David Skyrme Associates



How To






I3 UPDATE / ENTOVATION International News
No. 26: December 1998


Global Knowledge Innovation Infrastructure (GKII) - Debra M. Amidon
- The Vision Takes Shape
- From Vision To Reality
- How To Participate
Knowledge Trading: But at What Price? - David J. Skyrme
MIT Alumni Knowledge: A New Source of University Wealth - Debra M. Amidon
Building the Knowledge Driven Economy: The UK Gets "On Message"
Snippet - Y2K Problems Continue to Unfold
Seasons Greetings - without the predictions!


Welcome to the last 1998 edition of I3 UPDATE / ENTOVATION International News, a free briefing analysing developments and key issues in the networked knowledge economy. This issue tells of the launch of a new initiative - the GKII (Global Knowledge Innovation Infrastructure), in which we look forward to your participation in 1999. In the meantime we wish you Seasons Greetings and a Happy New Year.

I3 UPDATE is also available by email. See the administrative information page.

David J. Skyrme
Managing Editor

GKII: The Global Knowledge Innovation Infrastructure:
The Vision Takes Shape

Debra M. Amidon

Everyone knows that it is easy to craft a lofty goal. Putting it into action is another story! Years ago, we established a vision of 'the world trade of ideas'. Over the past few years, we have tested the concept and are ready to put plans in motion.

"There is a world-wide recognition that intellectual capital is the most valuable resource we have to manage as enterprises, nations and society as a whole. There is also agreement that the flow of knowledge will enhance the standard of living in every country around the world. The Global Knowledge Innovation Infrastructure (GKII) serves as the underpinning for the internetwork for the creation and application of new ideas."

'Innovation for the Knowledge Economy: The Ken Awakening' (1997)

Several have reviewed the ENTOVATION Timelines which provide one view of the roots and vision of the movement. Now, thanks to the technical assistance of Margaret Logan, Gutenberg Internet Services (http://www.gutenberg.com) and sponsorship by Charles Armstrong of Know Inc. (http://www.knowinc.com), an updated version of the entire timeline - Hindsight, Insight and Foresight - is available - http://www.entovation.com/timeline/timeline.htm (it's 300K but loads in sections).

That vision is now on the way to becoming reality. In November, The Banff Management Centre in Alberta, Canada (http://www.banffmanagement.com), in collaboration with ENTOVATION International held the launch event for the Global Knowledge Innovation Infrastructure (GKII).

What is the GKII?

GKII is an exciting initiative to build the foundation for innovation and prosperity in the 21st century knowledge economy. It draws together people and organizations from different industries, different functions and different geographies in a collaborative programme of learning, research and practical action.

At Banff, representatives from different industries, from North America and Europe started to build these foundations through an 'Enterprise Innovation and Knowledge Leadership' Practicum, which involved a hands-on approach to the dimensions of the new economy and its implications. Fred Belair and Blaine Kennedy from Ken-Bel-Tek Innovations provided the site selection as well as assistance in the overall program design.

Participating in the discussions were three ENTOVATION Fellows - Eunika Mercier-Laurent (the Fellow for Market Intelligence), Larry Todd Wilson (founder of LearnerFirst who shortly will release the software version of ENTOVATION's Knowledge Innovation assessment and Fellow for Knowledge Products and Services) and David Skyrme (Fellow for Information and Communications Technology).

GKII: From Vision To Reality

Five Practical Steps

1. The Practicum at Banff represented the start of a series of practical actions that will eventually build the GKII. The Practicum, which will be repeated at intervals in 1999 as more participants join the initiative, took place over three days:

Day 1: The Knowledge Value Proposition: the fundamentals of the knowledge economy; 5th generation management; the 'Community of Knowledge Practice'.

Day 2: Knowledge Innovation Strategy: participating enterprises calibrated their position based on the ten dimensions of knowledge innovation strategy.

