Implementing a culture of knowledge can help organizations become more agile, responsive to visitors’ desires, and open to innovation. Here’s a look at what it means to create a culture of knowledge and the benefits of organizing large-scale knowledge operations.
The virtual revolution presents each and every business with unprecedented opportunities and risks. Cheap and abundant online resources promise new products, new markets and new opportunities to improve visitor relations. They also introduce festivals and perpetual disturbances.
When you’re experiencing change, it’s smart to keep in mind some basic business principles that don’t change: Know your market, focus on your customer. Perfect your offer and get ready to adapt it to the conversion conditions. Look for efficiency. The main differentiators that keep you competitive remain your most productive asset, and you have new tactics to make it work for you.
In other words, collect your knowledge and use it correctly. Develop a corporate culture around availability and knowledge awareness, temporarily examining things like market changes, reactions to product changes, or responses to classified ads or emails. now, when, because of the pandemic, so many behaviors and practices have changed, the pandemic will end, but we are unlikely to return to the old prestige quo.
The bureaucracy of the culture of knowledge varies depending on who interests you and the mission of the organization. By providing the same set of technologies and knowledge to two other groups to innovate or solve a delicate problem, you can get two very different results. they will want to align themselves with their goals and knowledge to start building a culture of success.
Culture is an accelerator agent in itself. According to this report through McKinsey and Company on the importance of knowledge culture: “Culture can be a complex challenge or a complex solution. When an organization’s knowledge project is indifferent to business strategy and central operations, it is not unexpected that the effects of analytical projects may not meet expectations. But when enthusiasm for knowledge research permeates the entire organization, it becomes a source of power and impetus. Technology, after all, is amazing. Imagine how far this can go, with a culture up to it. »
We are in a revolutionary age driven by knowledge. We got here because we use knowledge well.
When thinking about organizational replacement, it might be helpful not to forget that not all facets of the replacement are disruptive. When deepened, it is transparent that the use of knowledge is not new. Since the dawn of trade, others People have observed the facts, understood what topics and looked for models to exploit. Modern statistics date back to 1749, and knowledge-based control has had dramatically higher global GDP for more than a century with increasing sophistication. -It was driven We came here because we were knowledge well.
The way others organize their paintings adapts to the quantity and quality of knowledge they have. Former farmers used informal climate knowledge, while industrialists patented standardized device tools. By the dawn of the computer age, we had implemented mathematics and operational research.
Now we want a more physically powerful technique that can be disseminated in the company.
What does this approach look like? Something proportional to the opportunity. In 2002, the capacity of the virtual garage exceeded the overall analog capacity. Since then, the annual expansion rate composed of knowledge maintained through a typical company is around 60%. Not only has the amount of knowledge increased, but it is now coming from a more varied set of sources, adding browsers, sensors, smartphones and cellular devices, to name a few other computers. The annual replacement compound expansion rate is incalculable.
Google thinks a lot about those opportunities. After all, we were born with the project of organizing all the data in the world and making it universally available and useful, and over the years we have solved a series of desirable disorders similar to the production of data and movements from giant amounts of another data. – now made at a breakneck rate.
We work to deliver virtual data and the ability to act to consumers and businesses, whether in our business advertising paints and now through the knowledge and data control teams we’re offering in Google Cloud. We sense how our products are helping to drive. drive virtual transformation and innovation in corporations around the world, adding ANZ, Mayo Clinic and UPS.
Large corporations are effective because they have the right processes that make wonderful products, reflecting the wonderful attention to their customers.
AirAsia is another example. They’re on their way to fit into a ‘digital airline’. Their transformation is already helping them extract new, more flexible information and deliver more personalized reports to stand out in their industry. “We seek to make greater use of knowledge for more agile, effective and customer-oriented,” says Lye Kong Wei, Director of Data Science and Group Leader at AirAsia.
The company was able to make effective decisions faster in Google Cloud, such as reducing food waste in flight ML modeling.
We also learned a series of classes on internal organization in order to optimize knowledge, either in our own adventure and helping our clients solve delicate problems. Some of those classes in this white paper why knowledge culture is important. It is reduced to 4 pillar keys:
There are several surprising things about organizing large-scale knowledge operations: advances in knowledge technologies mean increasing management. Managing and executing with knowledge on a giant scale is a challenge and a new challenge compared to executing with knowledge in the past. In many cases, this is offset by greater automation of processes and equipment to make sense of the knowledge collected. Of course, more means demanding new situations in terms of safety, quality and interpretability of that knowledge.
Large corporations are effective because they have the right processes that make products wonderful, reflecting the wonder and attention to their customers. In other words, all giant corporations have giant internal cultures that produce those results. People adapt with interest and creativity. If so, they challenge the prestige quo and innovate on the basis of new knowledge, harness the strength of the knowledge entrusted to them, adapting and applying processes to generate new prices based on knowledge.
This has never been truer than today, when titanic virtual adjustments highlight the need for a culture around the collection and use of knowledge on a giant scale. It’s doing well from the beginning, because history shows us anything else. : those who paint towards new goals never refuse to have more knowledge, as long as it is useful. Advances in cloud computing, knowledge management, knowledge analytics, and synthetic intelligence technologies don’t slow down. No company either, in its thirst to replace the world.
Will knowledge culture be a challenge or a solution for your organization, and if it’s a solution, what will it be like?How will you know it’s a success? These questions can help you get or what has already been Array The culture of knowledge will be another for other corporations in other sectors. You and your stakeholders will know what’s most productive for your groups and your organization. and the culture of knowledge you create will be the most productive for your business.
Stay informed: Does the key to transforming your business start with your organization’s culture of knowledge?Read this consultant to learn how to foster a culture that improves agility, intelligence, wisdom, and trust.
Quentin Hardy is an editor of Google Cloud and has worked in the past in the New York Times, Forbes and Wall Street Journal.