Download Capitalizing on Knowledge: From E-Business to K-Business by David Skyrme PDF

By David Skyrme

Many corporations are embracing wisdom administration as a resource of strategic virtue. yet already everyone is asking: "what comes next?" Likewise nearly each huge association is seriously keen on e-commerce and turning their companies into e-businesses. in the mean time so much e-commerce is targeted on promoting conventional services and products in the course of the new medium of the web. despite the fact that, the extra a company evolves into an e-business, the extra they could make the most wisdom flows among themselves and their industry. This e-book attracts jointly the 2 strands of data and e-business into the rising box that this publication has referred to as k-business. A k-business is person who turns an organization's wisdom resources into wisdom services and products and makes use of the net to industry and bring them on-line. regardless of its newness, the Delphi workforce have forecast that inside five years person-to-person details e-commerce (a significant point of k-business) should be a $5 billion company leveraging $50 billion in revenues of different services. Capitalizing on wisdom goals to provide pros and bosses early insights into how one can enhance profitable k-businesses. It takes a serious and balanced view of the construction blocks of a k-business together with wisdom productizing, e-commerce enablers and online marketing. It attracts on classes from successes and screw ups within the panorama and of the early pioneers of information markets. The writing variety engenders curiosity and clarity supported by way of diagrams, reveal photographs, fee lists and frameworks. There are 'points to think of' to stimulate considering and decision-making. 5 case reviews and over 50 illustrative examples offer insights into the appliance of the book's innovations. No different e-book brings all of the parts of a k-business jointly in a single position to supply a concept upsetting but useful spouse when you are looking to capitalize on their wisdom. Demonstrates how the overlap of the 2 excessive profile strands of e-business and information administration is developing new k-business opportunitiesDescribes new company types for advertising wisdom over the InternetProvides sensible guidance for packaging wisdom and collaborating in wisdom markets.

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3). Typically, these will save the consumer time or money, increase their earnings, create new opportunities or minimize risk. Utility value Beyond its intrinsic value, knowledge has utility value that becomes more evident as it is shared and used. Knowledge can help to solve problems faster, improve the ef®ciency of business processes, develop better products and so on. 3 Ten ways to add value to knowledge Timely Meta-knowledge Validated and assessed Accessible and usable Customized Contextualized Connected Know-who Re®ned Marketed Up to date knowledge generally commands higher prices, so time-to-market of perishable knowledge is crucial Knowledge about knowledge ± directories, indexes, summaries, abstracts etc.

Lack of scarcity leads to expectations of lower prices, even though its value to buyers may still be high. It is not uncommon for suppliers to try to restrict this price erosion. Knowledge owners may try to limit unauthorized diffusion through non-disclosure contracts with buyers and employees. Highly valuable knowledge, such as the formula of Coca-Cola, may be jealously guarded by restricting it to a chosen few. An unfortunate reality 24 Capitalizing on Knowledge for those who try to limit diffusion is the propensity of knowledge to leak.

The growing discrepancy between book value and market value has stimulated several pioneering organizations to embark on programmes of intellectual capital measurement. Notable among these pioneers is Skandia, which since 1994 has published intelIntangible assets ± a visible di€erence lectual capital supplements to its Celemi, a Swedish developer of learning tools, six-monthly ®nancial reports. A has published Celemi Monitor ± its annual growing number of organizations intangible asset accounts ± since 1996.

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