[E100 Alert] - KM Magazine E100 Cover
All roads lead to Rome...and there
are now a lot of people talking about Knowledge Leadership.
Of course, the Global
Knowledge Leadership Map itself (initially crafted in 1999), is an
illustration of dedicated knowledge and innovation professionals - a
diagonal slice of our ENTOVATION Network. Our Gyroscope
of courses provides another example of exemplar and real-time
Knowledge Leadership Program with unparalleled depth and scope. And
our new initiative, The
Knowledge Zone illustrates the magnitude of transformation in
which we all have a role to play.
But it is really the stories - and
spheres of influence - resident within the leadership of our
colleagues that make things happen.
KM Magazine this month is featuring
our own E100 Jerry Ash, founder of the Association of Knowledgework (AOK).
The description reads:
"The Association of
Knowledgework, incorporating the esteemed Star Series Dialogues, is
the brainchild of one man. On the verge of an exciting partnership
with Ark Group, Jerry Ash considers the highlights of his career and
talks to Rebecca Cavalôt about his baptism into KM and a future 'new
order', where individual intellectual activity and technology will
You can find his story already posted
in our PressRoom
for July 26.
Thinking about the visibility of some
of our superstars who have been similarly recognized, I though it
appropriate to provide a listing which at-a-glance illustrates the
array of network expertise and aspiration:
2002 - Karl-Erik Sveiby
"We have to rethink our
whole approach to business. Conceptual tools acquired early in
my career were useless. In a business practical knowledge is
much more important than theoretical knowledge; and practical
knowledge is - to very large extent - tacit. Managers must adopt
a 'knowledge perspective' and to see their firms as having
'invisible balance sheets,' of intangible assets with flows of
knowledge in between."
2002 - Karl Wiig
"There is not an
economic theory of knowledge. We need to understand what
comprehensive and systematic KM can mean and what role it can
play n the modern organization. People's mental machinery -
their intelligence and attitude - is a greater resource than
what they know and understand. In spite of all present
limitations, KM is already very useful - even when it is narrow
in scope. The playing field is quite level. Most everyone is a
2003 - Leif Edvinsson
something new...not visible in traditional accounting systems.
Knowledge Management is not about tools, but why we have the
tools. It's about the roots. We need a new map and navigation
system for sustainable earnings. Knowledge has become the key
source of value-creation and wealth - not only at an
organizational, but also national level. It is a challenge not
to be prisoners of vertical thinking, called bottom-line
2003 - Verna Allee
"No significant change
can happen without first having a shift of mind - by starting to
think differently...a combination interest in complex systems
and collective intelligence. Groups of people with a passion for
social and environmental good are finding each other,
accelerating knowledge sharing through the Internet, and coming
together in global and local network organizations that are
working for positive change for society."
2004 - Hubert Saint-Onge
knowledge strategy encompassing - in parallel - the explicit and
tacit dimensions of knowledge. Knowledge can only be generated
in highly collaborative relationships. We need to work with
people from 'where they are' instead of from where we want them
to be. How do we foster values-based leadership?"
2004 - Jerry Ash
always been in the knowledge business, but they have not had the
tools or strategies for managing that knowledge which has been
produced in the private sector. We await the maturing of the KM
profession...advocacy... and support for the interdisciplinary
profession of knowledge work. KM is so 'different' than what we
were trained for. The knowledge economy is organic - it is a
natural phenomenon driven by the human environment."
These are the leaders who have been
featured in KM Magazine. Every one of you, however, has a plethora of
leadership experiences; and for me, it has been a privilege to be
aligned with each one of you.
Let us know your stories...
P.S. For the description of the
ENTOVATION Holonomy, visit - http://www.entovation.com/entovatn/entnet.htm.