eknowledge transformation phần 9 pdf

Tr a n s f o rming e-Knowledge 1 3 3

enterprises refine routines, policies,

p rotocols, use of auto-tagging tools and

agents, and explore alternate sources of

e - k n ow l e d g e ;

• p ri c e of individual units of digital

k n owledge will decline dramatically in

the face of competition (including exc e l￾lent sources of free e-know l e d g e ) ,

diminishing costs of production;

• p remium prices will be accepted by indi￾viduals for particular combinations of

content, context, and tradecraft embed￾ded in performances and experiences;

• new markets for an individual’s or enter￾p ri s e’s e - k n owledge will be opened by e￾k n owledge marketplaces;

• c reation and use of knowledge will be

combined in many settings (e.g. com￾munities of practice) resulting in a sort

of barter and free access for insiders; and

• new patterns of interactivity will enable

dramatic reductions in the cost and price

of cohort-based learning experiences.

One cannot precisely predict with elegant

p recision the combination and range of

choices that will constitute the e-know l￾edge and e-learning marketplace of the

f u t u re. One thing is clear: e-know l e d g e

will enable a new range of choices that

will put the learner and knowledge seeker

in the drive r’s seat.

What are the top three success stories

you have come across of e-learning in

action? 1) Jones International

University, which is the first fully

accredited entirely online university

in the USA and possibly the world;

2) Duke University Fuqua School of

Management for running the most

expensive online MBA program with

a tuition fee of US $85,000—proving

that people will pay for quality online

education; and 3) MasterTutor.com, a

little known but genuine effort which

has a few thousand middle-class

Indian students paying a few

thousand rupees as fees per course.

Madan Pant,

Interviewed by Madanmohan Rao.

D i s ruptive Reinvention from New Com -

petitors and Innovators. For some time,

traditional learning models have been chal￾lenged by open universities, many of which

e n roll hundreds of thousands of physical

and virtual learners. To d a y, lowe r - c o s t ,

c o h o rt-based learning practices are being

d e veloped in emerging markets in Asia and

in Central and South America by Ma s t e r￾Tu t o r.com, NTT, Ne x t Ed, ITESM, Un i s y s ,

and others. These models are driving dow n

the cost and price of e-learning and know l￾edge sharing. They will be refined in these

settings and pro g re s s i vely applied to

m a rkets in developed nations. T h e

p rocesses, routines, and tradecraft used by

these pioneering providers will be utilize d

by other prov i d e r s .

When a new model changes the

economics of an industry and is

difficult to replicate, it can by itself

create a strong competitive advantage.

Joan Magretta, 2002

Le veraging Rela tio nships . The most

successful business models in the e￾K n owledge Economies will be based on

l e veraging and extending existing re l a t i o n￾ships. Whether it invo l ves creating or

Best Practices , Business Models , and Strategies

He who wishes to teach us a

truth should not tell it to us,

but simply suggest it with a

brief gesture, a gesture which

starts an ideal trajectory in the

air along which we glide until

we find ourselves at the feet of

the new truth.

Jose Ortega y Gasset