Leveraging Organizational Knowledge: 5 real life examples to make the case for... - The Diigo Meta page

• 30 Jun 08
  

  Vahid Masrour

  km thesis

• 29 Jun 08
  

  Bertrand Duperrin

  Consider the following five simple scenarios based on real situations I have witnessed during my time in the Richemont Group. I must stress that I expect these to be relevant today to a majority of retail Organizations, and not only in the luxury sector:

  knowledge knowledgemanagement value valuecreation sales

  • ”[..] an organization is nothing more than the collective capacity of its people to create value” (Louis V. Gerstner, Jr., former CEO of IBM)
  • 
    By reinventing the wheel we might improve it, but is it worth the costs when all that is needed is a regular wheel?
  • 4 more annotations...
  • • Knowledge is power and even more now than ever. However, if organizational knowledge is retained and not shared, is the organization as a whole really gaining any lasting power from it?
    • Everybody is replaceable, yes but at what costs?
    • It is reasonable to assume that each department builds on past successes and is expert in his field. However, wouldn’t each project of a particular department benefit from the proactive input of all other stakeholders?
    • Learning and innovation depends on a culture encouraging risk-taking and therefore making “mistakes”. However, shouldn’t this imply that we all collectively learn from these “mistakes” and avoid making them twice?

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