Sustain, Add Value, Establish the Business and develop
Strategic Partnerships. This positions organisations for growth supported through
SharePoint networks. From this stakeholders can create a narrative as to how their
involvement contributes to successfully providing services to clients.
Establish Presence
Practice Development
(Adds Value)
Sustains Business
Information exposed
To practice
Becomes
Knowledge Knowledge influenced
By values
Becomes
Wisdom
Culture defines
Brand
Brand influences
Market Share
Market Share becomes a reflection
Of customer expectations
Customer expectations
Influence research
Research
generates
information
Wisdom underpins
Culture
Strategic Partnerships
Cognitive Map © Walter de Ruyter
Copyright 18-6-12 revised 15-10-12 Page 4 of 4
Ph 0417419238 [email protected]
To give organisations first mover advantage, innovation theory is grounded on the belief
that the ensuing knowledge can be controlled and traded and has become fungible i.e. its
ability to hold and transfer its value. Effective governance is the framework where
knowledge managed through platforms such as SharePoint optimizes outcomes for services
both in achieving market share as measured in brand penetration and profit.
As to Organisations being competitive in a rapidly changing environment; how do you
balance risk through the entrepreneurship of developing new markets?
“Entrepreneurship is the pursuit of opportunity without regard to resources currently
controlled”4
Entrepreneurship as defined by Jon Burgestone in the above quote is at the high end of
being competitive and often associated with high risk. The key for organizations to be
competitive is to balance risk through the control of variation which is in sync with a fluid
and variable market. The outcome is the pendulum of risk management through governance
is in balance, whilst being competitive through the effective management of organisational
knowledge supported by platforms such as SharePoint. This approach frees up employees
to focus on high order practice enhancing brand and adding further value to services
received by internal and external customers of the organisation.
4 Jon Burgstone; http://www.inc.com/author/jon-burgstone Breakthrough Entrepreneurship