Day 3: A Future Based on Innovation: Shaping of the GKII Research Agenda.

The other four activities currently envisaged are:

2. An 18-month GKII Research Program (early 1999 - May 2000). This will involve leading theorists and practitioners from around the world, who will analyse the implications the dimension of knowledge innovation by function (profession), sector, industry and region of the world. Throughout the emphasis will be on action research, with results that can be immediately applied in participating organizations. An evolving knowledge base will be developed using the best knowledge management techniques and technologies.

3. Roundtable of 'Innovators from Around the World' (June 2000). This provides preparation for the Congress and will involve knowledge leaders representing 40 nations across the globe. The Roundtable will discuss the results of the research program, explore how various countries are adapting to the new economy and highlight innovation opportunities to accelerate and enhance the international innovation agenda.

4. Knowledge Innovation Awards Programme (June 2000). These Awards will recognize excellence at human endeavors, particularly innovative endeavors that are globally relevant.

5. First biennial Worldwide Knowledge Innovation Congress (June 2001). This Congress, focused on innovation will have many different types of events with leading theorists, practitioners, political, organizational and business leaders in keynote, plenary and workshop sessions.

These are preliminary plans and will evolve as the initiative gets under way. Precise details will be developed by a steering committee that includes GKII organizers and Founding Member Sponsors.

The Banff Management Institute

"Make no small dreams; they hold no magic to stir men's blood"

(vision embraced by Don Cameron, of the Banff Centre for Management)

The kick-off for the GKII would not have taken place without the generous support of The Banff Centre for Management, and its Director Doug Macnamara. The Centre is Canada's leading body in the provision of leadership and executive development. It is part of the Banff Centre, whose world reputation is based on the creative bridging of the arts and management in its mountain setting. This fusion of disciplines provides an ideal locus for innovating global futures.

The stimulating atmosphere at Banff did indeed help the early participants to dream big, and create a new vision. But many global initiatives start from small beginnings. The dream of those who initiated the GKII is:

"What Davos has become to productivity and competition, Banff will become for innovation and collaboration".

You can help this dream come true and have a stimulating and rewarding journey while doing so.

How To Participate

Membership opportunities are offered at several levels:

  • Bronze - participation at events, event publications
  • Silver - adds participation in event marketing, research publications
  • Gold - adds places on research committees, participates in research, early access to results
  • Platinum - and foundation Sponsorship, seat on advisory committee.

In addition to overall memberships levels there will be specific sponsorship opportunities for specific activities - events, publications, web pages etc. Sponsorship opportunities will initially be offered to participating organizations holding higher levels of GKII membership.

The overall intent is to structure the dialogue on the implications of the knowledge economy with a common language, rigorous methodology and shared purpose. In the process, we will gain some systematic insight about best to operationalize these knowledge concepts for shared prosperity.

For further information, please contact:

Debra M. Amidon, Chief Strategist at ENTOVATION International.
Tel +1 978 988 7995 Email: debra@entovation.com
Doug Macnamara, Vice President, The Banff Centre for Management.
Tel: +1 403 762 6231 Email: doug_macnamara@banffcentre.ab.ca

Web Pages (from Jan 1999): http://www.gkii.org

Knowledge Trading: But at What Price?

David J. Skyrme

In I3 UPDATE No. 20 I suggested ten trends in knowledge, several of which involved the development of online knowledge markets. What knowledge markets exist and how are they evolving?

