October 30th, 2007 11:12 AM By WCG Staff
Effective design for knowledge creation and operational innovation
Knowledge and knowledge management are essentially subjective. The mere fact that no two businesses even in the same industry are different leads to the conclusion that effectiveness and efficiency of virtually all actions have to tailored to 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, as well as usability to enhance impact.
Even so, the management of knowledge 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 the end result of profitability. Such selection requires indebt research and development that can include required and necessary information and knowledge as well as the decision to include information and knowledge which may be outside the scope of particular industry, yet beneficial to organizational bottom line.
Considering all the possible factors that may impact the outcome of knowledge creation, knowledge maintenance and knowledge management, that 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 due to the fact that 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 that are the target of knowledge management may assure the personal stakes and urgency that is required to enhance the impact of knowledge and its respective implementation.
Ultimately, the notion of universal methodology of knowledge and knowledge management appears to be fundamentally flawed. Even educational institutions with similar goals have different methodology to enhance the impact of the respective knowledge. The best methodology can only be determined by examining particular organizations based on its own organizational dynamics and interactions in order to achieve the greatest possible effectiveness and efficiency.
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October 24th, 2007 09:34 AM By WCG Staff
Effectiveness and efficiency of employees depends on many factors that may include knowledge. It is rather obvious that possession of knowledge may enable team members to be more familiar with their daily duties and even lead to greater effectiveness and efficiency. However, the mere knowledge may not be the only determining factor.
In many instances familiarity with daily tasks and duties can assist in greater effectiveness and efficiency. The role of knowledge in those instances is clear; knowledge of those particular tasks may eliminate time lags in performance that decreases effectiveness. Similarly a lack of that particular knowledge may lead to ineffectiveness. However, the mere possession of knowledge may not necessarily create those advantages. Hence the question becomes as how to assure that knowledge that assists in creating and maintaining effectiveness and efficiency can be acquired and maintained.
Knowledge in its most basic terms is a subjective issue. It is ever changing, evolving and mutating. Yet the basics of human knowledge of fundamentals rarely changes. Hence, the vital task of knowledge management teams can and should be to emphasize a uniform knowledge based on specific industry. The most effective way to achieve such uniform and fundamental knowledge is certainly a HR task by hiring those that have the knowledge via education or experiences. It is not to say that a lack of such uniformity in applicant or hires is the only way; minimal steps such as in-house training could rectify a lack of education or experience. Yet the cost of such internal training may justify adjusted hiring procedures.
Once the uniformity of knowledge and expertise has been achieved or is in process of being achieved, the next task is certainly more complicated. In this particular stage, knowledge and knowledge management will and should emphasize the industry specific topics and issues that may intervene with daily tasks and duties. Though one may wonder if the on job training which is the core of integrating new employees is the most appropriate venue, the final judgment may depend on many factors including industry, economic and social issues as well as organizational vision.
Nevertheless, the combination of on job training and industry specific knowledge can be a positive factor in increasing effectiveness and efficiency. Yet it is difficult to make recommendation and suggestions that would be uniformly true for all industries at any given time. The mere fact that informational technology is an ever evolving field that influences virtually every industry, it is rather ineffective to suggest any particular methodology without considering factors such as organizational vision and strategy, management and its respective attitude and capabilities, employee ability and willingness as well industry related issues.
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October 17th, 2007 09:15 AM By WCG Staff
Knowledge creation and management for commercial entities illustrates one of many tools that are geared toward ultimate goal of profitability. Nevertheless, knowledge as a tool commands a very unique importance that maybe catapulting it to a comparatively greater importance than other business tools. The rationalization is rather simple: virtually all businesses require to a different extend human interference in order to conduct business. Such intervention may differ in degree but it is virtually universal to all businesses. Hence, this one nearly common factor to all businesses begs the question of as how to attain, increase and improve on effectiveness and efficiency which may lead to greater profitability.
Continuing with the same logic, it is rather obvious that improving human ability to increase effectiveness and efficiency will require enablement. Such enablement can include factors such as knowledge, training, as well as tools. Yet, even tools and training alone will achieve little without proper knowledge to use those enabling tools. Hence, knowledge and knowledge management emerge as the most obvious influencing factors. Similarly considering continues evolution of business and business tools it is safe to assume that knowledge is not a constant factor. As business methodology and practices as well as global business environment continue to evolve, new venues and tools that become available will require appropriate knowledge and further training. This leads to the most single important issue knowledge management.
Ultimately, the mere observation of obvious and compulsory evolution of business and its respective tools will lead to the conclusion that human interference which is required to conduct traditional business necessitates constant management of knowledge that is geared toward increasing the profitability. Alternative attempts that would concentrate on technology or process would rely on tools that are constantly upgraded and changed. The one constant factor, the human being, is what will need the proper and up to date knowledge in order to perform and contribute to overall profitability.
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October 12th, 2007 14:54 PM By WCG Staff
Business and Education
The recent years have been full of governmental and nongovernmental actions to assist in improving many different aspects of private and public education on all levels. Nevertheless the educational impact on business and vice versa appears to be mostly an academic issue. Here is why: when was the last time anyone saw a proposal from business interest groups to improve education? When was the last time national or international representatives of business interest have actively participated in creating and maintaining educational policy?
