Management der Wissensorganisation — der Knowledge-Scorecard-Ansatz

Zusammenfassung

Der vorherige Ausschnitt aus dem Beitrag von Duffy zeigt die Bedeutung des Aufbaus relevan-ten Wissens für einzelne Trainer im Profisport. Der Trainer kann mit einem Manager eines Unternehmens verglichen werden. Dieser braucht auch relevante Informationen, effektive Informationssysteme, eine Wissens Strategie und das notwendige Instrumentarium, um alles zu steuern und zu koordinieren. Die Bedeutung des Faktors Wissen sollte einem Management von heute bewußt sein.⁷⁷² Die Aussage von v. Krogh/Venzin unterstreicht dies noch einmal: „In an economy where the only certainty is uncertainty, the one source of lasting competitive advantage is knowledge.“⁷⁷³ Ein solch bedeutender Erfolgsfaktor, der sich durch alle Unterneh-mensbereiche zieht, ist entsprechend in die Unternehmensorganisation und -Strategie einzu-betten. Vor diesem Hintergrund soll der Ansatz der funktionalen Scorecards auf den Wissens-bereich ausgedehnt werden, um so einen weiteren Beitrag zur strategieorientierten Wissensorga-nisation zu liefern. Der Wissensbereich umfaüt einerseits die im Unternehmen vorhandenen Knowledge Assets in Form von Wissensfeldern, Kompetenzen und Fertigkeiten, also das Wissen an sich, und andererseits die damit verbundenen Prozesse und Aktivitäten, die der Entwicklung, Verteüung oder Sicherung des Wissens dienen. Letzteres wird im allgemeinen unter dem Begriff des Wissensmanagement (Knowledge Management) zusammengefaßt.

“Say you’re the most successful coach in the NBA, and there’s one spot left on your team’s roster for a power forward. Millions of dollars and the ability of your franchise to repeat last season’s NBA championship rest on whether you sign Karl Malone or Dennis Rodman. This may seem like a no-brainer, but since you’re looking for a player with particular skill sets (and you don’t want this daydream to end with you getting canned), you carefully study the numbers-field-goal percentages, blocked shots, rebounds and the like.

In some ways, the two players’ stats are remarkably similar, but you know the statistics don’t tell the whole story. Malone, after all, is nicknamed “The Mailman” because he consistently delivers. And Rodman has a history of distractions in his personal life and has been known to show up late for practice, minus socks and sneakers. You want a player who is not only technically skilled but also committed, loyal, hard-working and dependable. You pick Malone. You go on to win the championship. You retire in glory.

It doesn’t take years of experience as an NBA coach to grasp the importance of factoring the two players’ intangible qualities into your decision; teams and companies have always taken attitude into account when evaluating their players and employees. Today, though, organizations are beginning to give squishy qualities-like loyalty, ability to relate to customers and willingness to take risks-more credence and are looking for ways to formally measure them. And by recognizing the hard-dollar potential of such soft attributes, companies are turning them into something more concrete: human capital.…

Traditional goods and services companies aren’t the only organizations interested in finding out how to maximize the value of their human capital. One NBA organization has been using software from Purchase, N.Y.-based HR Technologies for the past year to assess how it can build the best team based on the players’ competencies. In fact, the team considers such tracking so proprietary that it won’t talk publicly about its use of the software. The software allows team management to assess not only technical skills, such as shooting percentages and the ability to pass, but also less tangible qualities like attitude and team loyalty. Looking at both sets of attributes helps determine if a given player has all the characteristics the organization requires to take full advantage of his talent. When you stack Larry Bird up against other players physically, he wouldn’t appear all that exceptional, maintains Paul Storfer, cofounder and managing partner with HR Technologies. “But [Bird] worked very hard,” he explains. “It was his intellectual and behavioral competencies that made him a better player.”

In a trade situation, managers of the NBA team will be able to use the software to determine which of several available free agents they should sign based on how each player compplements the skill sets and competencies of players already on the team. Although coaches expect that fresh-out-school recruits will need a few years to mature into NBA-level athletes, they hire them hoping that working alongside top players will help them develop faster. The team working with HR Technologies believes that this kind of measurement will help it identify the future Karl Malones more readily-and make all hiring decisions less of a gamble.“