David Skyrme Associates


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I3 UPDATE / ENTOVATION International News
No. 18: April 1998


A Special Welcome to ENTOVATION Colleagues
Time to Think
Customer Knowledge is not Knowledge of the Customer
Measuring The Value of Knowledge
Corporate Innovation Through Knowledge Management (Conference Report)
The Global Reach of Ken

New Reports:
- The Value of Knowledge
- Collaborative Innovation and the Knowledge Economy
- Y2K: The Millennium Reckoning

Knowledge Jobs Link - A New International Recruitment Service
Reader's Reply - Making Sense Of Mind Tools (Stephen Jupp)


Welcome to this latest I3 UPDATE, a free briefing analysing developments in the networked knowledge economy. As a Business Affiliate of ENTOVATION International we are pleased to announce that as from this edition, I3 UPDATE is merged with ENTOVATION International News. We welcome colleagues of ENTOVATION International who will find a personal message from Debra Amidon as our first item.

On the administration page you will find important information about leaving and joining the distribution list. We hope you enjoy this UPDATE, and welcome comments, contributions and feedback at david@skyrme.com.

David J. Skyrme
Managing Editor

A Special Welcome to ENTOVATION Colleagues

Debra M. Amidon, Founder and Chief Strategist, ENTOVATION International

The ENTOVATION Network is one of the most successful virtual enterprises in the world. We have grown from 400 to 2200 theorists and practitioners in 48 countries in only 5 short years. We include many interdependent businesses ranging form learning systems to business strategy, including those of the ENTOVATION Fellows who come from the United States, UK, France and Australia. And we are growing...

From this issue forth of I3 UPDATE, we have decided to merge our own briefing services with the monthly email briefing by David Skyrme Associates which already enjoys a wide international electronic distribution.

Please do NOT consider this a spamming exercise. We have treated the ENTOVATION mailing list with considerable care and have not used the contact information for anything other than activities directly associated with ENTOVATION International.

We are indebted to the time and talent devoted by many ENTOVATION Colleagues who have had considerable impact on the knowledge innovation movement. We are learning and, indeed, innovating together - and I look forward to what the interactions of 1998 might bring.

I believe that you will enjoy the combined I3 UPDATE and ENTOVATION International News. If for any reason, you would prefer not to receive this monthly electronic UPDATE, please let us know. Your privacy and preferences will be honored. That is my promise.

Email: debra@entovation.com

Time To Think

David J. Skyrme

"If you're not twitching, you're not working" was the phrase once used by a manager I know. His notion was that if you were not on the phone, typing away at your computer keyboard, talking to someone, or in meetings, then you were obviously not working. The idea that you could sit still, read a magazine or even shut your eyes and THINK was an anathema!

In today's corporate climate we are told of the strategic advantage of time: the importance of faster cycle times, faster time-to-market, faster customer response. This creates an urge towards furious activity, rushing to solve a customer problem here, charging off to a meeting there. Yet how effective is all this? I seem to be continuously on the receiving end of poor customer service, or trying to contact firms whose key people all seem to be suffering from 'meetingitis' - one wonders what all their frenetic activity achieves.

We see similar attitudes holding back telework schemes, which if properly managed can be very productive and beneficial for the firms concerned. The issue is one of lack of middle management confidence: "if you can't see people at their desk in the office, how do you know what they are working?"

Take Time Out

The problem in the above situations is that there a focus on inputs, not on outputs or outcomes. If a person or organization performs, you shouldn't within reason (e.g. ethical or moral considerations) worry about how they achieve results. Too often, organizations and individuals in them are in the proverbial swamp of alligators, and do not take time out to reflect and think. I recall a situation when as a product manager I had just inherited a problem product. The phone rung incessantly and the problems got worse. So, I did two things. For one week, I had all calls and responses logged, even though it slowed down call handling. Then, for two days I diverted the calls to a holding area, and took the team out to think. By analysing the call log, and sharing our knowledge of the problems, we were able to devise a course of action, develop a set of answers to frequently asked questions and by spending time at the manufacturing plant, put in place new procedures to reduce the problems. The problems subsided and the product went on to become a moderate success.

It is only if you take time out to think that you can move forward, make breakthroughs and develop winning strategies. Successful business people are often those who seem quiet and unassuming. They listen intently, think deeply, and even take time out to sleep on the job - after all its a great brain refresher. For example Richard Branson is cited for taking a short nap frequently after his lunch.

