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Knowledge Management

The business changes experienced in the last few years have had adverse consequences for a business, from the viewpoint of knowledge. Most organizations have lost some of their “best practices”: employees who left took such practices with them, and they were replaced by new methods and procedures without leaving a trace. So, when some time later an effort was made to recover them –upon understanding the value of the lost practices-, the task was impossible. Such knowledge migrations adversely affect the relationship with customers and suppliers and bring about loss of competitiveness. The conclusion is that conventional knowledge transfer procedures are no longer current, and new ways must be found to ensure that they are preserved.

Knowledge management is based upon sharing. Consumers are highly motivated and need cooperation. Suppliers are not very motivated to share but have the knowledge.

The role of a Human Resources area is essential, because it has the necessary tools to bring to the organization the belief that sharing pays.

Certain instruments are specifically designed to support Knowledge Management programs, such as:

  • Developing Practice Communities by encouraging formation of groups with mutually supplementary knowledge, so that they share experiences.
  • Conducting workshops in order to encourage diversity in thinking.
  • Developing Mentoring programs.
  • Training in the method of telling Corporate Stories reflecting successful practices, which the company wishes to see applied to their business.