Developing a Knowledge Strategy

document 5 de 12

Today, knowledge is considered the most strategically important resource and learning the most strategically important capability for business organizations. However, many initiatives being undertaken to develop and exploit organizational knowledge are not explicitly linked to or framed by the organization’s business strategy. In fact, most knowledge management initiatives are viewed primarily as information systems projects. While many managers intuitively believe that strategic advantage can come from knowing more than competitors, they are unable to explicitly articulate the link between knowledge and strategy. This article, using examples from several companies, provides a framework for making that link and for assessing an organization’s competitiveposition regarding its intellectual resources and capabilities. It recommends that organizations perform a knowledge-based SWOT (strengths, weaknesses, opportunities, and threats) analysis, comparing their knowledge to that of their competitors and to the knowledge required to execute their own strategy. It provides a framework for describing the degree of aggressiveness of a knowledge strategy for closing strategic knowledge gaps, and concludes with several implications for competing on knowledge.

Site Web (URL): http://web.cba.neu.edu/~mzack/articles/kstrat/kstrat.htm

Auteur(s): Michael H. Zack