Knowledge Performance
As the economy transitions to a knowledge-industrial model that no one has ever managed through before, it is making knowledge performance a key enterprise performance criteria and indicator.
Strategic R&D at the Intersection of Knowledge Performance, Integrative Management, and Fiduciary Capitalism
Integrative Management
Integrative thinking, analysis and decision-making are crucial for developing core knowledge performance capability ― and for effectively implementing and executing plans and strategies with knowledge performance..
Stakeholder Capitalism
Stakeholder Capitalism is a strategic management best practice proving itself useful and reliable for boosting stakeholder productivity, participation, and advocacy for executing corporate plans and strategies..
"A change in quantity means a change in kind" is an important principle in leading edge scientific discovery, knowledge advancement, and engineering practice. It is a reminder that when they quantity, scale, or velocity of things change they can start behaving in new ways as if they are different kinds or types of things. This means companies and stakeholders must be capable, prepared and willing to understand and approach things very differently. The problem is this challenges existing beliefs and behaviors, which are difficult, uncomfortable, and inconvenient activities.
When confronted with a "change in kind," consciously and unconsciously people tend to avoid taking the required actions. This tendency is tied in with the What-How, How-What Dilemma. A dilemma related to ego, bias, habits, policies, company culture, and social norms that have evolved to maximize static efficiency.
This essentially means refactoring our thinking and strategic point-of-view (sPOV), and our related activities and behaviors.
The difficulty we experience in doing this in practice is tied in with the What-How, How-What Dilemma (WHHW Dilemma) because it requires us to change our minds about what we know and think we know.
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(think we know and understand) about in our daily application of strategic management require affect how we must re-think about those things and refactor strategic management accordingly
This applies to our perceptions of the nature of things and their physical attributes, and far more difficultly the conceptual models and theories that we use to understand and apply things for the purposes of doing work and achieving our strategic management goals.
When large changes take place rapidly, this creates urgency in regard to our need to consider if we are experiencing a strategic inflection point that requires us to contend with things changing in characteristics, type, kind that demands a change regarding our habits, principles of operation, practices, and the convents of our beliefs and behaviors.
So it is today as we consider the changes that are driving the transition of the economy from a traditional industrial model to a knowledge-industrial model that no one has ever managed through before. And, it is my assertion that knowledge performance offers the best basis for innovating strategic management to contend with the massive change in quantity regarding knowledge and tool capability and capacity that we face today.