The basic truth is that one or two ambitious ventures have slipped behind original schedules, although knowledge shop (http://www.knowledgeshop.com) is still expecting to come online "soon"! But there are many examples of knowledge trading around us, that may give clues as to how knowledge markets will develop. Consider:

  • Recruitment Agencies. These deal with the trading of human capital. How well individuals transfer their knowledge once 'ownership' has been transferred is another matter. Some recruitment web sites (aiming to automate links between companies and individuals) have folded, but others, like http://www.careermosaic.com have moved towards a specialist portal status, offering hints on writing CVs, giving links to recruitment fairs etc.
  • Management Consultancies. Their business is knowledge, but they are increasingly packaging it, both for internal use (on their intranets and Knowledge bases) and externally, such as Arthur Anderson's Global Best Practices and Ernst & Young's ERNIE.
  • Problem Solving Brokers such as Teltech Resources of Minneapolis. They have a network of experts and a thesaurus of knowledge domains. As clients call in with problems a knowledge analyst can help find experts who can solve their problem.

There are in addition,

  • Electronic communities, many of which have a trading element, such as Geocities http://www.geocities.com
  • Online events, either synchronous (such as in a Webcast) or asynchronous, such as in the Knowledge Ecology Fair (see I3 UPDATE No. 16)
  • Information providers offering 'knowledge' on a pay-per-view or subscription basis, such as Dialog or FT Profile or http://www.newsedge.com for general news
  • Auction or brokerage sites that link buyer and seller, and allow online bidding. http://www.autobytel.com and http://www.agriculture.com
  • Markets in intangible products, such as financial futures, patent licences, copyrights etc.

A particular example of a new market in a specific form of knowledge is that of integrated circuit (IC) designing elements. In project Alba, supported by the Scottish Development Agency, companies like IBM and Cadence have built an online trading infrastructure, where IC designers can find out if certain functional designs exists, and if so buy license rights to use these "blocks of virtual intellectual property", rather than design their own.

Key Characteristics

There are therefore many types of "knowledge trading" that already exists. The main differences are in:

  • what is being sold: information ('explicit' knowledge in large or small blocks) or some other form of knowledge (people, access to expertise, intellectual property, online consulting)
  • the location of the marketplace (web site, private network, traditional
  • how price is set (by seller, by auction, one off subscription, by item of knowledge)
  • how potential buyers identify and qualify what they need (via analyst, search engine, catalogue)
  • how payment takes place (offline vs. online)

With global connectivity thorough the Internet, it should be possible to trade many different types of knowledge in a cost-effective way (for many transactions the cost of an online transaction is a tenth of that of traditional means). But for this to happen on a wide scale there needs to be some well developed infrastructures, that are well understood (they may be different to conventional trading, which is why metaphors are quite common on the net). Today, finding what you need and having confidence that it is value for money is rather a hit an miss affair.

I suggest that a good knowledge market needs the following features:

  • A well organized knowledge schema - so you can quickly visualize the context and find what you need. It can be backed up by search engines, but these should allow search on field such as date, owner, subject.
  • Good description of knowledge content - to quickly qualify whether what is found is what you really want
  • A sampler (try-before-you-buy) or validation mechanism. This can be incremental pricing (starting with free samples) or some quality criteria by an accreditation authority (this is especially needed where the knowledge is more tacit), or credible testimonials.
  • A fair and transparent pricing mechanism. At the moment you can find some items on the net that cost tens of dollars at one URL and are free at another! Perhaps there is a role here for consumer meta-guides.
  • Simple and easy payment, including micro-payments for small value items (e.g. for the $1 sampler)
  • Mechanisms for tacit knowledge exchange between buyers and sellers AND different buyers. This could be through Web conferencing, but also parallel Internet phone channels (e.g. talk with a representative over the next while viewing their page).

Of all of these, pricing will pose one of the trickiest challenges. The value of knowledge depends on context - the same knowledge may have high value to one person but little value to another. It also generally increases with human value-added, but this is difficult to judge in advance. Therefore we need price mechanisms that are context (market segment and situation) sensitive (a bit like aircraft seats where two passengers sitting next to each other have paid widely different prices). There is also a trend to "information is free" (the UK has its first free Internet service funded through advertising and phone charges) - so what commands a positive price?