Creating Time

If knowledge is important to the organization, then its repository, the human brain, needs time to work effectively. Throwing lots of short bursts of random activity may help to stimulate it, but too much will not help its owner to organize their thoughts and ideas. Time is a precious resource. It does not multiply like knowledge. Once time has passed, there is no getting it back. Here are some practical steps that learning organizations use to create such valuable thinking time:

  • have plenty of 'white space' in meeting agendas - one colleague reports that one management meeting recently was the best meeting they had ever had; it happened because two expected speakers did not turn up; it gave them time to talk among themselves.
  • provide time at the end of each session in a meeting for reflection - one manager I knew worked around the 55 minute hour: the last 5 minutes being for "lessons learned during the last hour"
  • Build enough free time into diaries - deliberately for thinking - and not just catching up on paperwork.
  • Allow key people to go away, do something different and recharge their batteries (brain cells) - it amazes me how many executives feel stressed and do not take their full holiday allowance.
  • Have away-days, which give teams time to talk to each other, and work in a more considered way to consider new ideas and convert them into new opportunities or ways of working.

And Thinking of Time

And when you next give yourself time to think, think of the different ways in which you can exploit time as a strategic lever, not by doing things faster, but using time differently. Here are some ideas:

  • Use technology to displace time - aggregate your voice and email messages and handle them in a consolidated chunk of time
  • Do some tasks asynchronously, not synchronously. For example, do you really need a meeting to review a specification, when individuals can comment on it in a more informed way at a time of their choosing?
  • Go parallel, not sequential. Hopefully BPR has helped you revisit your inefficient processes. But are you doing enough operations in parallel e.g. using objects such as forms and documents that several people can process simultaneously, rather than using only sequential workflow?
  • Let other people make productive use of your busy/idle time; through shared documents; other people in your organization, perhaps in different time zones, can work on the same document when you are busy doing something else, or taking that nap.
  • Automate some of your standard responses e.g. by standard email replies. Effectively that means you are responding 24 hours a day.
  • Turn fixed time into flexible time. Work when it suits you best. Go out and enjoy the sunshine (or snow, as it is today) when it beckons. I turn this into a benefit for my clients by giving them a reduced rate if I can choose the time I work on their assignment.
  • Right first time. Remember the adage that slower can be faster. More haste, less speed.

Two Further Comments on Time

Did you know that in the run up to the millennium, that the Greenwich Obseravtory (formerly the keeper of GMT - Greenwich Mean Time) has licensed out, (for a hefty fee) the term to Guinness who will call it Guiness Mean Time during 1999? A good example of the value of intellectual capital!
This turned out to be an April Fool - See Gotcha!

Congratulations to American Airlines, who on my recent US trip, were on time or ahead of time on 6 of the 7 legs and only 5 minutes late on one - in stark contrast to the 'untied' airline who had such a bad record on my previous US trip.

Do you have thoughts on time to share? Send them to me at david@skyrme.com

Customer Knowledge is NOT Knowledge of the Customer

Debra M. Amidon

It has been a long time coming, but enterprises all over the world are beginning to realize the value in treating 'customers as a source of knowledge' - not just someone to whom products and services get delivered! Of course, we defined it in 1993 with research at MIT and there were other theorists long before us. But, over the past few years, several companies have begun to reap significant economic value from the strategy.

Steelcase developed the Business Week Product of the Year in consort with customers. Buckman Laboratories speaks of a span of communication of one...which includes customers. Hubert Saint-Onge (Canada) has been able to differentiate between transaction processing and partnering with customers. Siemens most recently has adopted an 'Innovating with the customer'(sm) approach to delivering services in the Network and Communications group.

There is a new journal on the topic - Journal of Customer Relationships - which includes an article in the most recent edition by me on "Customer Innovation: A Function of Knowledge." I wrote:

"Customers have always been integral to the innovation process. What else is the purpose of productization and commercialization? However, current global business conditions have shed a new light on the value of customer interaction and the scope and structure of the innovation process itself. Moreover, what good are your customers if they are satisfied, and not successful? This article defines some of the elements of this new economy, provide a rationale for the innovation value-system and illustrates how companies can manage the development of their new products and services to fulfill unarticulated customer needs and unserved markets. This is the only road to sustainable competitive advantage."

