Effective design for knowledge creation and operational innovation
Knowledge and knowledge management are essentially subjective. The fact that no two businesses, even in the same industry, are different leads to the conclusion that the effectiveness and efficiency of virtually all actions have to be tailored to the particular organization in question. However, some common and fundamental basics may be virtually universal. Those factors may include innovative methodology to avoid routine and spark interest, monetary and non-monetary rewards, and usability to enhance impact.
Even so, knowledge management is secondary to determining and establishing the content. The selection and procedures that lead to the final content of knowledge creation and maintenance is the determining factor in profitability. Such selection requires to indebt research and development that can include required and necessary information and knowledge and the decision to include information that may be outside the scope of a particular industry yet beneficial to the organizational bottom line.
Considering all the possible factors that may impact the outcome of knowledge creation, knowledge maintenance, and knowledge management, which can include a wide range of uncontrollable elements such as employee concentration to current economic factors, one may wonder how to create the most effective environment. There is no right or wrong answer because any particular action that may translate into success in one environment will not necessarily be a universal success method.
Yet, logically it is rather simple to conclude that because of the individualistic nature of our society and culture, the most obvious factor to entice and positively enforce the knowledge factor by integrating the stakeholders. The assimilation of those individuals who are the target of knowledge management may ensure the personal stakes and urgency required to enhance knowledge’s impact and implementation.
Ultimately, the notion of a universal methodology of knowledge and knowledge management appears to be fundamentally flawed. Even educational institutions with similar goals have a different methodologies to enhance the impact of the respective knowledge. The best methodology can only be determined by examining particular organizations based on their organizational dynamics and interactions to achieve the greatest possible effectiveness and efficiency.
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