Title: Towards the eenterprise: leading a knowledgebased organization in the Internet era Nello Iacono Grup
1Towards the e-enterprise leading a
knowledge-based organization in the Internet
eraNello Iacono Gruppo Formula SpA
2Outline
- the identity matter and culture in organizations.
What an e-enterprise must be - from value-based to knowledge-based organizations
- knowledge mgmt in the "strategy" process the p
cube improvement cycle - steps towards the neural organization just like
a Gnutella paradigm for a k-based organization?
3The thesys
- Leading companies need to be e-enterprises
- An e-enterprise has to be (first of all) a
knowledge-based organization - The upper stage of an evolutionary approach to
k-based organizations is a unstructured one - we call it the neural organization
- A successful approach to the construction of a
k-based organization needs an environment that
follows the laws of a Digital Ecology
4What an e-enterprise must be (1)
- Main features we look for in a XXI century
company - adaptive respect to its business evolution
- to be able to make its market
- and then it has to be
- flexible, where flexibility relies on its
cognitive assets - ever-green, where the paradigm for it is an
ever-changing (or adaptive or agile) company - wise and speedy, in order to combine
- speed of action,
- right focus in strategic matters,
- decision in destruction-construction processes
- The key is Interaction
- We look for a fully-interactive company in the
Internet age. This is an e-enterprise
5What an e-enterprise must be (2)
- But are self called dot-coms e-enterprises?
- If a company works in and/or for Internet market
then is it an e-enterprise? - Fully-interactive company means that culture,
identity, strategy, processes of the company have
- the web as the main environment
- the interaction as the main key to change
- intellectual capital as the main asset
6What an e-enterprise must be (3)
- Flexible, agile and proactive
- approach to change mgmt based on life-cycle
paradigm - organization change as opportunity and cultural
habit, adaptive processes, organization towards
the Business Process Management - people interaction through internal
communication, knowledge sharing and active mgmt
participation along the decision process - pervasive entrepreunership and empowerment
- knowledge as basis for competive advantage
7What an e-enterprise must be (4)
8From v-based to k-based organizations
K-based organization
Knowledge creating and managing
Explicit cognitive asset
Cooperative Interaction
Value-based organization
Tacit cognitive asset
Values and behaviour
9KM in the "strategy" process the p cube
approach (1)
- P cube
- the ingredients of a pervasive approach
- People
- companies grow if people interact. But we need
both high-tech and high-touch interactions - Process
- the way you want they interact to obtain a result
- Power of
- knowledge
- cooperation (i.e. team-based work)
10KM in the "strategy" process the p cube
approach (2)
- Adaptive approach elements
- adaptive Business Process Model
- k-based change process
- systematic approach to flexibility and change
(strategy, organization, culture) - systematic approach to team-based diagnosis
(focus on strategy, process, communication,
results)
11KM in the "strategy" process the p cube
improvement cycle
Team-based diagnosys
Efqm-based self-assessment
Diagnosys report
Strategy design
Vision and Mission revised
Organization Design
Process design
Business Process Model Enterprise Business
Plan Budget
Change communication
Bonus and objectives policy
rewards policy
Implementation
Performance
Monitoring
Feedback
Feedback
12KM in the "strategy" process the p cube approach
- How to grow
- e-learning based on both company k-based and
corporate portal - education and learning based on high-touch
approaches training on-the-job, teaching in
classroom, workshops, tutoring for junior
consultants - knowledge mgmt as way-of-think teamwork,
intranet, forum, communities, peer meetings,
team-based diagnosis
13The creation cycle in the sw development process
14Towards the e-enterprise
15The e-enterprise construction cycle
Immersion
Acknowledgement
E-service
B2C B2E
B2B ASP
Deep Application
16The neuronal approach and the Gnutella paradigm
(1)
- If the interaction is the key and organizations
have to cope with ma, partner relationships, - they have to work as net where sites connected
are - boards (for methodologies, support, auditing)
- business teams (focused on building products,
or on deliverying, etc)
17The neural approach and the Gnutella paradigm (2)
- In a neuronal organization
- information
- knowledge sharing
- works like in a Gnutella paradigm no center, but
collaborative teams that works together
18A neuronal organization
Metodologies Board
Customers
Auditing and policy
Board
Account mgmt team
19Extending the p cube approach (1)
- What we need for a k-based e-enterprise
- identity and culture
- the Big 4 values
- experience
- competence
- listening
- interaction
- an environment where the talent policy is not so
hard and expensive
20Extending the p cube approach (2)
- The Digital Ecology
- the relationship between people and the new
worldwide digital environment we're creating (G.
Newstrom, 2000) - we have to save the big 4 values being committed
to - common sense, context, community (G.N.)
- environmental approach to competence and teamwok
- improving high-touch approaches (because new is
not hi-tech synonim)
21- Thank you for your attention!!!