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Relationships between scientific and business world are critical regarding the juncture of three concepts: competitiveness, innovation and research. It is desiderable that scientists bring their fundamental knowledge and application searchers their know-how and market experience in order to join their efforts and promote innovation in enterprises; however, they have not the same mental habits and only a special organization allows these differences to be managed.
Change is imperative for organizations which will remain thriving but its necessity is not always neatly perceived by those who are immersed into the daily activity; indeed, the cycle duration of change often lasts much longer than the time you practise in the same organization. To be more clear-sighted, you have to look the situation with enough loftiness and even some "obliquity". This states the problem of managing those organizations: on one hand, you have to ensure safe management as in performance-driven ones, on the other hand, you have to facilitate innovation as in adaptation-driven ones.The difficulty of this exercise lies in the difference between the two kinds of governance required.
Acceleration of renewal of technologies make management more complex and induces organizations to absorb more and more knowledge, in less and less time; of course each member of the organization accomplishes this task of its own but only a collective effort is doomed to be efficient. To cope with such a situation, it seems that we need a new breed of managers or leaders.
The book about "Enterprise at the era of Knowledge Economy" to be found in Cogprints archive under the title "L'Entreprise à l'heure de l'Economie de la Connaissance" leads us to alter our work practices with assistance of computer softwares. It shows that to use with success tools offered by KM, we have to follow rigorous methods of reasoning which generally aim to reach a definite goal and verify that KM embeds three points of view: technique, content and organization.
Cet ouvrage part de la nécessité de la transparence de plus en plus nécessaire à la suite de lois comme Sarbanes-Oxley et du besoin d'expliquer le pourquoi et le comment des décisions prises; il comporte comporte deux tomes: - Le Tome 1 intitulé "La Connaissance au coeur du patrimoine de l'Entreprise" s'attache à montrer l'importance de la connaissance dans le fonctionnement de l'entreprise et en fait la démonstration dans trois types d'activités: La production, la commercialisation et la gestion. Il souligne l'importance de l'organisation et de la culture d'entreprise (mise en réseau, esprit d'équipe, travail collaboratif etc.). - Le Tome 2 fournit les moyens de disposer de ces connaissances et de les mettre en oeuvre dynamiquement pour répondre aux besoins des collaborateurs de l'entreprise et de ses différents partenaires. Il con...
Managing innovation on-line is a powerful factor of competitivity; we show how an adequate organization allows firms to reach such a target by combining knowledge management and collective learning ability.
Knowledge Management encounters difficulties when it aims to tackle the complexity of the innovating firms structure. Indeed, it has to enhance emergent strategies while preserving the executives goals. This may be obtained through continuous training so tha the organization woud become self-organizing thanks to the building of a collective intelligence.
System dynamics is a very elaborate theory since the works of Forrester but in cognitive psychology we enphasize its qualitative aspect which is often the only one to be practically represented namely by managers because they lack of the pertinent data to be able to perform rigorous calculations
Metrics are a sine qua non condition of an efficient management. Indeed, management cannot be based upon intuition: it has to be underpinned by figures. The choice of the indicators, their link to objectives and their strategic value, the weight to be assigned to them in terms of performance and cascading accountabilities imply considering: - outputs vs outcomes - short term vs long term - suboptimization vs global optimization - lagging vs leaders indicators New metrics methods in management are doomed to give priority to effectiveness over efficiency.
In the present world, change has become a necessity for any organization. This change may be the consequence of evolution of technology, market needs or users behaviour as well as, of course,environment (legal, geopolitical,climatic,cultural and so on); it imposes innovations into numerous fields such as products and services,processes and business models. To accomplish such innovations, knowledge management is a must from the front-end of the value chain until its concrete form that is from basic research to practical requirements. This strategic approach may be carried out through a "Project" state of mind and collaborative work for which KM provides the necessary tools.
Want to know more?If you want to know more about this cutting edge product, or schedule a demonstration on your own organisation, please feel free to contact us or read the available documentation at http://www.keep.pt/produtos/retrievo/?lang=en