Technology Solutions Group (Chicago, Illinois U.S.A.), the journal publisher, will be participating this month in the ComputerWorld Smithsonian Awards Program. For a free subscription, send a note (julie_fitzpatrick@tecsol.com) and mention that you are an ENTOVATION Colleague.

March 10-11, 1998, World Trade Conferences hosted an entire conference on the topic of "Increasing Customer Loyalty through Knowledge Management" in London. The range of speakers included experts from Lotus Consulting, American Express, Xerox, NatWest, Motorola, ABB, AT&T, Nortel, ICL and more.

The messages were clear: customers need to be the focal point of activity.

What has changed, however, is the way that the knowledge of customers can be utilized. Progressive companies are realizing that a learning partnership is a most more viable way to build the long-term relationship they seek. This can be costly. ENTOVATION provided a way to map current products and services against the information/knowledge continuum as well as the degree of customer involvement.

[Note: A short 10-minute videotape which was prepared by RM Consulting of the Royal Mail, was made of Debra M. Amidon and can be obtained for $10 plus shipping costs.]

Email: debra@entovation.com

Measuring The Value Of Knowledge

David J. Skyrme

Just as the new report 'The Value of Knowledge' was put to press, new studies by Ante Pulic and Mannfred Bornemann of the Karl Franzens University, Graz (Austria) came to my attention. They have developed measures of Intellectual Potential for companies and national economies.

They are critical of existing approaches to measuring intellectual capital (Sveiby, Edvinsson and others). They say that they are both subjective and use unhelpful ratios e.g. revenues per employee. While business success is measured by financial results, this too should be the ultimate measure of the result of application of intellectual capital.

By studying the two contrasting economies of Croatia and Austria, they show common results:

  • there is no correlation between a firm's performance and its use of physical capital
  • there is a significant correlation between a firm's performance and its use of human capital

This correlation demonstrates that intellectual potential (the human resources) of a company are a "decisive resource for corporate success, which is completely in accordance with the knowledge-based economy".

Strassman, they feel, is on the right lines since he considers value added by management (see Chapter 4 in Creating the Knowledge-based Business by Skyrme and Amidon). They extend this to all employees and come up with a ratio VAIP - Value Added Intellectual Potential Coefficient which is VA/IP where:

VA - Value Added - is the difference between sales and inputs (excluding labour costs)
IP - Intellectual Potential - labour inputs (salaries etc.)

This measure they argue is "precise and objective" and should receive more attention by business strategists and managers, particularly as most companies spend more on intellectual potential than physical capital:

"Increasing the efficiency of the IP is the easiest and cheapest way to achieve long term business success".

These are interesting studies backed up by quantitative data. While their arguments are powerful, my own opinion is that the IC measures of those they criticize continue to have valuable merit as management tools. Their measures, while useful indicators, suffer from similar problems to those of other high level measures like Shareholder Value Added (SVA). They are aggregated output measures and difficult for managers to get to grips with. Managers need to know the value drivers over which they may have a degree of influence.

Nevertheless these papers represent an important contribution to the debate. They can be found at http://www.measuring-ip.at/

Corporate Innovation Through Knowledge Management

Conference Report

On 1st and 2nd April, delegates at this ICM conference in New York were treated to some interesting insights into the evolution of knowledge management in innovation practice. Chaired by ENTOVATION founder Debra Amidon, this conference brought together in one place a unique mix of people that blended many different perspectives. Although there were some familiar faces from the conference circuit, their experiences continue to develop, giving delegates new insights. In contrast there were others making a debut appearance, adding a refreshing injection of knowledge from new directions.

The key messages that I took away reinforce many of the factors that we have cited in earlier I3 UPDATES, including:

  • Innovation is driven by knowledge; it is about linking ideas to problems, and converting ideas into products and services faster: "knowledge is the fuel for innovation" (Kent Greenes, BP)
  • Successful programmes need a holistic perspective - information management, attention to culture, developing new roles and skills
  • Intranets are evolving, beyond the communications and publishing stage towards applications, shared learning and knowledge construction through communities of practice.
  • Customers and other stakeholders are vital players in the innovation cycle. However, their involvement is often only peripheral, and not central. Customer knowledge is vital knowledge (cf. Debra's article above.)
  • A change of culture, through changing attitudes and behaviours is invariably needed for the full value of knowledge innovation to be exploited. Knowledge leaders must mobilize change, provide tools and coaching and lead by personal example.
  • Connectedness. Providers and users of knowledge must be brought closer together and be aware of what each other knows. Enabling technologies (Intranets, groupware) and communities help.

