Strategy and Practice 3 - Living Strategy
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==Knowledge society== | ==Knowledge society== | ||
Degues believe that the world has moved away from capital requirements to knowledge requirements - asset poor knowledge rich companies like Consultants | Degues believe that the world has moved away from capital requirements to knowledge requirements - asset poor knowledge rich companies like Consultants | ||
| − | + | ||
| − | ''Perceiving'' - change of govt ot interest rates | + | Four stages of the cycle towards the knowledge company |
| − | ''Embedding'' - understanding it in relation to the business world | + | *''Perceiving'' - change of govt ot interest rates |
| − | ''Concluding'' - What if's | + | *''Embedding'' - understanding it in relation to the business world |
| − | ''Acting'' - The change or action resulting | + | *''Concluding'' - What if's |
| + | *''Acting'' - The change or action resulting | ||
Learing can be done by ''Assimilating'' the information into existing structures or ''Accommodation'' - changing the structires or the basis of the information | Learing can be done by ''Assimilating'' the information into existing structures or ''Accommodation'' - changing the structires or the basis of the information | ||
Revision as of 20:47, 27 September 2012
Contents |
Strategy and Relationships
- Organizations can learn
- Organizations have multiple influential layers - employee, team, division
- Organizations past present and future are interwoven
- Organizations are greater than the sum of their parts
Knowledge society - learning oragnisations, Strategic Stories, Communities of Practice, Social Capital, Networked Organization are all themes
Knowledge society
Degues believe that the world has moved away from capital requirements to knowledge requirements - asset poor knowledge rich companies like Consultants
Four stages of the cycle towards the knowledge company
- Perceiving - change of govt ot interest rates
- Embedding - understanding it in relation to the business world
- Concluding - What if's
- Acting - The change or action resulting
Learing can be done by Assimilating the information into existing structures or Accommodation - changing the structires or the basis of the information
Assimilation can be mechanical and predetermined whereas Accommodation can be infinite
e.g. International banking has gone away from the mass adoption of automated services towards those based upon the transaction. Decr is much friendlier also and trying to play the realtionship card. HSBC - the worlds local bank
The Emergent Nature of Strategy
The Resource Based View focuses on
- Physical resources
- Financial resources
- Human resources
- Organizational resources
When networked together they enable a Competitive Advantage
Helming
There is a need for multirational or janus faced approach. That is the stratgeist cannot engineer the waves but can guide the company theough the storm The CEO can no longer be the strategist but can trellis and prune stratgeies into shape
Stragists need to acknowledge the past and move towards devleoping new strategies. That is away from Best Practice towards good parctice, spotting, devloping and promising practices as they emerge
==Bibliography Brown Duguid - Organization learning and Communities of Practice Evans Wurster - Communities of Practice Evans Wurster Strategy and the new economics of information
- All businesses are about information
- Hyperarchies - like the web multiple connections (deconstruction of tradtional value chain) and exchanging information
- The trade off between the Richness an Reach of Information and how much it can be customized
- swirching octs will drop
- Trust will be key - New Branding opportunities
Nonaka Knowledge Creating Company Krackhardt Hanson Informal Networks
- Org structure - mgrs find dont work - success lies in infomal networks
- Build on the informal networks where itr works
- The (advice) (trust) networks uncovers the prominent players, trust is increased - helps rewire faulty networks
Shaw How 3m is rewiring Business Planning Wenger Snyder Communites of Practice
See Also Strategy as Organizing and Strategy as Orchestrating Knowledge and Strategy as Systems Thinking
Orgainizations should be seen as organisms that can learn not machine that are programmed
- Organizations are subject to many levels of influence
- The organization's past present and future are interwoven
- Organizations are greater than the sum of their parts
This has led to the acknowldgement of Knowledge Society with the need for learning organizations, strategic story-telling, communities of parctice, social capital and the notion of a networked society
The Systems Thinking reflects and acts upon the big picture
- See interrelationships and processes not things and snapshots
- identifying things that have a big impact and those that dont
- focus on leveraging the 20% that generates the 80%
- Look beyond quick fixes
De Geus in the Living Company explains that society has move away from requiring business capital to one requiring Social Capital based upon knowledge. Thus asset poor knowledge rich companies such as consultancies
The Learning company is
- Sensitive to the external environment
- has cohesion and identity
- has tolerance and decentralization
- conservative financing
De Geus has the cycle of learning comprising 4 parts
- Perceiving - change in governent, or interest rates
- Embedding recalibrating thoughts in response to the change
- Concluding asking what-if
- acting - The change or action that results
The learning process can happen by accommodation - change ones internal structure to meet the changes environment - banks looking like shops or assimilation assimilating and choosing the structures that best suit the event. Assimiliation can be very mechanistic but accommodation can be infinite
Management by storying around
Three Anecdotes and 3M are examples of Strategic Narratives
Communities of Practice
Communities of Practice, Social Capital Networked Organizations
The emergent nature of stratgey
using the Resource Based View are networked together to ensure effective operations these can lead to capabilities that are superior to other organizations and where Best Practice is not enough
