Introduction. Organizations recognize these men and women under the title of «expert». But what does this designation imply?

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1 Bringing collective intelligence to the forefront, putting it to work for innovation, anticipating market trends, enhancing and protecting knowledge are important considerations for increasing companies competitive advantage. Mobilizing collective intelligence means relying on men and women whose collective knowledge enhances the value of information generated or received. This value will be a decisive factor in helping companies make strategic decisions. Organizations recognize these men and women under the title of «expert». But what does this designation imply? If an expert is one who has multiple expertise, how should expertise be defined from a professional perspective? Should expertise be distinguished from mere competence? Based on what criteria? Experts operate in organizations whose boundaries and scale are by nature perpetually evolving. How do we adjust?

2 Expertise management and monitoring What approach should be used in motivating experts to network their efforts? Of course, knowledge managers will look to knowledge management for solutions. What will they find? Projected Management of Jobs and Skills, directories of experts and their CVs, document management solutions, monitoring tools, forums... Each of these approaches views the professions from a different perspective, perceptions resulting from records, ways of communicating knowledge, collaborative practices... as many individual perspectives as collective. A plurality of professional visions coexists within the company minus a common denominator. But what is more shared and consequently more stable than processes specific to a profession? These are invariables that allow: being exempt from organizational changes, building a shared language between employees, wherever they are located and regardless of their cultures. The idea of combining expertise with process flows logically, as well as men and women with multiple expertise being designated as experts. Thus, the first building block of expertise management is laid, with expertise as a central pillar, as shown in Figure 0.1. Process Expertise Experts Figure 0.1 Expertise: the cornerstone of expertise management XVIII

3 Meanwhile, companies are buried under a mass of documents, which they manage by using dedicated solutions: Electronic Management Documents and Information, content management and intranets. The documents are classified and indexed, either by a standardized language, thesaurus or keyword or by document architecture of management systems, or according to the common vocabulary of a department. Reaching a consensus on a common terminology is time consuming, and is impacted by the changing environment, which has its own pace. Again, the process approach is a useful way to structure and organize documentation, and more broadly, to develop and manage knowledge validation. Crossing documentation with expertise contributes to the development of a collective vision of professions thus establishing a common language to validate and structure knowledge and to manage expertise. Starting from the processes, expertise, specialists (experts) and their document production are incorporated (see Figure 0.2). The second building block of expertise management is laid, with the accumulation of knowledge serving as lever. Process Expertise Experts Documentation Figure 0.2 Documentation: lever for accumulating knowledge XIX

4 Expertise management and monitoring By using the processes to structure the monitoring axes, experts may analyze procedures and emerging technologies, including assessing strengths and weaknesses, technological maturity and the impact on research and development programs. How do we organize experts? How do we encourage them to network their efforts? Defining expertise as the foundation of any effort leading to expertise management creates a new approach to knowledge management. The five components are: expertise, experts, their knowledge, their document output, monitoring activities, they are intrinsically linked (see Figure 0.3) and are mutually interactive. Experts Expertise Process Knowledge accumulation Monitoring activities Figure 0.3 Components of management expertise XX

5 These components are following a totally logical evolution, and are providing an intimate examination of a company s positioning and its level of commitment with respect to its portfolio of expertise and innovation. A procedure for expertise management was established at Veolia Water five years ago. It is currently equipped with its own customized software solution. At first the objective seemed overly ambitious, but the procedure s operational nature demonstrates that such a project can be put into practice effectively. This is the purpose of this book: incorporating expertise into the heart of professions. XXI

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