a free monthly briefing on the knowledge agenda
|No. 51||June 2001|
This month we ask how grounded your knowledge strategy is in reality. We also have reports on the Global Knowledge Partnership conference in Kuala Lumpur and on other international developments.
Why do so many well written, seemingly sensible knowledge (management) strategies get thrown out, or not given the resources they need to be carried out? Strategies are approved by executive boards and yet one year later are going nowhere. What goes wrong?
Three years after the Canadian government and The World Bank hosted the first Global Knowledge Conference in Toronto in 1997, the Global Knowledge Partnership (GKP) -- formed in the wake of that meeting and now numbering over 60 organizations -- continued the dialogue for a week in Kuala Lumpur, Malaysia. Find out what happened.
SPECIAL FEATURE No. 2
Are intangible assets and knowledge capital the real drivers of value in corporate enterprises? Baruch Lev of New York University says, '... it's the investments in R&D, Internet applications, human resources, and customer acquisition that drive the performance of companies now. And there is no indication of the value of those investments in financial reports'.
SPECIAL FEATURE No. 3
'Western theories and practice have run out steam and are out of tune with the emergent global demands,' argue ENTOVATION colleague Parthasarathi Banerjee and Frank-Jurgen Richter in a new book. Find out more about this publication, described by Debra M. Amidon as a seminal work.
THOUGHT FOR THE MONTH
"You never actually own knowledge. You merely take care of it for others" (adapted from an advert for a Patek Philippe watch).