One of the fastest growing business sectors in today's economy is the knowledge sector -service-oriented companies or departments whose primary product is the knowledge and competence of their employees. For the knowledge organization, profits are generated through the successful management of intellectual capital. This is in sharp contrast to the manufacturing organization, whose profits rely on tangible capital such as machines and factories. The difference is important, because most of the management models used today were inherited from this manufacturing tradition.
As a professional working in a knowledge organization, you realize that the manufacturing-based models which governed business thinking for decades no longer apply to your situation. But do your people know this? Chances are they, like most people, are still applying this traditional business logic to their daily activities.
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How to reach success?
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The biggest mistake a knowledge organization can make is to exclusively focus on its customers.
Unlike manufacturing industries, the knowledge organization cannot afford to focus too heavily on its customers alone. That is because the knowledge organization constantly competes in two markets: the market for key customers and the market for key employees.
Developing this dual perspective and understanding how it affects corporate profitability is the first step in successfully managing a knowledge organization. Getting your workers to adopt this perspective and apply it to everyday business decisions is the next.
How to achieve it? The solution: Tango
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