KNOWLEDGE - THE COMPETITIVE EDGE
A company can hope to get an edge over its rivals in the global market due to its knowledge workers. This is because knowledge workers provide 3 abilities:
1] Innovation in the market
2] Originality of service
3] Deep understanding of customer needs which market surveys yield.
The real value addition is knowledge. Thus knowledge workers provide competitive edge o the company, more so due to the relative scarcity of knowledge workers.
1] PRODUCTS = PEOPLE
Companies that compete on the strength of its products have to use people as the source for winning concepts. Product improvements are also dependant on people especially when it comes to breakthrough products. Such innovations are possible only when there is intensive, planned human efforts to scrutinise the ideas – many of them originating in people related activities such as laboratory. Indeed, the development of a successful product depends on using knowledge as the core competence of the corporation.
2] MANUFACTURING = PEOPLE
The more hi tech the shop floor, the more crucial is the role of people in manufacturing. This is because as people reduce on the shop floor, the machinery to carry out their work becomes more and more complex, needed to be operated by a few workers. Yet these workers play a crucial role, since these machines cannot be operated by simple commands as in the past. Operators need to have thorough knowledge about the machinery such that each is a vital resource difficult to be replaced by another.
3] MARKETING = PEOPLE
To convert people from wandering experimenters to loyalists, companies are forced to improve the quality of their interactions with them. New forms of interfacing with the customer are developed. This requires in-depth knowledge about customers. Also. More and more people refuse to be swayed by brand name alone. It is the service component, which makes the difference. This can be provided only by people. Thus, people with knowledge and skills are now becoming principal instruments to offer delight to the customers.
4] MANAGEMENT TECHNIQUES = PEOPLE
Right people constitute the fundamental strength of any organisation. Even new processes demand necessary talents. Companies are realising that their core abilities lie not in particular product, but in their unique expertise. New processes need to be managed by people with the right skills. Tools such as BPR or TQM can succeed only if people’s mindsets are changed. Hence, now companies are using their people in self-managing teams n the shop floors and cubicles to solve problems and meet targets.
5] ORGANISATION STRUCTURE = PEOPLE
New organisation forms depend on people to for their success. The burden of performance is not on rigid systems, but on the resourcefulness, initiative, and responsibility of the process owners. People spread knowledge throughout the organisation. Flatter structures are thus preferred over traditional vertical hierarchies, to facilitate the flow of information. Every action taken is oriented towards the customer.
A company can hope to get an edge over its rivals in the global market due to its knowledge workers. This is because knowledge workers provide 3 abilities:
1] Innovation in the market
2] Originality of service
3] Deep understanding of customer needs which market surveys yield.
The real value addition is knowledge. Thus knowledge workers provide competitive edge o the company, more so due to the relative scarcity of knowledge workers.
1] PRODUCTS = PEOPLE
Companies that compete on the strength of its products have to use people as the source for winning concepts. Product improvements are also dependant on people especially when it comes to breakthrough products. Such innovations are possible only when there is intensive, planned human efforts to scrutinise the ideas – many of them originating in people related activities such as laboratory. Indeed, the development of a successful product depends on using knowledge as the core competence of the corporation.
2] MANUFACTURING = PEOPLE
The more hi tech the shop floor, the more crucial is the role of people in manufacturing. This is because as people reduce on the shop floor, the machinery to carry out their work becomes more and more complex, needed to be operated by a few workers. Yet these workers play a crucial role, since these machines cannot be operated by simple commands as in the past. Operators need to have thorough knowledge about the machinery such that each is a vital resource difficult to be replaced by another.
3] MARKETING = PEOPLE
To convert people from wandering experimenters to loyalists, companies are forced to improve the quality of their interactions with them. New forms of interfacing with the customer are developed. This requires in-depth knowledge about customers. Also. More and more people refuse to be swayed by brand name alone. It is the service component, which makes the difference. This can be provided only by people. Thus, people with knowledge and skills are now becoming principal instruments to offer delight to the customers.
4] MANAGEMENT TECHNIQUES = PEOPLE
Right people constitute the fundamental strength of any organisation. Even new processes demand necessary talents. Companies are realising that their core abilities lie not in particular product, but in their unique expertise. New processes need to be managed by people with the right skills. Tools such as BPR or TQM can succeed only if people’s mindsets are changed. Hence, now companies are using their people in self-managing teams n the shop floors and cubicles to solve problems and meet targets.
5] ORGANISATION STRUCTURE = PEOPLE
New organisation forms depend on people to for their success. The burden of performance is not on rigid systems, but on the resourcefulness, initiative, and responsibility of the process owners. People spread knowledge throughout the organisation. Flatter structures are thus preferred over traditional vertical hierarchies, to facilitate the flow of information. Every action taken is oriented towards the customer.