With mechanisms such as those listed above, knowledge flows will improve, the buyer community will be more knowledgeable and the seller gets feedback on products and develops closer relationships with their customers and buying communities. Today, there are elements of each of each on many online sites, but we still have a way to go before these elements are integrated and before each of us can easily buy and sell our knowledge online. However, according to one organization who is working on some of these challenges, "The Future Looks BRIGHT" (http://www.bright-future.com).

See Also Insight No. 6

MIT Alumni Knowledge: A New Source of University Wealth

By Debra M. Amidon, ENTOVATION International Ltd.

The Challenge

The 1980's provided an explosion of industrial education programs, including institutes, distance learning, center for leadership and learning and corporate universities. Most organizations have launched programs under the Chief Learning Officer (CLO) or Chief Knowledge Officer (CKO) or reasonable facsimile. The 1990's represent evidence that the concept expanded with learning theories, cross-functional teamwork, electronic media and virtual organization structures.

Advancements in technology have revolutionized education delivery systems enabling Intranets and the Internet to provide 'real-time' links to both archived and newly created knowledge. With the dawn of the knowledge economy comes the realization that learning occurs - must occur - continuously with every interaction, both human and electronic. The challenge is two-fold: How best to elicit the tacit knowledge which often is dormant in individuals; and (2) how to catalyze the collective organizational knowledge across functions, business units and stakeholders outside the enterprise. And so, now the spotlight is on intellectual capital, learning and prosperous innovation.

What, then, is the evolving role for the University in the knowledge economy? It is only a node - albeit important node - in the learning network. Faculty members are becoming mentors, coaches in the learning process - not necessarily the content experts in a given field. Students are gaining increased exposure through industrial placements and research and are bringing insights back to the campus often before research findings can be published in the traditional academic press. Even the action research activities of major consulting firms, intelligence organizations and professional societies resemble the framework and methodology of academic research.

The knowledge movement has progressed significantly such that students - both matriculated and on-the-job learners - have access to a plethora of informative Web sites, electronic dialogue forums, topical seminars and conferences, on-line training courses, and more. The Knowledge Ecology Fair, the Open University) and the Knowledge Ecology University were inevitable outgrowths of the critical mass of theorists and practitioners represented in the 'community of knowledge practice.'

Innovate the Academic Community

In response to the opportunity, MIT administration and faculty have developed a rigorous approach to bringing the experienced alumni back to the campus and bringing the campus to the learners. In the 1998 Executive Education Convocation, the Sloan School of Management reconvened graduates from around the world in a 3-day event entitled "The Networked Society: Implications for Management Practice." In the welcoming address, Richard L. Schmalensee, the new Dean, that this meeting was to produce 'your return on your investment - deepening a shared network and an endearing partnership.' It is intended to help executives keep pace with a volatile environment, to encourage connections across the time bonds and to solicit suggestions as possible changes in what is taught, how it is taught and how we might better use technology.

The Sloan population represents 16,000 graduates in 86 countries. Through a variety of traditional alumni programs (e.g., clubs, directory, career services, magazines et al), the Institute keeps alumni up-to-date. This year, things were different. Through the launch of their Web site producing free e-mail forwarding service for all MIT alumni, the Institute now seeks to learn from and link alumni and their organizations worldwide. The strength is in the exponential growth of the connections. It is not just a matter of doubling or even tripling the numbers.

The innovation does not stop there, however. This year's program included presentations from two CEO's and former Sloan Fellows who articulated the concepts of the knowledge worker, the knowledge enterprise and the knowledge economy.

Mr. Bruce Bond (SF '83), President and CEO of Boston-based PictureTel, Inc used a series of classic books to illustrate his core messages. For instance, he referenced 'A Wrinkle in Time' as he described the transition period between one era to another in which the old rules do not apply and the new ones have yet to be invented. He suggests that the change is three-fold: evolutionary (taking time, revolutionary (happening swiftly) and devolutionary (the compounding effect of people working together). Using another book - The King's Chessboard - he described the 'power of the double'- Moore's Law taken to 2015, we will have gigaburst computers. Indeed the technology is enabling the network, thus equal to the square of the number of people who are connected. Imagine the power of the Sloan alumni network if properly harnessed and leveraged.

