Methodology for Implementing a Collective Intelligence Creation Model in Business Networks
Martinez Crespo, Jenny
Vasquez Paniagua, Jose Alfredo
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Implementing KM projects in companies normally aims at achieving better business performance in terms of quality of goods and services, reducing operation costs, improving production processes, optimizing physical resources and human talent, improving revenues and, appropriation and transmission of knowledge among the organization's employees, etc. Riesco states that implementing these kinds of projects has usually failed because of the trend to focus more on technical aspects and processes than on culture and people. That is to say that, people have given priority to projects' operational issues, the required technology, physical infrastructure and processes; relevant issues like cultural change and organizational adaptation to the requirements demanded by these new ways of thinking and operating have been left aside. In other words, we may find that in KM projects, processes of planning and execution are more relevant than matters that demand time and effort to the organization (e. g. structural, cultural and strategic changes). One possible consequence of not considering these issues could be individual and collective multiple barriers to the project's implementation or its failure. The risk of failing is higher if we take into consideration that some of these projects are not necessarily the result of long term strategic developments but contingent responses to desires, market demands, competitor or client requirements, or simply some executive's training process. That lack of awareness of the importance of culture and people can make organizations focus its efforts on operative environments, ignoring the side effects that may emerge; this may bring unpredictable results and hinder operation and control of the project. In this sense, it is undeniable the need to address human affairs, culture, strategy and structure in implementing KM projects, especially if we consider processes of action and collective creation of knowledge in organizations. Consistent with this, this article aims at presenting a methodology for the implementation of a model for building collective intelligence in business networks. This proposal is supported by the model to create collective intelligence in business networks designed by Martinez and Vasquez (2011). The article presents the processes to be followed to implement the model in a trade group, association, cluster or business network. The article details the elements required for the implementation of the model in each of its phases: internal diagnosis, external diagnosis, planning and execution, and condensing results(1). The methodology favors implementing the model; it makes possible to obtain measurable results in terms of its impact on any organization, analyzing the feasibility of improvement or adjustments to it and a more practical appropriation of what the collective intelligence creation model intends.