Keynote on Knowledge Managment - Weggeman

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Keynote speech by prof. dr. M. Weggeman

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  • Bologna-verklaring 1999: internationale herkenbaarheid van hoger onderwijs Accreditatie: voortborduren op huidige stelsel van visitatie. Toevoeging: onafhankelijk eindoordeel van de NAO over de kwaliteit van de opleiding. Definitie van Accreditatie
  • Keynote on Knowledge Managment - Weggeman

    1. 1. Knowledge Management <ul><li>NHTV Study Day: An Inspirational Gathering </li></ul><ul><li>► Innovation is a must in today’s Casino Society </li></ul><ul><li>► The task of every professional is KD, KS and KA </li></ul><ul><li>► The smarter you get, the sooner you get dumb! </li></ul><ul><li>Mathieu Weggeman, </li></ul><ul><li>Breda, 22 January 2008 </li></ul>
    2. 2. INFORMATION & THINK HEAD <ul><li>- In the year 1900 there was twice as much information in the world as in 1800 </li></ul><ul><li>In 2002, a professional of an internationally operating company had 1800 times as much information at his disposal than his colleague in 1980 </li></ul><ul><li>- The total amount of relevant information is currently doubling every two years </li></ul><ul><li>The number of possible connections between neurons in the brain (thoughts) is 1 followed by 10.5 million kilometres of typewritten zeros. </li></ul><ul><li>So, do not fear! </li></ul><ul><li>(Van den Brandhof, 2004) </li></ul>
    3. 3. STATEMENT <ul><li>‘ I’d rather invest in training people who might leave </li></ul><ul><li>than not invest in people who might stay.’ </li></ul><ul><li>(CEO – Gartner Group) </li></ul>
    4. 4. Generic Strategy for Competing in the Knowledge Economy <ul><li>1. Product Leadership </li></ul><ul><li>Focusing on continuous renewal of services based on state-of-the- </li></ul><ul><li>art knowledge </li></ul><ul><li>(me-first; management of opportunities; product focus; </li></ul><ul><li>differentiation) </li></ul><ul><li>2. Operational Excellence and Cost-Leadership </li></ul><ul><li>Focusing on providing a well-balanced products/services mix </li></ul><ul><li>with an optimal combination of price, quality and comfort </li></ul><ul><li>(me-too; management of operations; process focus) </li></ul><ul><li>3. Customer Intimacy </li></ul><ul><li>Focusing on providing complete solutions for well-selected </li></ul><ul><li>groups of customers </li></ul><ul><li>( Treacy & Wiersema, 1995) </li></ul>
    5. 5. Dare to Experiment with ‘Open Innovation’ <ul><li>Aspect of Proctor & Gamble’s innovation strategy </li></ul><ul><li>. Problem-solving website launched in conjunction with MIT, Harvard, Eli Lilly, Intel and a few other KIOs </li></ul><ul><li>. 10 “uncrackable” problems were placed on the site, to which hundreds of person years of R&D had already been devoted </li></ul><ul><li>. After 2 months, 4 of the 10 problems were solved </li></ul><ul><li>Average cost per problem: $ 9,000 </li></ul><ul><li>Conclusion: </li></ul><ul><li>Investing in new forms of knowledge alliance is at least as useful as investing in R&D </li></ul>

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