The dynamic change of changing environmental conditions forcing to strict rethink of the goals involves: effect relationships between success factors make transparent (how much and how quickly to act process factors), effect relationships between clusters, summary of the probe effect strength and duration, potential for success, as well as the views of appropriate action options, business expectations and room for manoeuvre. In this context, a consistently managed knowledge balance a high strategic asset can mature. Strategic core competencies form the root for the success of the business. For practical everyday use it depends on, not only to describe the existing core competencies, and to analyze, but to consequences for the concrete business from these results. The potential portfolio presented in the book in their operation can be used for decision support. CF. Becker, Jorg: Strategy-check and balance of knowledge, ISBN 9783837073058. The environment goes with on the merry-go-round of change.
In this respect, it is also helpful if strategy check with the knowledge balance at the same time this built-in relationship factors between company and environment are included. A strategy-check on the basis of a knowledge balance, particularly the development of filtering or selection functions will be expected to increase of the information glut is not isolated complexity, but instead to decision-relevant information. CF. Becker, Jorg: Strategy-check and balance of knowledge, ISBN 9783837073058. Dynamic, otherwise hardly manageable effect relationships are recorded on a demo example strategy check and asked what success factors there is effect relationships? how strong are such effect relationships? How long does it take until a factor exerts its effect on someone else? It is less sure, to search for answers with the mm degree of in financial controlling: not everything that is important must be therefore to measure. With the strategy-check, particularly small and medium-sized knowledge-intensive companies should addressed, which cannot have over their own strategy departments.
Knowledge managers are challenged with pronounced awareness of the problem and the willingness to develop solutions, if the way is there something slower and sometimes over rocky terrain can lead even. Due to their own experience and skills to networked thinking are capable and do not attempt to acquire knowledge databases or more or less viable Internet information. “That consider that knowledge can be not merchandise like other and therefore also on basis of many so-called softer” factors must be assessed. CF. Becker, Jorg: Strategy-check and balance of knowledge, ISBN 9783837073058. knowledge balances must as investments are seen and handled as such, and evaluated. Projects for this purpose applied face even before a detailed cost-benefit analysis with clear abgrenzbarem time horizon like all other investments. Jorg Becker (www.beckinfo.de)