CEOs generally are busier people within an organization, they must deal with the financial results, strategic plans, sales and internal operational problems, and responding to all these results to directory. All these responsibilities are often frustrating for CEOs because it leaves them time to question his strategy and identify trends that change their business in the future.
How can the CEO’s to ensure the results and have time for great ideas for your business ?, this were asked the leaders of major organizations in the 90’s and all agreed that if they had people with the right knowledge at the positions in the organization, and whether such knowledge is complemented achieving the organization as a whole to learn from the good and the bad was happening inside; they could have much more time for strategy and that problems are resolved before reaching their offices.
Perhaps even more important is the idea that knowledge management has begun to change the way we think and act CEOs of major corporations, currently before embarking on a new business wonder: How can we capture what is learn ?, to develop a business strategy are focusing on what the organization knows and what he needs to know, as a fundamental element of differentiation ?. Today before taking action on a major initiative CEOs are consulting repositories of knowledge and best practices to guide their actions. Knowledge management is embedded in ideas about “good management” in general and not only leverages the knowledge for short-term results, but who cares competitive advantage for future results.
That is why the major organizations US, Europe and Japan began to develop initiatives to “knowledge management” in their organizations. Professors Thomas H. Davenport (Director, Accenture Institute for Strategic Change, USA.) And Sven C. Voe lpel (Business Transformation Partner Within Siemens and a Research Associate at the Institute of Management, Switzerland.) Published the study “The Rise of attention towards knowledge management ” where they analyzed as large corporations began to develop knowledge management strategies, the study identified the following trends in major corporations such as HP, Siemes, Chrysler, Texas Instrument, Citibank, Chevron, etc:
- To adapt the organizational structure to be inclined to knowledge management by creating the position of “Head of the Office of Knowledge Management” CKO (Chief Knowledge Officer) for there to be responsible for all strategies of knowledge management in the organization.
- They developed two types of strategies:
- Coding: to document the explicit knowledge of the organization.
- Customization: to create spaces where members of the organization to meet and share their tacit knowledge.
- They created “communities of practice” to promote the transfer of knowledge and create a social mechanism for the recognition and dissemination of knowledge.
- They set up different types of projects for knowledge management as:
- Information Repositories that stores data and company documents; eg digital libraries, document management, business intelligence, etc.
- Collaboration tools that facilitate communication among its members, generating knowledge transfer; for example, video conferences, chats, virtual meetings, etc.
- Registration knowledge assets, which enables companies have patents on their innovations and knowledge developed within the organization.
- Culture of sharing knowledge, developing an environment of trust where people trust each other and in their heads which promotes sharing and using knowledge of each of the members.
Large organizations were able to realize that the most valuable aspect of their organizations is the knowledge they have, and that knowledge is created and applied only in the minds of human beings. Technology can provide assistance in knowledge management, but it pales in comparison to the development of knowledge when there is an effort to share knowledge, when there are people motivated to share and use knowledge culture, and when each person gets to see his job as a place of learning and sharing knowledge. That is why CEOs managed understand that knowledge management is people management; and people management is knowledge management.
It is worth asking if the CEOs in our company are really aware of the importance of knowledge in their organizations, or need to reformulate the degree of attention given to this issue on its agenda, we cannot forget that in today’s economy, a company not only should have a good knowledge management, but also be known for doing so.