Deep knowledge is pretty common these days, the facilities to accrue it are readily and freely available, and it is no longer a key differentiator.
However, what is still not common is what has always separated the run of the mill to the standout, organisations with engaging leadership, motivated people, and good judgment.
Judgment comes from a combination of deep knowledge, varied experience, qualitative or spatial skills, analytical skills, and a preparedness to learn from experience. It is primarily a personal quality, but increasingly it is becoming a pre-requisite for an organisation to take on these human qualities via its articulation of purpose, values, and emergent strategy.
A businesses I had some contact with a while ago had deep knowledge, there were PhD’s galore, but the lack of judgment and wide experience had hamstrung their efforts in the face of a changing competitive environment. The changes necessary will be challenging and painful to the people, and their view of their roles, probably not all will make it despite their undoubted knowledge, as the business model must change, and with it the way they create and sustain value.
Knowledge is a pre-requisite for success, but is not a guarantor of success.
StrategyAudit 