Strategic Management of Knowledge Assets addresses one of the most important concerns of today’s strategists and decision makers, providing insights and tools to help identify and manage key knowledge assets. Participants will learn how to better utilize existing knowledge, decide which knowledge assets to share and which to shield, and identify outside knowledge that should be absorbed. The program will also help participants strategically create and develop new knowledge, from deep insights into customer experience to business models for growth in uncertain environments.
- The Entrepreneurial Management of Knowledge
- Developing and Managing Talent
- Customer-Centric Innovation
- Strategy-Driven R&D
- Discovery-Driven Planning
Who Attends This Program
Strategic Management of Knowledge Assets is designed for senior-level executives who are involved in creating and maintaining a competitive advantage, including those charged with strategic planning and business and corporate development, and those responsible for strategic innovation through product development and R&D. It is also particularly beneficial for executives tasked with merger-related integration issues and with staying ahead of increased global competition.
To further leverage the value and impact of Strategic Management of Knowledge Assets, we encourage companies to send cross-functional teams of executives to Wharton. We offer group enrollment benefits to companies sending four or more participants to this program.
Please note: at the request of the faculty, we are unable to admit strategy consultants into the program at this time.
Tuition for Philadelphia programs includes lodging and meals. Prices are subject to change. Contact a member of the Wharton Executive Education Client Relations team for more information on course specifics and to discuss how this program can meet your professional development needs. Please contact them by email or by phone at +1.215.898.1776.
Plan Your Stay
“Learning how to capture and share knowledge is invaluable to a company’s ability to innovate, regardless of whether you are a large organization, like Merck, or a small start-up. In the Customer Strategy and Innovation group where I work, we constantly ask ourselves, ‘What do we know?’ ‘What do our customers know?’ and ‘How can we collaborate and innovate together?’
This Wharton program came at an ideal time since we recently went through a reorganization where four groups came together as one. Since each of these groups has different ways of storing their knowledge assets, we were all represented in the class.
A big takeaway was that when it comes to your knowledge assets, it’s okay to not keep everything — and in fact, you need to be vigilant about deciding what to keep and what to discard in your e-repositories, team spaces, and etc. Then you can begin the work of mapping your knowledge assets, from unstructured information (what an individual knows) to structured (like play books and process maps) and from undiffused (inside the company only) to diffused (outside the company).
As we start to use this process, we will be able to leverage our knowledge in a way we haven’t before to truly drive innovation and collaboration, both inside Merck and outside the company as well.” *
— Molly Russin, Customer Strategy & Innovation, Merck
*The above comments are the personal views of the contributor/participant and do not represent the views or position of Merck/MSD.
“Strategic Management of Knowledge Assets was very powerful in the way Wharton equips you with a framework and tools to think about how to best manage your strategic assets, whether they are represented by employees’ experience, critical knowledge held in patents or even disruptive business models — anything that can give you an edge over competitors in decision making and innovation to keep your business ahead of the pack.”
— Guy-Edward Waterland, Founder/CEO, CronLab Ltd., a UK-based IT content security company