Bond closed by celebrating the individual, as did Ayn Rand in 'Atlas Shrugged'. In previous economies, land, capital and people were valued as commodities. In the Knowledge Age, the 80/20 rule applies and must be factored into the new value proposition. The knowledge worker does not work for you, is an individual entrepreneurial entity, knows more than the boss, owns the means of mass production and is not motivated by money alone. How, then, does an organization value and reward in ways that create economic results? In the end, it is the ability of people to interact with others. "The future is not foreseeable. It is unknown - you forge it - putting in place paradigms and metrics to move the world forward."

Gerhard Schulmeyer (SF '74), President and CEO, Siemens Nixdorf AG, outlined the operational challenge in a session entitled "Organizing for the Knowledge Business." All participants received copies of The Roadmap to Success - the corporation's guidepost for the transformation. He scoped on the factors forcing a new balance between institutions: Liberalization, Velocity, Globalization leading to Rising Complexity.

He suggested a 6-Step Process:

  1. Starting with customers - working outside in.
  2. Changing the way we work together - through culture change.
  3. Laying the foundation - baselining the units.
  4. The matrix organization - the new structure.
  5. The SNI vision - sets the strategic framework.
  6. Paradigm shift in HR - individual initiative is what counts.

The knowledge Age is one of managing uncertainty - not managing certainty. He detailed the changing needs of a knowledge-based business transitioning from a focus on normative and routine to connectivity and competence. The economic value of knowledge is not based in ownership, but in transaction (i.e., how the knowledge is applied or put to use). He described the shift toward a more 'relational' organization structure as opposed to patriarchal, hierarchical, or even entrepreneurial. He did not underestimate the importance of - or the difficulty in - establishing a shared vision across the enterprise.

Dr. Rudi Dornbusch, MIT Professor of Economics and International Management, provided a timely economic analysis commenting on the Japanese recession, the backlash of economic reform in Russia, the budget deficits of Brazil and the current success in the US. He forecasts that Europe - in spite of their current problems and because of their rigorous programs to address the issues (e.g., the Euro currency) - will rise to world leadership in the next 10-15 years. They are asking the right questions and dealing with the right issues positioning themselves as a formidable region in the global economy. He also projects the rise in China's leadership thereafter in the next 20-30 years. Although he is an economist by trade, his projections are based largely upon what might be considered 'intangible value' by today's knowledge practitioners - such as the ability to integrate in a world economy, the changing political systems, revamped organization structures and more.

Several other academic professors and Sloan Fellow graduates provided seminars on various facets of the knowledge innovation community. Examples include: "Visualizing Opportunity in the Knowledge Economy (Debra M. Amidon, SF '89, "Adaptive Management" (Arnoldo Hax), "Innovation in an Increasingly Dynamic World (Rebecca M. Henderson), "Entrepreneurship at MIT" (Kenneth P. Morse), "Using Strategic Alliances and Corporate venture capital" (Edward B. Roberts, "So You Want to Change Your Corporate Culture?" (Edgar H. Schein), "Rethinking Leadership" (Peter Senge), "Strategies for a New economic Game in the 21st Century" (Lester C. Thurow), "Survival Strategies in Fast Changing Industries" (James M. Utterback), "Emotional labor and Identity" (John Van Maanen) and "Methods for Developing Breakthrough Products and Services" (Eric von Hippel). Audiotapes are available through Cambridge Technologies in the United States (617.547.5690).

In fact, Jay Forrester in his presentation - "System Dynamics: Present and Future" announced that there is Web site at MIT (http://sysdyn.mit.edu) where one can find a Road Map Series, including a self-study guide to systems dynamics, designed by the Creative Learning Exchange. They have discovered that although designed for K-12 age group, 2/3 of the 7,000 visitors each week is using it for corporate education!

