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Knowledge Value Chain

Knowledge Value Chain

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Quick Overview

The knowledge value chain is a model to use the production factor 'knowledge' to the utmost. The value chain is based on four processes: - knowledge creation, knowledge sharing, apply knowledge, evaluate knowledge.

Related models: DMAICLEANDeming CircleDecision MakingKnowledge DefinitionKnowledge Value ChainKnowledge ConversionLearn and Remember;


Knowledge Value Chain

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Knowledge Value Chain



The knowledge value chain was taken down by Mathieu Paul Weggeman (1953). Weggeman is a business administrator, management consultant and professor of organisational studies at the Eindhoven Technical University. He specialises in knowledge and innovation management. He also wrote the knowledge definition.

Related models: DMAICLEANDeming CircleDecision MakingKnowledge DefinitionKnowledge Value ChainKnowledge ConversionLearn and Remember;


The model

The knowledge value chain is a model for using the knowledge production factor to the fullest. The value chain is based on four processes:

      Create knowledge

      Share knowledge

      Apply knowledge

      Evaluate knowledge.

The entire chain is based on the organisation’s higher aims. The description of an organisation’s mission, vision, goals and strategy provides the frame into which the four knowledge processes should be implanted.

Through a scan, one can determine for each stage how strong the organisation is to give substance to these processes.

The frames


Each organisation has a certain identity. From this identity staff derive sense and meaning. The mission is usually stated explicitly in a mission statement. The mission confirms the organisation’s raison d’être. Why are we on earth? What do we stand for?


In its vision the organisation states its position, what the future looks like, which role it seeks to play in that future and what is required to realise matters. A vision provides a look into the future. What are we aiming at?


In addition to the organisation’s mission and vision, another important step is to define goals. Goals describe quantitatively and/or qualitatively the result envisaged. It is recommended testing these goals against the SMART or MAGIE requirements set to them.


The strategy indicates how the organisation plans to reach goals. In which periods will the organisation realise which objectives and which knowledge areas matter in reaching these goals? A strategy is the step-by-step plan at the highest level.

The knowledge processes

Create knowledge

At this stage you determine the knowledge that is required and the knowledge that exists. There are three possibilities:

      Existing knowledge which you do not need: do not invest in this knowledge

      Required knowledge that is not available: create knowledge, buy, rent etc.

      Existing knowledge which you do need: protect this knowledge.

Use Weggeman’s knowledge definition to gain insight into ‘knowledge existing’ and ‘knowledge available’.

Share knowledge

Knowledge available with people must be shared effectively and efficiently with the people who need this knowledge in performing tasks. Knowledge can be transferred in many ways. At this stage the knowledge conversion model of Nonaka and Takeuchi comes in handy.

Apply knowledge

Obviously this is what it is all about … performing tasks using the knowledge that is currently available. Doing good things only. And doing these things the right way! Key is to clearly define and communicate the MVGS (Mission, Vision, Goals and Strategy) and carry out the previous knowledge processes properly.

Evaluate knowledge

In the previous stages unexpected, stirring and perhaps useful paths may have been followed that might lead to new and useful insights and knowledge development. In the evaluation phase all knowledge gained intentionally and unintentionally is held up against the light. Perhaps this ‘new’ knowledge means changing strategy, highlighting goals or even redefining part of the vision.

Responding as such to the MVGS in the evaluation phase in fact means the knowledge spiral is complete.


How to use it

Make sure to use the knowledge value chain at different levels. First use it for yourself. Why do you exist (businesswise…J), what do you stand for and what are your ambitions? Write down what you want to accomplish, test it against the SMART requirements and determine your strategy. Now there’s a powerful discussion with your executive. You can use it efficiently for your Personal Training Plan and career development. Indicate explicitly the knowledge that you have (based on the knowledge definition) and the knowledge you need in order to reach your personal goals. You can shape the ‘gap’ in a concrete career plan.

If you are initiating a project or programme, make sure you analyse your knowledge environment and use this knowledge value chain. Use risk management, the more so if your team turns out to have limited knowledge. You have a much better story for engaging external knowledge with sound foundations as described in the above.

And of course invest in organisational development.

Good luck. May you create much knowledge!


Related models: 


-   LEAN

-   Deming Circle

-   Decision Making

-   Knowledge Definition

-   Knowledge Value Chain

-   Knowledge Conversion

-   Learn and Remember;



       Leidinggeven aan Professionals, Niet Doen!, Weggeman, EAN: 9789055943524

       Kennismanagement: de praktijk, Weggeman, EAN: 9789055941803


The product:

  • Cartoon, 8000-6000 px, full colour
  • Description, pdf, full colour