Highlights of selected sessions are given below. Regrettably space prevents us from featuring every one of the many excellent speakers.

Levers of Innovation (Francois Escher, AT&T)

Francois continued his theme of earlier conferences of the social nature of organizations. He outlined the balance needed between organizational and individual knowledge bases. He described seven innovation levers along with their connections to intangible assets:

  1. Strategy Innovation - aligns with organizational capability and talents
  2. Work design innovation - developing internetworking through a ' contract fulfilling network'
  3. Services innovation - using knowledge management systems to deepen customer relationships
  4. Learning innovation - developing the human asset
  5. Valuation innovation - creating market value through intangible value drivers
  6. R&D innovation - developing technology assets
  7. Innovation of Innovation - the management asset: managing and improving the innovation process.

Leveraging Intellectual Capital Growth (Dr Christian Kurzke, Petra Popp, Siemens)

A practical case study of the major transformation at Siemens Public Communications Networks. Siemens needed a new perspective, not as purely a products company, but of value creation through know-how, values and perceptions. The essential ingredient was a mind shift and culture change: "Everbody in the learning organization is an empowered co-creator of organizational intellectual capital". The culture change has occurred in three phases:

Phase 1 (1995) - Mobilization: developing understanding; the need to change; initiating team learning. At this stage some 35 key managers were involved. In turn they engaged with 5 people in their network. 200 people (the trend setters who others follow and trust). Finally a company wide meeting of 1500 people which developed the core values.

Phase 2 (1996-7) Customer knowledge. First a focus on internal customers later extended to external customers. A carefully managed process to "manage from the future", developing an innovation infrastructure to meet customer needs. It involved cross functional teams, global teaming, and reward systems to create new futures.

Phase 3 (1997- ) Global Business transformation. Working to achieve total customer satisfaction through customer teaming; development of the learning organization; leadership in virtual and inter-cultural worlds.

All phases draw together in alignment the following elements - vision/values, strategies, products and intellectual property, processes, structures and systems - "innovation is everywhere". In conclusion Christian noted that "most important is the people, not the programme".

A Framework for Knowledge Sharing and Success (Andrew Michuda, Teltech)

Teltech Resources Network Corporation links clients with problems to a network of experts who have potential solutions. Through a unique schema and the use of knowledge analysts, Teltech have developed an expertise at making effective connections. Its premise is that 90 per cent of problems have been solved elsewhere, perhaps in another field. A specific example of how knowledge jumps across fields unexpectedly was that of an apparently insolvable leakage problem in a biomedical device that operated in a saline environment. The client had struggled for 6 months without success. In two weeks, the problem was solved, through Teltech connecting their client to an expert who knew how to solve similar problems in submarines.

An interesting part of this presentation was the results of a survey on knowledge management commissioned by Teltech. It showed the current state of organization as follows:

  • Preoccupied - with other things (45%)
  • Unconscious 'readiness' - some awareness, and grass roots efforts (40%)
  • Talk It (9%) - formal leadership support; km activities take place
  • Walk It (6%) - reflected in corporate mission and embedded in culture.

One of several key learnings about knowledge management is that "behaviour is 90 per cent of the challenge".

Knowledge Managment in BP (Kent Greenes)

This presentation showed how BP's activities are guided by a very simple but highly effective model:

  • Learn before Doing
  • Learn while Doing
  • Learn after Doing

Each is supported by various practices that have been introduced. These include virtual teaming (that has been widely reported elsewhere), After Action Reviews (along the lines of the US Army) and Peer Assist. This latter is an interesting approach since it involves people spending valuable time to support their peers in other business units, without any corresponding flow of funds between business units. Its described as "something to help you think about what you are about to do", typically from someone who has gone through a similar experience before. Initially such acclivities were mostly conducted face-to-face but many are not done virtually. A key component of BP's programme is its Intranet, where individual experiences are recorded, and many real life situations brought to life through video clips and the actual words of those personally involved. Kent describes BP as going through not just a culture change but a global climate change, with knowledge and learning at the forefront of everything they do: "we have taken the lid off the pot".

