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- Process Networks
- Productive Friction
- Professional Intellect
- Prusak, Laurence
- Pull System
- Push Systems
- Radio Frequency Identification (RFID)
ProcessEssentially a description of how work must be done. A process design is basically an abstraction of how work should be done in the future. A process orientation can impose discipline. But it may also stifle creativity. Often the design is done by people who have only a superficial understanding of how work is actually being done today. That is why a process orientation must be balanced by a certain degree of practice orientation while dealing with knowledge workers. Practice refers to how work actually gets done in an organization. Process NetworksA useful mechanism for facilitating inter organizational knowledge creation. According to John Hagel III and John Seely Brown, a specific form of network is evolving among world class companies in their endeavor to gain more flexible access to specialized capabilities on a global scale. Process networks typically extend beyond the first tier of business partners, and seek to coordinate activities across multiple tiers of enterprises within a business process. Process networks adopt a pull model where resources are flexibly provided in response to specific market demand. Process networks require formal orchestrators to function effectively. These networks are characterized by loose coupling. Relatively independent modules of activity are designated, with clear ownership and accountability for each module. The performance levels that each module must meet at the interfaces connecting it with other modules are defined. Module owners can improvise so long as they comply with the performance requirements. This kind of approach is not only more scalable but is also more effective in tapping the knowledge of a large number of specialized participants. In short, process networks are a way to multiply the value of a company’s capabilities. Relevant complimentary knowledge is tapped in a flexible way to provide more value to the customer. Productive FrictionA concept coined by John Hagel III and John Seely Brown in their book, The Only Sustainable Edge. When people with diverse backgrounds, experiences and skill sets engage with each other on real problems, there is usually friction in the form of misunderstandings and arguments. Such friction can get dysfunctional. If properly harnessed, however, this kind of friction can become very productive, accelerate learning, encourage innovation and foster trust across diverse participants. Productive friction can generate opportunities for capability building across specialized players within process networks. (See also: Ba, Creative Abrasion, Process Networks) Professional IntellectA term coined by James Brian Quinn, Philips Anderson and Sydney Finkelstein58. The professional intellect of an organization operates at four levels: Cognitive knowledge is the basic mastery of a discipline achieved through training and certification. Advanced skills translate theoretical knowledge into effective execution. Systems understanding represents the deep knowledge of cause and effect relationships underlying a discipline. This is the understanding needed to solve large, complex problems, and anticipate and deal with unexpected scenarios. Systems understanding is reflected in highly trained intuition — for example, whether the candidate who has come for the interview must be selected, whether the new project must be approved, etc. Self-motivated creativity consists of will, motivation and adaptability for success. Self motivated creativity is needed in abundant measure to respond aggressively to changing external conditions. Developing professional intellect calls for a systematic approach. The best people must be recruited and trained effectively by being exposed to real problems. Stretch goals must be set to make employees work hard and to exploit their full potential. Internal competition, peer pressure and timely performance appraisal and feedback are also important factors in shaping the professional intellect. Prusak, LaurenceA widely respected authority in knowledge management, Prusak has written, published and consulted extensively. His book, Managing Information Strategically (1994), co-authored with James McGee, explains the role of information in generating competitive advantage. He has co-authored with Tom Davenport two popular books; Information Ecology (1997), and Working Knowledge (1997), and has edited an anthology Knowledge in Organizations (1997). Some of his important articles include “Myth of Information Overload”, “Information Politics”, “Blow up the Corporate Library”, “Knowledge and Risk Management” and “Eleven Sins of Knowledge Management”.* Pull SystemAn approach to knowledge management which holds that people should “pull” knowledge and use it as and when their work demands. Users get exactly what they need to know. They are not distracted by unwanted information or updates. The system depends on users taking the initiative to seek information. Push SystemsDeliver knowledge to users after putting it through highly customized filters. Push systems deliver information to desktops or e-mail accounts and are more likely to get noticed. Users do not have to take the trouble of going and looking for information. The danger is that people may be swamped with information which they may not need at that point of time. R
Systems that enable tracking the movement of goods throughout the supply chain. These systems use tiny tags with embedded microchips containing data about an item and its location to transmit radio signals over a short distance to special RFID readers. These readers pass data over a network to a computer for processing. RFID tags do not need line of sight contact to be read. The RFID tag is electronically programmed with information that can uniquely identify an item along with other information like location, place of manufacture, etc. The real savings from RFID come from the way it can improve an entire business process. RFID systems give suppliers, manufacturers, distributors and retailers much more detailed and real time data that facilitate improved inventory capital, shipping, etc. RFID is also likely to change the way invoices are settled by triggering an electronic payment to the shipper once a tagged pallet enters a retailer’s warehouse. Major enterprise vendors, including SAP and Oracle for example now offer RFID: ready versions of their supply chain management applications. Directory: books books -> The English Arrive in America books -> Active Vocabulary books -> Books we finished XIV books -> The theology of the balaam oracles: a pagan diviner and the word of god books -> The rhetoric of the father books -> Sra: Imagine It!, Themes, Taking a Stand, Ancient Civilizations Ecology, Great Expectations, Earth in Action, Art and Impact, Level 6 books -> You Can If You Try Unit 7 Nonfiction books -> The tregenza family books -> Unconditional hatred Download 0.91 Mb. Share with your friends:
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