The Knowledge Process

Knowledge is not about what you know. It is about what you do with what you don’t know. So the true significance of Managing the process of knowledge is continuously discovering what you don’t know. Such discovery cannot be abstract and focused at the same time because of the Philosophic and Particular nature of a subject. The criticality is the availability of the right level of abstraction for a given context or situation in life and / or business.
Knowledge is something that unites the spirit of people for a common cause. It is the very soul of an enterprise; be it a family, society, nation or business. Effectively all details are suffused in that cause which is driven by a spirit to accomplish a purpose. Therefore, the key elements of the discovery process of the Knowledge Process are “causation” and “contribution”; the former is thinking and the latter is doing. If Knowledge has to be managed, it has to be within these two outer boundaries.

About Subbu Iyer

Subbu Iyer is an Innovation & Transformation Leader as with 28 years of serving customers globally. He is currently the Chief Designer & Transformer at Energizing Innovation, an enterprise that is being founded to facilitate continuous growth in enterprises and as a consequence create societal wealth. The Radical Shift that this enterprise intends to employ is focusing on the Potential rather than the Performance of a business. He has been a serial entrepreneur and an intrapreneur in his past life, having founded Nihilent Technologies and Nandaki Systems besides being associated in senior leadership roles with firms such as Coopers & Lybrand, Cambridge Technology Partners, Tata Consultancy Services, Wipro Technologies and Steria.
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2 Responses to The Knowledge Process

  1. Lalatendu Mishra says:

    Agree that ‘knowledge’ is the essence of value creation for any entity.
    While ‘causation’ and ‘contribution’ are definite process attributes, I would like to add one more attribute that is equally important:
    – ‘diffusion’ which is geared towards sustainance and continuous improvement.

  2. Prakash says:

    Another way to simplify your view is to say the process of managing the knowledge is more about “Knowledge creation”. Creating new knowledge required us to look at beyond what we know today,in your words what we don’t know. Extending your thoughts, I consider three types of knowledge base around each one of us. 1 – what I know I know, 2 – what I know I don’t know, and 3- What I don’t know I don’t know. The first one is obviously not the new knowledge for me, but new knowledge for another person if my representation is abstract enough for them to understand. The second is the space where we can create new knowledge very easily, because since I know what I don’t know, I’m focused on understanding that new knowledge. The last one is what I have no clue about, and apparently the maximum opportunity to create new knowledge. Now the question is, how do I know what I don’t know, so that I can start thinking about what can I do with that knowledge? Any thoughts?

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