Knowledge Ecology: Building Communities of Practice (George Por)

George described his work in creating Communities of Practice. Using a guiding architecture that blends knowledge, technology, business and social factors, he showed how these co-evolve as a community develops. He provides a check list of questions that help participants design a community for sustainable success. The interesting challenge is how to scale up communities that work successfully with up to 350 people to much larger communities of 20,000 or more.

Like other speakers, George notes that "technology is no problem - it's the social and facilitation aspects". One approach he is advocating is that of key neighborhoods within the wider community.

Communities of Practice are part of the wider interdisciplinary field of knowledge ecology that also embraces other aspects of strategy, knowledge management and complex adaptive systems. Its aim is "to continuously improve the relationships, and methods for creating, integrating, sharing, using and leveraging knowledge."

See also http://www.co-i-l.com.

Meet The Press

This unusual gathering brought together for the first time in a conference setting (at least on the other side of the table!) representatives of the Knowledge Press. Represented were:

Rory Chase - Journal of Knowledge Management
Britton Manasco - Knowledge Inc. (http://www.knowledgeinc.com/)
David Keckwick - Knowledge Management
Bruce Taylor - KM World (formerly Imaging World)
Karen Speerstra - Butterworth Heinemann (knowledge series)

The contrast was interesting - the specialist subscription journals/magazines with circulations of a few thousand and KMworld - described by Bruce as the "tabloid" - with a circulation of 40,000 plus. Panellists were asked how they saw the future of KM unfold as a fad or something different.

Rory saw the KM fad continuing, at least for about another year. He felt it would then segment into niche markets. Longer term he saw regional social issues between the knowledge haves and have-nots.

Britton has observed a shift from internal learning to applied knowledge with customers. He sees this stronger learning with customers as a growing trend. Another trend he foresees is a knowledge skills shortage as a barrier to growth.

David thought that the fad might be growing too strongly for its own good, and there was danger of an equally fast decline, unless it was linked to core competencies and core business processes.

Bruce saw bifurcation on the document side of knowledge management into archive/library management and collaborative documents. Ever the entrepreneur he thought he saw an opening coming for 'Wisdom World'!

Karen described the Business Literacy project, where business book readers come together in study sessions to discuss key management books. Knowledge management she felt would only thrive long term if it moved away from the tools to key principles and mastery of knowledge and learning skills.

Other Speakers included:

Staurt Haggard - Department of Veteran Affairs - benchmarking;
Rick Dove - Paradigm Shift - Knowledge Management and Agility;
Kuan-Tsae Huang - IBM - Measurement and Reward Systems
Bob Wiele - Centre for High Performance - Thinking Styles;

Another unusual, but beneficial, aspect of the conference was the time allowed for small group discussion, for example, using the thinking profiles and fast tracks provided by Bob Wiele of Smart Skills. Altogether, the conference was an intellectually stimulating event of collective knowledge evolution by the knowledge community.

Synopsis by David J. Skyrme.
Email: david@skyrme.com

(Note: While every effort has been made to report faithfully we apologise to any presenter who feels they have been wrongly cited and offer them the opportunity to make any corrections in the next edition of I3 UPDATE / ENTOVATION International News).

The Global Reach Of Ken

Debra M. Amidon

Innovation Strategy And The Knowledge Economy: The Ken Awakening
(ISBN: 0-7506-9841-1) hit No. 7 on the Books for Business Bestseller List. This was largely due to the coordination of Bryan Davis, President, Kaieteur Institute of Knowledge Management (Toronto, Canada). It has been translated into Chinese by Zhouying Jin and Jin Chen (China) and into Portuguese by Marcos Luiz Bruno, Director of Instituto Pieron (Brazil). More versions are coming!

New Reports

The Value of knowledge: Metrics for the Knowledge-Based Business

David Skyrme, published by Business Intelligence.

This report has gone to press and will shortly to be published by Business Intelligence. Its main conclusions are that:

  • the pressure to measure intellectual capital is growing
  • most currently used systems e.g. balanced score card do not go far enough
  • there are interesting insights to be gained from macro-economic measures
  • a new generation of methods focused on IC measures are now proving successful
  • it will take many years to change the accounting habits of centuries

The report outlines different approaches and gives practical guidelines based on the experience of a wide range of users.

