Best practices in knowledge management have changed over the last two decades. Of the four views of knowledge management, the first, business strategy, has stayed the same. That is because knowledge management still begins with the business objective. To be competitive in the knowledge economy, companies focus on key high-level strategies: the serve [...]
Forms of Intellectual Capital Intellectual Capital is a summation of several other forms of capital. These are human capital, relationship capital, intellectual assets, and time capital. Over time they all work with one another in the way shown in the “Forms of Intellectual Capital” figure. When thinking about knowledge management problems this view [...]
Forms of Knowledge Implementing knowledge management systems into the day-to-day activities and processes into an R&D or corporate entity is difficult. First of all there are two types of knowledge in a variety of forms that must be utilized. Explicit knowledge is knowledge that is been articulated or codified in words or numbers. [...]
Basis for Three Eras The basis for fast high-quality innovation and commercial development is found in the organization’s knowledge management and building of intellectual capital. This can be viewed at a high level by looking at the three eras through which society has passed. The first was the agricultural era where the possession [...]
SUMMARY To improve the role definition of individuals involved with their key major accounts the Company’s leadership model was modified. DETAILS PDRC Model The PDRC model defines conditions that must be present within a partnership. Components of the model are:Purpose: defines with the partnership is trying to achieve and why the partnership exists.Direction: [...]
BACKGROUND This section refers to close technical partnerships. Supplier partnerships for better pricing, or to secure supply, are addressed above in a previous section. The company should only select partners for technologies needed by its large market segments and where it needs a high degree of technical help. The partner selected would be [...]
When considering a strategic technology partnership many elements need to be thoughtfully considered if the partnership is to be a success. First and foremost to consider is the strategic fit between the two organizations. If these do not match the probability of success is very low. The next element to consider is the [...]
Since Intellectual Property (IP) can represent a major source of value for new products, it’s necessary to protect it long before new partnership agreements have been finalized – and even from the very first meeting with potential partners. This is the approach advocated by James Markwith, formerly Corporate Counsel, Worldwide Products and Marketing, [...]
Roles and Responsibilities Thinking now of how organizations work together roles consist of four typical elements. These are Responsible, Approves, Consults, and Informed elements. The rules outlined in the “Partnership Organization Model” figure are now further described in the “Roles and Responsibilities” figure. Remember that Responsible, Approves, Consults, and Informed are very specific [...]
There been many best practices published over the last decade. These practices tend to fall into five qualitative best-practice areas. These are: 1. Having some form of a Partner Coordination Team/Council established which has a contractual authority to modify the project.2. Utilizing some form of a Partner Selection Matrix of functions versus requirements [...]
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