The Knowledge Dividend

"Value-adding knowledge is significantly different from indiscriminate information. And companies must be aware of this difference."

"There are three ways in which a company can use knowledge management to add value, by making its knowledge more efficient, better connected and tremendously innovative."

"Many traditionally industrial companies?those designed and built to produce physical products?are being forced to produce knowledge products and services. "

"Technology is going to develop to such an extent that skills to work with that technology won't be necessary any more."

"Global corporations, despite their seeming supremacy, are confronted with an enormous contradiction: how to be global and act local."

"Every single decision will be based on a relationship, an interconnectivity to a score of issues worldwide, and will have to take into account the repercussions any decision may have on local and global affairs."

"The fact that the paradoxes of quantum physics are at the foundation of its calculating powers may make it possible to use the quantum computer to find solutions to paradoxical problems."

"Smart strategies are always based on a company's unique knowledge . . . whether new knowledge, or existing knowledge."

"For too long, our strategic thinking has kept us confined to the box. It is now time to jump out of that box, to jump out and grasp the future, not as something which is inevitable and beyond our control, but rather, as something we actually create."

"Managing the smart knowledge process within smart organizations is where the real pay-off is."

"The three Cs to exploiting new market opportunities through communities relies on combining content, customers and communication."

"The core business of professionals is to process real-time, up-to-date high-level know-how about business issues."

"Knowledge workers are seldom motivated by traditional tools . . . The only thing that really makes them run is the pleasure they have in their work."

"If we want to manage unstructured knowledge, we should stop thinking in terms of 'control'. Instead we should start thinking in terms of leading, facilitating and stimulating."

"The major problem with knowledge-based systems . . . is that everybody wants to get knowledge out, but nobody wants to put knowledge in. And so the crucial aspect we have to attack is that of people and motivation."

"To make a team-based process-organization really effective, you need to develop those competencies in your people that allow them to work in a non-functionally organized environment."