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Building the Enterprise of the Future
The Enterprise of the Future is a self-organizing, adaptive network of knowledge entrepreneurs achieving mutual goals. Such an enterprise must: Quickly learn and adapt to changes in the environment Find value where others can’t Make enlightened business decisions Quickly and effectively carry out those decisions Measure outcomes and make adjustments Continuously innovate – driving the changes in the market rather than vice versa Building and growing an enterprise of the future means executing and continually improving in the following four key areas:1
Definition and Framework
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      “Creating extraordinary value in an eight-billion-mind world”
Leading: by co-creating new business ecosystems and strategies Characterized by: o Cultural embodiment of core values o Anticipatory business intelligence o Enlightened business decisions o Adaptive strategy formulation o Agile execution Outcome: o Sustained mission success
Creating extraordinary value: by designing high-performance work processes and systems Characterized by: o Strategic alignment throughout the enterprise o Creation and exchange of extraordinary value o Business model innovation o Streamlined, knowledge-enabled work and decision processes o Key performance drivers are known and measured Outcome: o Sustained organizational performance
Discovering: by creating work environments for continuous growth and fulfillment Characterized by: o A work environment that supports leading a balanced and fulfilled life o A highly engaged workforce skilled in systems thinking o Personal and organizational learning and growth occuring synergistically Outcome: o High levels of attraction, retention and engagement
Connecting: by building a self-aware, continually evolving infrastructure nexus Characterized by: o Self-aware networks (knowing who knows  what) o Technology considered as a performance enabler rather than an end unto itself o An evolving enterprise architecture built on knowledge o Systems integration at all levels Outcome: o Rapid response to “pop-up” problems and opportunities
1This framework has undergone extensive validation and found to be consistently present in knowledge-based organizations (see Calabrese, Francesco A., “The Early Pathways: Theory to Practice - A Continuum,” in Stankosky, Michael, ed., Creating the Discipline of Knowledge Management,  Elsevier, 2005, p. 15-50).