Table Of Contents
1. Introduction
2. Trends and Tensions
3. The Pressure to Measure
Growing irrelevance of existing measures.
Focus on shareholder value
4. Measuring the Knowledge Economy
National Competitiveness Indicators
The World Bank, OECD
5. Measures and Models
Value based models
Performance measurement systems
IC Models: IC Index, IVM, IAM, Skandia Navigator
The Information Health Index
6. Practical Considerations
Meaningful Measures
Illuminating Indicators
Focus on the Future
Best Practice Guidelines
7. Measuring the Benefits
What the Knowledge Leaders Say
Intranets: 1000% ROI?
8. Pathways to the Future
The State of Play Today
The New Accounting
Future Developments
What the reviewers say:
"The report is insightful and comprehensive. I enjoyed it and learned some new things from it. Yes I would recommend it to others." (Gordon Petrash, Dow Chemical)
"It is an outstanding contribution to the field of Intellectual Capital measurements. It is a very well researched, comprehensive book that is a must-read for any serious researcher of Intellectual Capital. David Skyrme has succinctly captured the state-of-art landscape of Intellectual Capital and explained the concept in a very lucid language." (Bipin Junnarkar, Monsanto)


o Dow Chemical o Glaxo Wellcome o Massachusetts Technology Collaborative o KPMG/IMPACT o OECD o World Bank o Skandia o S.A.Armstrong o Saatchi and Saatchi o Shell o Bank of Montreal o Nortel o Booz Hamilton & Allen

The report is published by Business Intelligence and costs £395 ($675). For further information see flier and order form.

SMAC Issues Paper No. 17 "Collaborative Innovation and the Knowledge Economy"

by Debra M. Amidon.

Interest in a new economic world order based upon intellectual capital has grown exponentially in both industrialized nations and developing countries around the world. Organizations are wrestling with the implications of such dynamic change in every aspect of our society. Enterprise leaders are laden with outdated management technologies, not suitable for such an unpredictable climate of opportunity. Indeed, the ability to effectively manage these bountiful, intangible resources may be the challenge of the 21st Century.

This monograph is intended to:

  1. Outline the major trends
  2. Identify fragmented streams of activity which could be coalesced with a new common innovation language
  3. Define the core premise fundamental to a collaborative future of shared prosperity
  4. Suggest a blueprint for a dialogue which may chart a direction toward the emerging "world trade of ideas".

Table of Contents

1. Introduction
The Knowledge Economy
2. Rationale
Wellsprings Metaphor
Spheres of Influence
3. A Millennium Vision
Macro-Trend Analysis
New Rules: New Metrics
4. Resolving the Productivity Paradox
5. Community of Innovation Practice
6. Current Initiatives
7. Blueprint for 21st Century Innovation Management
8. Conclusion
Further Reading etc.

Ordering Information:

Price $20. ISBN - SMAC English 1-894091-40-X; SMAC French 1-890491-42-6; AICPA English 1-894091-44-2.

See: http://www.entovation.com/backgrnd/future.htm
Email orders via orders@cma-canada.org

Y2K: The Millennium Reckoning

The phenomenon called the Year 2000 software date problem is no longer just a software problem since it is now inevitable that many of the services upon which people, companies and governments depend will be seriously disrupted. It is becoming a crisis which will create problems for everyone living in the globalised modern world.

Content analysis suggests the best that can be hoped from the software technicians is that safety critical applications will continue to function without accidents by applying the triage technique pioneered in war medicine -- saving those you know you can first, putting the more seriously wounded next, and simply abandoning the hopeless cases.

Now the hourglass is reaching its final grains, time seems to be speeding up. When events are happening so fast it becomes vital to maintain a strategic vision which considers the widest possible spectrum of factors. Trend Monitor's Intelligence Updates are designed for the purpose. They provide concise key insights and trends in a clearly structured and understandable form, as well as the facility to drill down into the sources and detail.

The £40 / US$65 Edition of The Millennium Reckoning contains updated versions of the top strategic elements, Synthesis and Trends, as well as the first two Updates of Supporting Analysis. The Active Intelligence Service contains up-to-date full Supporting Analysis and costs £350 / $750. It includes four future quarterly Updates of all reporting levels, Synthesis, Trends, and Supporting Analysis.

Order from:

Trend Monitor International Ltd., Dept I3
3 Tower St, Portsmouth P01 2JR, UK.
Tel: +44 (0)1705 864714
Email: jan@trendmonitor.com
Web Site: http://www.trendmonitor.com

Knowledge Jobs Link

We thought our readers would be interested in this new service, which is, as far as we are aware, the first service devoted specifically to recruitment for the new breed of knowledge management professionals.