Finally, the MIT Sloan Management Review provided copies of the recent issue featuring articles on transforming IT, product platforms, virtual office, IT outsourcing, a leveraged learning network and managing information as a product. Several classic reprints were available (e.g. Senge's "The Leaders New Work: Building Learning Organizations") in addition to articles from other publications and working papers - all in the interest of knowledge sharing. In fact, alumni were encouraged to make submissions to the Review for publication.

There are a variety of ways that alumni can be reconnected to the Institute - electronically, through multiple conversations, involvement in research projects and through the print media. Perhaps this is one way for academic leaders to learn real-time about learning innovations that will service their constituency.

The academic environment of tomorrow is certain not to look like today. In fact, it may not even resemble today. But where might collaborative learning take us all?

Building The Knowledge-Driven Economy:
The UK Gets "On Message"

David J. Skyrme

It was less than two years ago that Debra and myself visited the UK's Innovation Unit (part of the DTI - Deptartment of Trade and Industry) to discuss knowledge and innovation. They listened politely, but left us with the impression that it was not relevant to their mission and we were "off message" (certainly they never called us back!). What a difference year (or so) makes! A new government and the publication last week (17th December) of a UK Competitiveness White Paper called "Towards the Knowledge-Driven economy" (downloadable from http://www.dti.gov.uk/comp/competitive/summary.htm

Knowledge - "The Big Idea"

Newspaper reports that Trade and Industry Minister Peter Mandelson* has been heavily influenced by Peter Drucker and a visit to Silicon Valley. The White Paper clearly identifies the need "to create an economy that is genuinely knowledge-driven", and that the UK's distinctive capabilities "are not raw materials, land or cheap labour" but "knowledge, skills and creativity". Examples of Britain's leading position in media, entertainment and financial services as knowledge-driven industries. It stresses the importance of innovation.

It identifies a key role of business as the "need to identify, capture and market the knowledge base that drives all products and services" and government's role as:

  • investing in CAPABILITIES - to promote enterprise and stimulate innovation
  • catalyse COLLABORATION - to help business win competitive advantage
  • to promote COMPETITION by opening and modernizing markets.

75 Commitments

The report is well structured, well written and contains good analysis. It even has ENTOVATION style radar charts to plot Britain's position along various competitive benchmark indicators! To back up the analysis the government makes 75 specific policy and action commitments. These include:

To Build Capabilities:

  • a £1.4bn ($2bn) investment in the science and engineering research base through the Wellcome Trust.
  • reward universities for interaction with business
  • develop entrepreneurial skills starting with schools, students and university researchers
  • creation of an Enterprise Fund

To Catalyse Collaboration:

  • fund 'Fit for the Future', a campaign on sharing best practice
  • support for regional competitiveness activities
  • create an environment for creation of business clusters

To promote Competition:

  • reduce burdensome regulation
  • crack down on uncompetitive behaviours
  • press for removal of international trade barriers
  • make the UK a global hub for electronic commerce.

It also lists ten actions that government will do to improve its own innovation. One of these is the setting up of an Enterprise and Knowledge Management Unit in the DTI (hooray!). In addition there will be a strong move to government services on line and the Future Unit will "champion the knowledge-driven economy".

It sees the transfer of best practice as perhaps the single most important action. Britain must "learn from the best in the world". If we did this could boost the economy by over £60bn.

Achieving Change?

As with many enterprise programmes, the White Paper recognizes that changing the culture is key but difficult. The UK needs to create and entrepreneurial culture; there is a need to "shift the business mind-set", and that business failure should not attract the stigma it currently odes. This is how I, as a participant in the global knowledge economy, judge its impact - by actions (of UK government department and UK institutions) - not words.

