Intellectual Capital, Knowledge Management and Value Networks




Editor’s Note: This post is a featured guest post by one of our IAI University Partners, Patti Anklam of Net Work.

I was doing fact checking when writing Net Work and wanted to confirm the timeline for the work on intellectual capital and knowledge management. I discovered a short history of the idea of intellectual and its evolution on Karl-Erik Sveiby’s web site. Two interesting tidbits:

  • Fall 1990: Term “Intellectual Capital” coined in Stewart’s presence
  • Jan 1991: Stewart publishes first “Brainpower” article in Fortune

In 1997, two books titled Intellectual Capital were published, one by the aforesaid Stewart (Thomas A.), and the other by Leif Edvinsson and Michael S. Malone. The latter is somewhat more academic, but it’s hard to compete with Tom Stewart’s witty, fact- and anecdote-based style.

Stewart, who became the editor of the Harvard Business Review in 2002, wrote his Intellectual Capital while at Fortune magazine, and The Wealth of Knowledge in 2003. Both books are classics and must-reads for those interested in the history of knowledge management.

Credit for the coinage of the term “knowledge management” rests with Tom Davenport and Larry Prusak. (Bill Ives did a nice post on the story they tell in their book, What’s the Big Idea? about their epiphany of hitting on the term.) Denham Grey has pointed out, however:

There is a good case to be made for Karl Wiig, Chris Locke and Debra Amidon being responsible for coining KM, perhaps as far back as 1985-1987. See timeline image for details.

(Editor note: Memes come from many places, the convergence that “pops” memes out into the open is what I like to call the “overnight sensation effect” – every overnight sensation takes at least 10-20 years to come to pass)

Naturally all these folks are connected, as are the memes of intellectual capital, knowledge management, and networks.

At the time of the 1991 Brainpower piece, the social/organizational network analysis work was just getting started by Valdis Krebs and colleagues, so it’s not there, but the article gave me the kind of goosebump you get when you realize the answer has been there all the time.

Stewart quotes Ted Smith from US West: “Managing knowledge as an asset spawns a whole new discipline.” The Xerox copier repairmen story is there, along with a prescient description of what we today call Human Capital Management — the mapping of a company’s intellectual assets with the strategic plan. The knowledge economy is summed up pithily in typical Stewart style:

The economic landscape of knowledge-intensive business can differ markedly from the familiar neoclassical world. “Buy land,” Will Rogers advised; “they ain’t makin’ any more of it.” But we make more knowledge every day… The greatest challenge for the manager of intellectual capital is to create an organization that can share the knowledge. Like money in a mattress,” says Hugh Macdonald, “intellectual capital is useless unless it moves. It’s no good having some guy who is very wise and sits alone in a room.” By finding wasy to make knowledge move, an organization can create a value network — not just a value chain.

Unfortunately, the archived version of the article doesn’t include charts or paragraphing, but it’s worth a read when you want to kick back and kick yourself for not getting it all sooner.

(Editor note: Have you gotten it all… yet? In a Knowledge-based world, can you afford NOT to?)

– end article –

Are you Using Organizational Network Analysis? No? What’s Keeping you from Unlocking the Value of your Employee Network?

  • Wondering how to tap the brains in your organization?
  • Tired of hoping that installing “social tools” will break down the cultural silos you know are cutting out value from your employees?
  • Eager to learn how to run an entire Social/Organizational Network Analysis project yourself? Soup to Nuts – Process to Tools?

Take advantage of our 4-Hour Online and On-demand eLearning course, “Intro to Social/Organizational Network Analysis” created in partnership with Patti Anklam and Information Architected on our new learning platform, IAI University.

Intro to Social/Organizational Network Analysis is designed for people who want to understand how to systematically identify and map networks within their organization as well as those who want to learn about the tools and methods to map and analyze networks. This is a practice fundamental to effective collaboration, social networking, Web and Enterprise 2.0 strategy and Knowledge Management.

The course is presented by Patti Anklam, Principal Consultant at Net Work, and author of the best selling book “Net Work.”  She has consulted with hundreds of organizations around the world.

The “Intro to Social/Organizational Network Analysis” course has four modules and includes a complete walk-thru of the ten steps in planning and running an Organizational Network Analysis project.

Register Now for “Intro to Social/Organizational Network Analysis”

Module 1: Introduction to Social/Organizational Network Analysis (SNA/ONA)

  • Overview of SNA/ONA
  • The Premise
  • Evolution From Science to Practice
  • Core Concepts and Terms
  • Case Study: Ten Steps

Module 2: Network Patterns and Metrics

  • Basic Principles and Patterns
  • Structural and Centrality Metrics
  • Roles

Module 3: Software Tools for Network Analysis

  • The Basics of Inputs and Outputs
  • Collecting Data Using Surveys
  • Analysis Tools
  • Available Resources

Module 4: Managing an ONA Project

  • Managing the Project
  • Organizational Preparation
  • Working With the Results
  • Critical Success Factors

Register Now for “Intro to Social/Organizational Network Analysis”

Related Posts with Thumbnails

Tags: , , , , , , , , , , , , , ,

Subscribe to the Blog

Subscribe Using RSS

Close

Fans

Testimonials/Quotes

“Dan and I served on the SANS GIAC Advisory Board where his knowledge and insight into security and organizational issues were keenly appreciated.”
by Stuart Berman, Security Architect Steelcase Inc.

Back

Organizations That Have Used Our Services Include:




Forward