Leadership and Knowledge Management

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Knowledge Management

Table of Contents
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Introduction ................................................................................................................................... 2 Strategy Development and Deployment ....................................................................................... 3 Knowledge Life Cycle .................................................................................................................. 4 Cultural Transformation................................................................................................................ 5 Change Management .................................................................................................................... 5 Coaching ....................................................................................................................................... 6 Summary ....................................................................................................................................... 7 Conclusion .................................................................................................................................... 7 Bibliography ................................................................................................................................. 8

Introduction

The team agreed that there are many barriers and dysfunctions to Knowledge Management within the company test case presented in the “Trigger”.

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There exists a lack of a systematic way of capturing and codifying explicit and tacit knowledge within the new product development team. The group is not working in a trust environment that stimulates creativity so they cannot operate as a team. Hindering the progress is a lack of a shared strategic vision and deployment plan, poor communication within the NPD team who are struggling to create the value required. The Board of Directors formed a cross-functional team because of their collective knowledge but this knowledge is currently kinetic in nature. The full value and potential not yet realised due to inertia. The development of a deployment plan and enablers to allow successful execution of the new strategic focus on Lean, has not been considered. The product of knowledge needs to be cultivated and nurtured to ensure this company’s evolution and ultimate survival. The idea generated by our team to represent the elements this plan should entail, is represented by a butterfly. The remainder of this report will outline the leadership element and the vital role it plays in creating, supporting and embedding the new culture and knowledge that is paramount to its survival and ultimate metamorphosis.

Strategy Development and Deployment
Without an overall strategy deployment plan, this organization is rudderless and vulnerable to competitive threats.

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The transformation required by any company embarking on a achieving a Lean journey, is difficult. It requires pioneering organizational leaders who are aligned in the overall strategic vision and point their organization in the direction of its north star. A sound strategy, skillfully carried out, fosters significant structural shifts in the way a company does business that distinguishes it from its competitors. The difficulty in deploying such a strategy may give this organization its competitive edge. It is not easy to replicate, as countless, failed Lean journey pilgrims, will agree. The adoption of the Hoshin Kanri approach will ensure that the organisation is involved in the strategy deployment and the leadership team can influence by involving customers and workers. It is only by involvement that the organizational shift that is required will mature as teams play their part in catch-ball events and not dodge-ball. The value lies in leaders understanding their role and utilising the knowledge and skills they need to become proficient in, if they are to affect sustainable change. Clarity of objectives,...
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