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Preservation of Organizational Wisdom is not something that is at the foremost of organizational thinking. Consideration for such nebulous undertaking is not even on the radar of some large Australian Conglomerates; the CIO of one of these proudly announcing that there was little time in his organization for such intangibles. Yet - other large organizations of similar size have embarked on major undertakings to cope with increasing losses through migration of knowledge workers to competitors. And those knowledge workers take their knowledge away with them.

Search Google for knowledge management and communities of interest that operate in Royal Dutch Shell, and read with astonishment reports of improvements that amount to millions of dollars. A simple search for "Knowledge" yields more than 100 pages of references to operational knowledge sharing. Boeing has its own Knowledge  Division, and Australia's CSIRO sees Diffusion of Knowledge as a major contributing factor to its national and international success.

Organizational Wisdom - or the sharing of organizational knowledge - is fundamentally at the heart of each manufacturing -, service - or manpower - organization. These are knowledge worker organizations, that cannot afford to let knowledge workers take their knowledge away with them.

Key Benefits of carefully orchestrated management in areas of organizational wisdom:

Capabilities                                            Why would I want this ....

1. Establishment of Operational Leadership

2. Utilization of naturally grown Communities of Interest

3. Establishment of re-usable methodologies that allow strategic workplace integration.

 

Capability 1

Whilst leadership and its establishment in upper echelons  is accepted - rather: expected - there is little acceptance that leadership at operational levels is equally desirable. Leadership at the shop floor translates very early in innovative activities.

Capability 2

Corridor chatter disturbing you? Tearoom radio turning innuendo? These are early indicators of miscommunication. Structured groups and teams may feel disconnected; theirs plugs are being pulled; organising takes place. Take charge now: Existing social and topical communities exist and are strong. Utilise them and galvanise action. Ask us how.

Capability 3

Organisational naturally grown? Staff doubled in 3 years? Boundaries busted seemingly beyond control? Get structure back into your organisation without destruction of valuable people- and social connections. Directors need direction? Know-How is everything.

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Last modified: 06/06/10 03:28 PM +1000