- However, “idea brokers are rarely able by themselves to mobilize the organizational support and resources necessary for execution.”
- For implementation, a different sort of person is needed €” someone with deep cross-divisional relationships. Such deep relations “enable the exchange of fine-grained and tacit information, help actors navigate the unfamiliar terrain of partner divisions, and allow cohesiveness to build within the network, increasing trust and reducing intergroup rivalry.”
- Tushman recommend a two-pronged approach:
- Invest in both idea brokers and in people with deep cross-divisional relationships.
- Develop the skill needed for encouraging and overseeing informal networks. In particular, “executives must proactively manage the transition between discovery of a collaborative opportunity and execution of a cross-divisional project. They can do this by selecting people for important positions on the basis of not only their skills and prior experience but also the nature of their social networks.”
Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.
- Peter Drucker suggested in 1997 “the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries
- SNA highlights who the critical resources are in the organization beyond knowledge, skills, and abilities. This insight might help with leadership identification, trust issues, communication strengths / deficiencies, or innovation skills that are intangible and hidden in most organizations.
- It is critical to an organization to know who the key contributors are in the organization. It is important to identify these knowledge workers and map their connections.
- Social networks develop naturally and are built based on trust. These networks share tacit knowledge; the knowledge in people’s heads that is not captured by company processes and procedures.
As long as software is viewed as a expense that must realize short-term returns, corporations will be paying over and over for similar business function without the benefit of reuse. You will never make that shift from what we presently call management of information, viewed as technical efficiency, to an asset management perspective. The expense of acquiring information capabilities must change to become a means for gaining knowledge capital.
1. How does one put a value on the value of knowledge?
2. What do you call it after you recognize that knowledge in your enterprise has value?
3. And how do you use knowledge as opposed to indiscriminately discarding it as an asset?