According to co-founder Mark Young, "Growth of knowledge management positions will be doubling or tripling every year for the next 5 years, leading to a booming market for qualified Knowledge Professionals. In demand for both permanent and consulting positions are:

  1. Multi functional Knowledge and Innovation facilitation skills - the ability to assist organizations share knowledge throughout the enterprise.
  2. People with learning and teaching skills able to integrate bottom-line performance metrics with Knowledge management initiatives.
  3. Interdisciplinary teams of knowledge workers with solid research, strategic, analytical, competitive intelligence and bottom line skills enabling firms to become more responsive to changing customer and internal needs.

This focus of Knowledge Jobs Link (KJL) - recruiting specifically for knowledge positions - provides candidates and clients the capability to rapidly match the best person and position. KJL has integrated a number of proprietary databases to provide clients a selection of well-qualified candidates from over 50 countries. KJL has also created eight skill classifications and three basic job listings to streamline the process.

For more information contact:

Mark Young - http://www.knowledgejobs.com


Organizational Virtualness - First Anniversary Conference of the VOTALK (Virtual Organization) Network, Bern, 27-28 April.

Collaboration '98, May 7-8, New York. Tel: +1 800 927 8137

Turning Intellectual Capital into a Strategic Asset, May 20-21, London. Business Intelligence.

Knowledge Management Executive Summit, June 8-11, San Diego, U.S.A.
Email: client.services@delphigroup.com

Knowledge Management in Practice Forum, June 11-12, San Francisco, U.S.A.

Online Collaboration, streams on knowledge management and collaboration, electronic markets and electronic commerce, 9-10 June, Berlin.

KMforum, the first French Knowledge Management symposium, 16-17 June 1998, Paris.
Email: mm.editions1@wanadoo.fr

Knowledge Management in Practice, 2nd International Congress, IKON (Innovation Knowledge Opportunity Network), 16-17 June, London.
http://www.ikon-km.com (Obsolete link)

The Knowledge Management Conference, June 22-24, Boston, U.S.A.
Email: ConfReg@dci.com

Winning Strategies for Knowledge Management, August 10-12, Chicago. IQPC.


New Publication:

Knowledge Management Review. Inaugural issue (March/April 1998) has 40 pages. 5 feature articles e.g. 'What does it take to be a CKO', several briefings e.g. After Action Reviews, plus conference reviews, information on resources, events etc. More case studies are promised in future editions. In all, a well rounded magazine that is a good addition to the market place. Published by Melcrum 6 times a year. £235. US$387. Email: melcrum@compuserve.com.

Web Sites:

Issue-Focused Knowledge Management - A Business Practice Design example. Latest Essay (March 1998). Also Agile Enterprise Reference Model - 24 Critical Business Practices including four in innovation management and four in knowledge management. Usual thought provoking and well researched material that you will find at:

Paradigm Shift International. http://www.parshift.com

Knowledge Online. A new site launched to coincide with Learned Information's Knowledge Management conference in March. Sections include editorial, gurus, cafe, job mart, and knowledge links. Pretty, but at this stage somewhat limited on content (for which you have to register anyway). http://www.knowledge.org.uk

Knowledge Business. An informative site developed by Rory Chase, Editor of Journal of Knowledge Management. Has resources, news, links and details of reports published by Teleos. Much more informative than the above mentioned site. Its suffers slightly from slow loading (it loads Java and images) while the growing news section (a unique feature in a knowledge site we believe) will need classifying as it grows in volume. Nevertheless, one of our top ten knowledge sites. http://www.knowledgebusiness.com

Knowledge Jobs. An interesting new venture specifically devoted to recruitment for knowledge jobs world-wide. http://www.knowledgejobs.com

Update (August 1999) - Check out the latest evaluation at our KM Resources page.


Congratulations to our Webmaster Ian Simmins. Another of the sites he manages - European Telework Online (http://www.eto.org.uk) has won an award - 2nd prize in Best European Web Sites, organized by Euro-Med 98, to promote the development of the Information Society in the Euro Mediterranean region.