Generally the White Paper is "on message". Occasionally a few phrases or actions listed in the White Paper "jarred". It talks of financially supporting high technology industry but does not specifically say "know-how" industries. It dismisses in two paragraphs the vital needs for creating and converting ideas into commercial products and services. It talks of building capabilities in science and engineering, but not management.

The phrase "on message" comes from the government practice of giving all Labour Members of Parliament pagers, which display the party line on key policies and news developments to keep their followers "on message". So perhaps these pagers will in future keep displaying "tell them about knowledge innovation"!

Since first writing this piece, Peter Mandelson has resigned from office.

See A Reader Replies


8-9 January. Knowledge Management and Organizational Learning, San Francisco. The Conference Board and IBM.

20-22 January. 20th Annual McMaster Business Conference, "The 3rd World Congress on the Management of Intellectual Capital".

8-12 February. - Knowledge Management Series, London, including Knowledge '99 & E-Business '99 Exhibition. Unicom.

24-25 March 1999. Knowledge Management: The Information Management Event, London. Learned Information.


Y2K. Problems Unfolding as Predicted

Trend Monitor's monthly bulletins continue to highlight unresolved problems. November 1998 - "As companies and organisations begin tackling the computer bomb, they find the situation worse, more complicated and more expensive than they expected." Geoff Unwin, VP, Cap Gemini. December's bulletins mentioned problems in the nuclear industry.

The bulletin concludes: "The main implication of this analysis for European, East Asian and "Third World" countries is that the time frame for creating both public awareness of the significance of the trouble and for taking remediation action will be even shorter than in the US and the UK. Contingency planning is a much more immediate priority. As the deadline date approaches, the policy of spurious re-assurance will inevitably become increasingly untenable. Since in many cases, it is simply too late to guarantee that the problems will be fixed, businesses and communities will have to start preparing immediately for anticipated consequences. The Y2K community sustainability movement in the US is already acting to make people aware of means of ensuring their most basic needs, such as food and water."

The full bulletin and regular updates are at http://www.trendmonitor.com

Seasons Greetings

We sometimes do predictions for the future, but as has been evident from the strong developments this year:

  • The future is increasingly unpredictable. Therefore, think about:
    • broad trends, such as the Momentum of Knowledge (our New Year edition will contain an update to the most popular page on the ENTOVATION web site http://www.entovation.com/momentum/momentum.htm
    • alternative scenarios e.g. suppose that the Gartner Group and other analysts are wrong in their Internet commerce forecasts.
    • how we ever got into the Y2K mess, and what is next such 'mess' we will create for ourselves! But so as not to be too gloomy...
    • what from our past and recent past we can celebrate and build upon to make a prosperous future?

  • You will be ever more dependent on mobile phones, portable computers and the Internet, and for 95 per cent of us - Microsoft software (if you're not, tell us about it!),

  • There will be more knowledge around in 1999 - how useful it is, and how you find it and use it effectively will be one of your personal challenges.

  • Interactions between different systems will continue to increase interdependencies around the globe.

But perhaps the most certain prediction is that your future is largely in your own hands (or should I say minds).

Therefore over this holiday season - think, reflect, and plan yourself a prosperous 1999. May the knowledge be with you.

Seasons Greetings from David and Debra.

© Copyright, 1998 David Skyrme Associates Limited and Authors - All rights reserved.

This newsletter is copyright material. In the interests of dissemination of information, forward circulation is permitted provided it is distributed in its entirety including these notices, that it is not posted to newsgroups or distribution lists and that it is not done for commercial gain or part of a commercial transaction. For other uses please contact the publisher.

I3 UPDATE / ENTOVATION International News is a joint publication of David Skyrme Associates Limited and ENTOVATION International Limited - providers of trends analysis, strategic advice and workshops on knowledge management and knowledge innovation®

Email: info@skyrme.com    debra@entovation.com
Web: http://www.skyrme.com    http://www.entovation.com

® Knowledge Innovation is a registered trade mark of ENTOVATION International.