The first issue that may come to mind would be the question as to why business should have an active interest in education. The answer though obvious has managed to be off table for any sort of serious collaboration. The simple answer is self interest because virtually all businesses require human capital. The more sophisticated, knowledgeable, logical, rational and versatile those employees are, the greater the chance for smoother daily operation which may lead to many other benefits including the ultimate goal of profitability.
The second concern or issue may be the fact that some very large for profit entities have a long history of educational donations and contribution to post secondary educational institutions such as technical universities as well as contribution to particular departments within the universities. However, this approach is not only short sighted, it is plainly inadequate. It is obvious that contribution to universities in order to fund research has a great deal of potential for profitability, yet the underserved demographics such as blue color workers as well as employees in low paying service and fast food industry are equally important segments of work force. They contribute a great deal to our economy yet remain untargeted for educational measures that may assist in increasing their effectiveness and efficiency.
Overall, we are not suggesting that business entities reverse course and start contributing to K1-12 rather than taking additional active roles in forming educational policy, changing or enhancing curriculum requirements, contributing financial or other assets to enhance local, regional and national ability to educate our future work force as well as effectively publicizing the needs and requirements of their particular industries. Such measures may not only enable policy makers to formulate better and more effective policies, but also may assist in sparking interests of those students to pursue previously unknown fields or discipline.
Ultimately, it is not farfetched to suggest that business and its interest representative have a long way to go in harvesting the greatest effective and efficient workforce. It is in their interest as well as a social responsibility to promote educational growth and availability that will not only serve us as a nation but assist in assuring a competitive, educated and able work force that can and will be able to compete in the global economy.
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October 08th, 2007 09:38 AM By Staff
Ethics of Public Relations
In the world of public relations it is easy to find clients that are willing and on the search for the most appropriate consultants or public relation firms. Similarly one would be hard pressed to find a P.R. firm which would decline PR assignments. Yet there is certainly a moral and ethical component in public relations which is hardly ever talked about.
When, where and how would or should a public relations firm decline to accept a PR assignment? The answer is rather philosophical and complex. Looking at most current PR dilemmas that a company such as Verizon Wireless (Trademark of the respective entities) one can explore some preliminary topics. For instance, does a PR company has duty to decline Verizon ™ PR assignment because of their refusal to allow text messages of certain advertisers? Is there a social or cultural duty to abide by?
To be clear, there is no right or wrong answer. One PR firm may chose to take the assignment because of their belief that every private entity is entitled to choose its customer. Yet another PR firm may decline to take that assignment because of their belief that even commercial entities have to positively contribute to the collective.
No matter what the choice or final decision, it is important to realize that the end result of such assignments are not without consequences which may include tarnished reputation or PR backlash from existing or potential future clients. The bottom line on such decisions may have long term negative impact on business growth as well as issues related to company reputation.
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October 01st, 2007 08:14 AM By Staff
Minority Business Ownership and Management Consulting
Recently we started talking about Minority Business Ownership in terms of governmental contracts. However, this particular entry will be more about finding those opportunities offered by federal, state or local government. There are many way to find those opportunities which could range from self service to third party services; however, we would like to discuss the role of a management consulting firm.
The mere decision to seek, find and win governmental contracts are the first and most important de facto burdens that a minority business owner must overcome. Though tempting to simply decide to pursue such opportunities, it clearly involves tremendous and tedious leg work and know-how which is best done by those professionals that understand the requirements to successfully undertake such ventures.
Before we proceed we have to make a distinction in size and its impact. Our thoughts and opinion on this particular matter relates more closely with small business and their respective capabilities and access to funding as well as talent. Generally speaking those large firms that have the means to cultivate and maintain the necessary internal competencies and resources encounter a different set of challenges. Hence it is understood that our suggestions and opinion are geared toward those minority business owners that are primarily operating small businesses.
We would like to concentrate on outsourcing to management consulting firm. The process of having a management consulting firm assist in evaluating the given organizations’ ability and capability to successfully accomplish contractually mandated objectives is the first step. Considering steep penalties, governmental and nongovernmental organizational oversight in addition to public scrutiny, it of extreme important for the given organization to have the actual ability to complete the governmental contract according to pre established contractual parameters. At first, such statement seem to elementary to even mention, however, considering possible legal and financial consequences that may occur if a dispute occur, it becomes even more important to point to the importance of organizational capability to finish the job to satisfaction.
Yet even knowing that such decision needs to be made based on solid internal organizational standing, one may wonder why a management consulting firm would be the best choice. It is rather simple why a management consulting firm is usually best suited to assist in that decision. The mere fact that a management consultant or a management consulting firm can and will approach the examination of internal organizational capabilities in neutral and unbiased manner should be sufficient. However, there are many more reasons including advanced knowledge and education on the part of those management consultants and management consulting firms, continues training, access to variety of sources for research, unbiased and neutral industry comparison as well as cross industry experiences make fundamentally for the best possible point of start.
Nevertheless the mere selection of a given management consulting firm does not guarantee success or better outcome. As discussed in our past management consulting blog we have established that certain parameters should be applied in the selection of the most viable and appropriate management consulting firm.
