China
Africa
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Capturing and Storing Knowledge
Published in Jay Liebowitz, Building Organizational Intelligence, 2019
Based upon the survey results, the organization under study does not know how to measure the value of its intellectual capital. People, processes, and products/services are the most important knowledge carriers in its organization. The organization’s overall strategic goals do not include knowledge management explicitly. A knowledge management initiative has been conducted for less than one year. Customer intimacy (focusing on providing “total” solutions for a well-selected group of customers) is currently the strategic emphasis within the organization. The most important knowledge management objectives in the context of the organization’s business strategy are a combination of customer knowledge and internal know-how. The least important knowledge management objectives are acquisition of new knowledge from external sources, generation of new knowledge inside the organization, standardization of existing knowledge in the form of procedures/protocols, transforming individual (people’s) knowledge into collective knowledge, and facilitation of the “reuse” and consolidation of knowledge about operations.
A value-driven method for the design of performance-based services for manufacturing equipment
Published in Production Planning & Control, 2021
Technical knowledge and capabilities can give the manufacturer a great competitive advantage for service design and provision, and can reinforce the integration of products and services in the definition of PSS processes and their interdependencies (Thenent, Settanni, and Newnes 2012). Equipment-related expertise is indeed a necessary element to develop relevant PSS offerings (Peillon, Pellegrin, and Burlat 2015). Customer knowledge, particularly the understanding of market and business customer-specific characteristics, is also essential to design competitive services and to adjust adequately the service processes (Hakanen, Helander, and Valkokari 2017) and can be achieved even involving customers actively in the process of value creation (Vargo and Lusch 2008). In the context of outcome-based services, servitised offerings bring opportunities to learn from the interaction with the customer about their specific needs and operation context, which could be used as feedback to improve the advanced service offering (Grubic 2018). Outcome-based value propositions for equipment are in-fact primarily customer-processing operations which revolve around the customers’ operational requirements (Smith, Ng, and Maull 2012).