The term 'knowledge economy' is now widely used to signify the growth of a
new industrial era, encompassing the capture and exploitation of global kno
wledge, to create new, or improved, processes or products which, in turn, g
ive rise to wealth creation. But how does knowledge arise and how is it par
t of the enabling process that leads to new processes or products? How are
raw data turned into wealth creation? And what is the role of engineering i
n this process?
This paper describes a Capability Framework, which shows how the collective
operational competence of any organization is driven by the procedures reg
ulating its activity, the information availability and the human skills app
lied. It further shows how the learning and experience that support the dec
ision making are fundamental in determining the quality and effectiveness o
f the process through which the activity is directed.
The Capability Framework also shows the linkages with creativity and innova
tion which, applied through the transformation mechanism provided by engine
ering, can harness collective capability and with the Business Strategy est
ablish wealth creation through technology introduction and new product deve
lopment.
This approach identifies the basis for the controlled management of busines
s performance improvement by channelling effort through the three fundament
al segments, (Staff development, information systems and operating processe
s) to provide a platform for the implementation of continuous improvement i
nitiatives in a self-sustaining environment. Additionally, it highlights th
e importance of knowledge capture as a means of improving the decision maki
ng process, particularly in recognition of the increasing proliferation of
basic technology that is the unavoidable by-product of specialization.
The importance of culture change, as the essential catalyst for sustainable
improvement, is presented in the context of repositioning the field of eng
ineering to reignite creativity and innovation as the drivers of wealth cre
ation.