"The David Skyrme Associates site provides a wealth of information from a variety of international resources... Skyrme cuts through the jargon to establish a solid resource file.. If you're looking for practical tools or want to improve your measurement systems, this site is a valuable bookmark in an area that is becoming heavily overloaded with irrelevant information" (Review of http://www.skyrme.com in 'Knowledge Management Review')

We thought the Smith Kline Beecham, Glaxo Wellcome merger would be hard to consummate because of the questionable logic of size in the knowledge economy. However, it has already fallen apart for a more basic reason, according to newspaper reports (though denied by the companies) - the rift of personalities between the two CEOs!

"For organizations investigating the benefits of Knowledge Management or in the early stages of implementing a knowledge-creating strategy, this report is required reading. It provides a comprehensive overview of the subject and detailed case studies of innovators. At £595 it is less than the cost of one days' consultancy - and in most cases should be more valuable" (Review of Creating the Knowledge-based Business, by David Skyrme and Debra Amidon in 'Journal of Knowledge Management', No. 2. See http://www.skyrme.co.uk/pubs/kmreport.htm)

Some definitions from WIRED's Encyclopedia of the New Economy:

  • Globalization - bye-bye borders
  • New growth theory - knowledge creates economic growth, which spurs knowledge, which
  • Innovation - the only source of sustainable growth
  • Intellectual Capital - the sum of what you know
  • Knowledge Management - husbandry for ideas
  • Knowledge worker - someone paid to think (if he/she has time.... ed!)
  • Millennium bug - unplanned obsolescence

An interesting compilation in three parts (March-May 1998)

A Reader Replies

Comment on Trend 4 - FROM logical proof TO felt experience
(I3 UPDATE No. 17 - Making Sense Of Mind Tools by Jan Wyllie)
From Stephen Jupp


How very many chords were struck by the sensory view of decision and information handling. One thing that came to mind instantly was the sales training 'buying is 80% emotional' and the fact that we spend 80% of the time trying to justify our emotional decisions.

Another thought was the work pattern that I find most helpful in any sphere that I am examining (and I'm famous for the example) that of 'walking the dog'. I think in conventional language it would be called 'mulling it over'.

The third area was the smell / feel / hear. Here the thoughts crowd in upon one another:

a) I was given a drive a steam engine from London to Plymouth PC simulation for Christmas. I've learnt a great deal from it, and am still learning. However, many of the actions / reactions suffer greatly from exactly that divorce from the real world that you mention. Having driven (commercially) the real thing, you can trust this as a real lack, not a perceived one! Much of what you do on the footplate originates from your senses, not dials or displays. The colours / dials / sounds on the PC are just not enough or the same.

I would imagine it is similar to a car, which would be more within people's experience!

b) How much more you can tell about how an office is working just by stepping over the threshold. The atmosphere tells you a lot about the management techniques, how the staff are looked after, the workload, the stress, etc etc.

c) Even the simple use of photographs in my conference presentations makes them so unusual in appealing to people's other senses that it baffles me why others don't do the same, and why they don't interact with the audience. Any performer will talk about the difference between doing something for the camera / microphone and doing it for an audience. It is almost an entirely different skill.

d) There is a whole section of society for whom word and logic skills are a mystery, in much the same way as we might talk about someone who is physically unco-ordinated. Yet these people are often 'good with their hands'. Take for example the complete yokel employed by the organ builders who rebuilt our church organ. It has a splendid carved front that had to be copied on the side.

The yokel, in an amazingly short time, produced a copy of the front, to a different scale which is not distinguishable from the original in ageing or anything, and did it with just a few sketches on the back of a fag packet. His colleagues, also skilled craftsmen, said that it was as if the wood and he were one. Give him a chisel and a block of wood, and a few twists and a complex carved boss emerges under your very eyes.

This section of society is disenfranchised by our dependence on text, logic, and cerebral manipulative skills. As a more sensory approach to work emerges, new opportunities will re-emerge for that section of society. Who knows, as it spreads into traditional scientific areas, such as medicine, maybe some of the alternative styles, such as homoeopathy, will integrate as a part of a more holistic approach.

Just to stray into (3) for a minute, you are already aware of the visualisation methods that I, in common with many Digital consultants, use. Ahead of our time, or what!!!!

Thank you for your piece on this subject.

Stephen Jupp, Home Office Partnership, Cambridge, England
Email: stephen@hop.co.uk
Flexibility Magazine - http://www.flexibility.co.uk

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