ABSTRACT
The purpose of this chapter is to cover issues pertaining to:
Knowledge being the most important asset in Western organisations seeking to compete in increasingly volatile and turbulent markets.
The start point in planning future strategies is to undertake a complete assessment of the nature and quality of the organisation’s knowledge assets.
Determining the relationship between knowledge assets and the value added capabilities of the organisation.
Utilising network analysis theory to determine the relationships between knowledge and value added outcomes within the organisation.
Assessment of knowledge and value added outcomes being enhanced by including the supply chains of which the organisation is a member.
Benefits in adopting a zero-based planning approach to provide a more realistic assessment of capabilities and future performance.
The conventional sequential linear strategic planning model may result in merely extrapolating past performance as the basis for defining future achievements.
Zero-based planning may be enhanced by adopting a more entrepreneurial approach to planning involving a ‘spider’s web’ orientation.
