Nigel Oxbrow of TFPL shows why different types of organisation need to use their corporate knowledge in distinctive ways.
The knowledge proposition - Part
3 | Part
1 | Part
2
Strategies in Horizon 3 will vary depending on whether the
organisation is a ‘shaper’ or a ‘challenger’ in the market
sector.
For example, if an organisation is creating a new market
(a shaper) it will need to be much more focused on stimulating
creativity and innovation through the development and exploitation
of ideas, whereas a challenger will be more focused on competing
through the application of information and expertise.
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