Workflow
works best with knowledge. By definition,
knowledge management is the capacity
to act. When a professional
takes the time to think,
plan and act in proper
sequence, workflow improves
and tangible value is
revealed.
Carl Sagan is the reason
the fourth ring is a hexagon.
He wrote the easiest
way to see intelligent
life on other planets was
geometry. The six sides also represent Kipling's six servants: who, what, when, where, how and why. Looking back
from space at your firm,
are there any signs of
intelligent life?
In 1999, Peter Drucker
argued that improving the
productivity of knowledge
workers is an urgent issue.
If the experience and expertise
of individuals create an
organization’s knowledge,
then firms must create
the physical, social and
resource “allocation
structures” so this
knowledge can be shaped
into competencies.
As identified by Sveiby
(1997), there are three
variables to lead knowledge
intensive enterprises;
internal and external structures,
and employee competence.
If these variables are
aligned with tools like
intangible asset monitors,
strategy maps and workflow,
they create tangible, enterprise
value. (See David
Pender)
In the 1930’s, Nobel
Prize winner Ronald H.
Coase asked: “Why
are there firms?" Coase
reasoned the cost of information
determined the size and
shape of firms. As costs
rise, so does the confusion
and complexity.
Using the ABLEQuest platform
to end confusion, what
do we know about our clients?
What do we know about the
attitudes, capacities
and skills of our client
advocates? What do we know
about the structures of
our enterprise? How do
we transform knowledge
into wisdom and wealth?
How do we access and align
the five forms of outside
capital; spiritual, intellectual,
social, physical and financial? (See ABLE University)
For knowledge management
to create value there must
be a client-centered culture
willing to collaborate.
Working on platforms together,
intelligent life is revealed.
Workflow
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