tailieunhanh - Comprehensive intellectual capital management step by step phần 4

Các bộ phận của bộ não tổ chức không biết kinh nghiệm hoặc có thể truy cập các kiến thức về các bộ phận khác, và kiến thức bị mất. Không có vấn đề làm thế nào nâng cao kiến thức trong một phần, nếu không truyền đạt, chuyển nhượng, và chuyển thành tổ chức học tập, sau đó nó là khuynh hướng bị mất. | 80 THE THREE STAGES OF INTELLECTUAL CAPITAL MANAGEMENT with organizational memory loss. Parts of the organizational brain do not know the experience or have access to the knowledge of other parts and the knowledge is lost. No matter how advanced the knowledge in one part if not communicated transferred and transformed to organizational learning then it is apt to be lost. Organizational memory loss occurs when one part of the organizational brain is oblivious to the knowledge that other parts possess. Memory loss is also noted when the same department or division forgets the knowledge it gained from previous experiences or projects. As a result organizations tend to reinvent the wheel every time a new yet in many respects similar project is undertaken. This also means the organization will repeat the same mistakes given that it has not learned from previous experiences. Many organizations that are skeptical of the business value of KM can hardly deny the losses they sustain as a result of losing valuable knowledge resources. Memory lost is knowledge lost which requires investment to be recreated jeopardizing the efficiency and quality of the value creation process and the productivity of the organizational operations. Indeed the Gartner Group forecasted that in 2001 organizations that lack KM programs will lag by 30 to 40 percent in speed of deployment of new products and The main reason behind this is that organizations do not know what they know. Not knowing what you know as an organization would result in serious underutilization of knowledge resources as strategic decisions get made without full appreciation of the actual ability of the organization to compete in a certain area of knowledge. It cuts both ways. In some situations there is an overestimation of the depth or breadth of organizational knowledge that an organization possesses compared to the desired competitive position resulting in impaired ability to attain that position. Discovering this