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Intellectual Capital to Intellectual Capitalism:

The Calm and the Storm

A CHALLENGE – ARISING FROM A REVIEW OF THE EVENTS OF 9/11

To speak to what was “normal” definition and process and what appears to be the new norm since September 11;

To present illustrative models for managing intangibles;

To help position the individual within the context of his/her work environments and new missions

THE SCOPE ISSUE

“Enterprise” Knowledge Management

“Community” of Practice

“Corporate” information

“Business” data

Teams and groups

EVOLUTION IN THE INFORMATION AND KNOWLEDGE

COMMUNITIES:

• New program delivery processes and objectives that build on quality, continuous learning and continuous improvement

• Valuation for experience, understanding and competence as well as achievement (visible results)

• Succinct, transparent and cooperative decision and delivery processes

• A new bottom line that includes economic and environmental sustainability as well as profitability / performance

• Emerging appreciation of needs in the areas of horizontal and vertical integration; or at the least, harmonization

THE “KM COMMUNITY” IS MOVING BEYOND SEEING IM SOLELY AS A RECORDS FUNCTION:

“Intelligent organizations do ‘corporate think’ - they capitalize on making tacit knowledge part of their infrastructure. They automatically process and deliver information necessary for the achievement of objectives across the entire organization. Combining raw data, facts and figures with validating insights and making the results available enterprise-wide enables an IM paradigm shift.”

A POST 9 / 11 CALL TO ACTION

The events in North America should have caused us to embark on a major shift in the way we work, with:

• new strategic frameworks

• new management structures

• new management approaches emphasizing “performance management”

• new models, tools, processes

But did that really happen? Or are we, organizationally and functionally, just doing more of the same?

FOCUSING ON ONE OF THOSE TOOLS

In the information and knowledge age, should we not be exploring what benefits can be derived from exploitation of information and knowledge assets….. what is commonly known as “Knowledge Management”?

In my view, KM is the “enterprise-wide definition, establishment, operation and continuous improvement of the organization and its capability; its information and knowledge; and its collaborative information technologies – all directed towards ensuring the organization remains firmly focused on operational effectiveness.”

I AM IN AGREEMENT WITH MARK ADDLESON’S VIEW:

� KM is embedded in (communities of) practice – It is the way we do things. It is not an 'add-on'. You become a ‘knowledge centered’ organization.

� Everyone does KM - from mail rooms to board rooms and police officers to city hall.

� Much of what is important in KM cannot be measured and trying to make it measurable means we pay attention to the wrong things

� We understand better what KM is not: it is neither simply ‘improved communications’, ‘better training’, nor ‘new technology’.

ICONS OF UNDERSTANDING

WTC – SEPTEMBER 11, 2001

ON SEPTEMBER 11,

The “Storm” did four things:

• It accelerated new trends already in process

• It established a new set of rules and requirements

• It placed heavy expectations on security and protective services

• It brought forward new legislation

WE SAW NEW, IMPROVED, COMPREHENSIVE LEGISLATION ALLOWING FOR:

Reduced ambiguity and discontinuity between mission and activity

Change in organization, in process, in practices

New collaborative methodologies

A whole lot more focus on Partnering / Performance / Program scope

Paradigm shifts in business, and function-specific information models, to support:

learning and “network-based, knowledge-intensive, global service society.” (Skandia)

Initiative and intellectual entrepreneurship

BUT THERE ARE OTHER REQUIREMENTS

1. Establishing institutional and constituency objectives

2. Enterprise strategies for getting there – without delay…

3. And that involve shattering the stovepipes

4. Moving on from an historical focus to one that is adaptive and responsive to need

5. Learning to use the tools, technologies, work and program development and delivery practices that we have developed and acquired

Bottom Line: We don’t need yet more linear, single process, non-interoperable “solutions”

“National Security” needs to involve (among other things)….

WE NEED AN INTELLECTUAL CAPITALISM” MENTALITY, THAT

Information / Function Knowledge / Mission

“New intelligence”

……means Linking and Leveraging Intangible Assets

PERHAPS WE HAVE TO BECOME …. ”INTELLECTUAL CAPITALISTS”!

• Personal and group initiatives (risk taking)

• An enterprise view

• A focus on mission objectives

• Exploiting all resources

• Doing what pays off

• Managing for sustainability in a stakeholder context

GETTING THERE INVOLVES A LOT OF WORK

To become intellectual entrepreneurs (on the road to becoming an intellectual capitalist), we need to do a whole lot of fundamental work…….on the definition of good data (and getting rid of bad or irrelevant data); structuring data and valued added data (or information); and linking together that data and information with business needs (preferred outcomes) to create a knowledge regime.

Following is a sample work template that illustrates what sort of information organization needs to be worked through.

Element Application Context

Data Program prioritization / statistical output

Operations and reporting

Information and best practices

Operations and administration Functional requirements / learning and qualifications – working smarter

Intelligence Mission Analysis, prevention, conviction, correction

Intelligent operations Performance / quality Performance management and measurement; risk and value management

Knowledge Management

Managing relations People, projects and information flow

Intellectual property Asset management Business comptrollership

Enhanced sharing and standardization

Legal, security and international communities

National and international security

  

IM/KM/IC Horizontal Axis

Level Activity Issues

Data Program prioritization / statistical output

Operations and reporting

Information and best practices

Operations and administration Functional requirements / learning and qualifications – working smarter

Intelligence Mission Analysis, prevention, conviction, correction

Intelligent operations Performance / quality Value and performance management and measurement

Knowledge Management

Managing relations People, projects and information flow

Intellectual property Asset management Modern Comptrollership

Enhanced sharing and standardization

Justice, security and international communities

National security

  

IM/KM/IC Vertical Axis

DAVID G. JONES SHIBUMI.MANAGEMENT@GMAIL.COM