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Acer took the integrated approach, which enabled the to control all aspects from supply, manufacturing and sales of their products.

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Developing new business models to enhance efficiency, lower costs & downsize the business, to become more competitive.

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Combine hardware and software, control the research, design, marketing, sales, support products. Use Stan Shih leadership

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Human capital, international experience, counter brain drain

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Diversification of the income, no invest in the manufacturing, control of the supply chain

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They suffered brain drain when knowledge was lost when people left the company.

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Increase international experience, both economy of scale and tailor individual products

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Human and Relational capital are lacking in Acer which was a technical minded organisation. Where there are benefits from having technically minded assets within a company to inspire innovation, there needs to be strong relationships with retailers to gain their (tacit) knowledge of the customer/client.

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Cooperation between Acer group member
Faster decision making
Increase workers motivation

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Difficult to develop existing employees to work well on a global level.

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they implemented new business models to enhance efficiency, cut down costs and become a global competitor

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Acer has formed strategic partnerships with other companies in the industry to gain access to new technologies, expand its product offerings, and enter new markets. For example, Acer has partnered with Google to develop Chromebook laptops, and with Intel to develop gaming devices.

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One of Acers challenges is having to manage information and prevent overload Acer generates and collects vast amounts of data and information, which can be overwhelming to manage. The company needs to have effective systems in place for storing, organizing, and retrieving this information in a way that is useful and relevant to employees.

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To succeed in theincreasingly competitiveglobal computer industry, Acer hadtoenhanceefficiency,cut costs, and scale down the organization to strengthen its competitiveness. This was achieved byestablishing independent business units, planning a new global business model, downsizing, andthe development of an innovative fast-food-style logistics and assembly structure

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To succeed in theincreasingly competitiveglobal computer industry, Acer hadtoenhanceefficiency,cut costs, and scale down the organization to strengthen its competitiveness. This was achieved byestablishing independent business units, planning a new global business model, downsizing, andthe development of an innovative fast-food-style logistics and assembly structure

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brain drain with knowledge being lost when people left

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The company also suffered a brain drain as numerous top people hadleft when Acer went public, attracted by cashing in their shares.

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The company also suffered a brain drain as numerous top people hadleft when Acer went public, attracted by cashing in their shares.

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Had a brain drain as many people left the company

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By exchanging information from the retailers directly to the suppliers/innovators, costs will be driven down in the manufacturing stage as there will be no need to over-manufacture their products - an issue seen in disintegrated models.

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The smiling curve model allowed Acer to supply and deliver products specific to the customer needs.

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Effective communication between the supply chain

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smiling curve biz model + fast food model + client-server model

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smiling curve biz model + fast food model + client-server model

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LHS (S) & RHS (R) - process view>product view

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LHS (S) & RHS (R) - process view>product view

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(M) - product view

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People + Intranet

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Databases
Document libraries
Enterprise content

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It already happened : science erased knowledge used to build the Machu Picchu, Kheops pyramids, Stonehenge, Rapa Nui...
Some technologies were given up because they were less worth than others (electric cars were faded by thermic cars because of efficiency for example)

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Accenture's knowledge management system does not separate knowledge from the knower. Instead, the system aims to connect people globally and foster a culture of knowledge sharing via information technology platforms. The system enables consultants to contribute to and find knowledge capital across the firm's global network, which ultimately benefits both the organization and individuals.

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as they try to capture knowledge, we can say that they try to separate it from the knower

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most appropriate way to manage knowledge

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most appropriate way to manage knowledge

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combine both process and product view
but it increases cost of KM

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Accenture does encourage its employees to contribute in the KX system. Once this knowledge is published, perhaps the employee lose some credibility as an asset?

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Shareholder / stakeholder knowledge value, transforming knowledge into products / services / solutions. This allows codification of knowledge global resources, and selling on to members.

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Having employees being held accountable for the knowledge they share.

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Yes, by continuation and sharing via intranet.

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alot of codified knowledge (global, difficult to bring time zone)

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alot of codified knowledge (global, difficult to bring time zone)

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tacit knowledge to transform codified knowledge to fit local clients

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tacit knowledge to transform codified knowledge to fit local clients

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Changed from manufacturing to assembly to improve economy of scales