Objectives of knowledge management

Online market 
ecosystem
describes the customer 
behaviour or flow of 
online visitors between 
search engines, media 
sites, other intermediaries 
to an organisation and its 
competitors.
surroundings coming through the fog. He believes that having a clear long‑ term vision, particularly where it 
isn’t based on environment analysis, isn’t practical in most industries. Instead he says that companies should 
‘
keep vision fuzzy but current priorities clear
’.
In a second video tutorial, ‘Strategic Agility’, Sull explains the basis for strategic agility. He explains that 
all knowledge of the future is based on uncertainty, but that managers must act now, so they need to put 
in place US Marine Corps‑ style reconnaissance missions as an army would in order to make their battle 
plans. He gives the example of Dell, explaining how they spend relatively little on research and develop‑
ment, but are instead constantly probing the marketplace, trialling new ideas with multiple probes into the 
approach. He stresses the importance of finding anomalies in the marketplace where it doesn’t appear as 
expected and that these may represent learnings or opportunities. Detailed customer insights and busi‑
ness performance are necessary to identify these anomalies. Finally, he makes the point of the need to 
act rapidly to have scalability to ‘swarm the gap in the defences of the enemy’ where there is a strong 
opportunity.
In a digital business context, we can see that strategic agility requires these characteristics and require‑
ments for an organisation to be successful in its strategy development: