{"id":10514,"date":"2011-02-15T15:59:00","date_gmt":"2011-02-15T20:59:00","guid":{"rendered":"http:\/\/devweb.rjrinnovations.com\/rethinking-knowledge-work-a-strategic-approach-2\/"},"modified":"2016-10-13T10:21:59","modified_gmt":"2016-10-13T14:21:59","slug":"rethinking-knowledge-work-a-strategic-approach-2","status":"publish","type":"post","link":"https:\/\/www.rjrinnovations.com\/fr\/rethinking-knowledge-work-a-strategic-approach-2\/","title":{"rendered":"Rethinking knowledge work: A strategic approach"},"content":{"rendered":"<div style=\"text-align: justify;\">In the half-century since Peter Drucker coined the term \u201cknowledge workers,\u201d their share of the workforce has steadily grown\u2014and so has the range of technology tools aimed at boosting their productivity. Yet there\u2019s little evidence that massive spending on personal computing, productivity software, knowledge-management systems, and much else has moved the needle. What\u2019s more, a wide variety of recent research has begun suggesting that always-on, multitasking work environments are so distracting that they are sapping productivity. (For more on this problem, see \u201cRecovering from information overload.\u201d)<\/div>\n<div style=\"text-align: justify;\"><\/div>\n<div style=\"text-align: justify;\">After researching the productivity of knowledge workers for years, I\u2019ve concluded that organizations need a radically different approach. Yes, technology is a vital enabler of communication, of collaboration, and of access to rising volumes of information. But least-common-denominator approaches involving more technology for all have reached a point of diminishing returns. It\u2019s time for companies to develop a strategy for knowledge work\u2014one that not only provides a clearer view of the types of information that workers need to do their jobs but also recognizes that the application of technology across the organization must vary considerably, according to the tasks different knowledge workers perform.<\/div>\n<div style=\"text-align: justify;\"><\/div>\n<div style=\"text-align: justify;\">Few executives realize that there are two divergent paths for improving access to the information that lies at the core of knowledge work. The most common approach, giving knowledge workers free access to a wide variety of tools and information resources, presumes that these employees will determine their own work processes and needs. The other, the structured provision of information and knowledge, involves delivering them to employees within a well-defined context of tasks and deliverables. Computers send batches of work to employees and provide the information needed to do it.<\/div>\n<div style=\"text-align: justify;\"><\/div>\n<div style=\"text-align: justify;\">Both the free-access and structured-provisioning approaches are in wide use, but they make radically different assumptions about how knowledge work should be performed and its productivity improved. Executives who aren\u2019t conscious of the trade-offs they are making between them and thus don\u2019t look for opportunities to harness the power of structure probably won\u2019t get the most from knowledge workers.<\/div>\n<div style=\"text-align: justify;\"><\/div>\n<div style=\"text-align: justify;\">Equally important, leaders must pursue IT and productivity opportunities at the right level of granularity. While it might be tempting to think that a given approach will work well for an entire organization, reality is rarely so tidy. In my experience, the unit of analysis should be particular jobs and roles\u2014or at least distinct categories of jobs and roles. To move the needle in a specific business unit or function, it\u2019s not enough to launch a set of company-wide initiatives or to count on a piece of software. Instead, leaders of knowledge workers should understand the key differences among them and tailor solutions to these peculiarities.<\/div>\n<div style=\"text-align: justify;\"><\/div>\n<div style=\"text-align: justify;\">By\u00a0Thomas H. Davenport<\/div>\n<div style=\"text-align: justify;\">Original Post &#8211; BMC<\/div>\n","protected":false},"excerpt":{"rendered":"<p>In the half-century since Peter Drucker coined the term \u201cknowledge workers,\u201d their share of the workforce has steadily grown\u2014and so has the range of technology tools aimed at boosting their productivity. Yet there\u2019s little evidence that massive spending on personal computing, productivity software, knowledge-management systems, and much else has moved  [&#8230;]<\/p>\n","protected":false},"author":26,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[9],"tags":[39],"class_list":["post-10514","post","type-post","status-publish","format-standard","hentry","category-blog","tag-english-fr"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Rethinking knowledge work: A strategic approach - RJR Innovations<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.rjrinnovations.com\/fr\/rethinking-knowledge-work-a-strategic-approach-2\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Rethinking knowledge work: A strategic approach - RJR Innovations\" \/>\n<meta property=\"og:description\" content=\"In the half-century since Peter Drucker coined the term \u201cknowledge workers,\u201d their share of the workforce has steadily grown\u2014and so has the range of technology tools aimed at boosting their productivity. 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