By Hamilton Beazley

''How am i able to retain wisdom from jogging out the door while staff leave?''

This urgent query is insightfully responded during this landmark e-book. Operational wisdom hasn't ever been extra serious to organizational good fortune. wisdom loss from downsizing, impending baby-boomer retirements, and excessive task turnover have created a data continuity predicament that poses an unparalleled probability to organizational productiveness and earnings. in keeping with broad examine, Continuity Management solves this important challenge of information loss for managers at any organizational point via describing an efficient procedure for keeping wisdom continuity among worker generations. progressive in its impact, yet evolutionary in its perform, continuity administration is fueling a brand new wisdom revolution. This ebook is ready that revolution-and find out how to lead it

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We expect our executives to move at market speed," the CEO explained matter-offactly (Rasmusson, 2000). Results in Better Decision Making and Fewer Mistakes The Industrial Age glamorized difficult decisions made at the top as the determinants of organizational destiny. In the Information Age, however, it is no longer the decisions made at the top but the cumulative effect of the countless decisions made in the middle and on the front lines that determine an organization's future. This downward and outward dispersion of decision-making authority has altered the dynamics of organizational decision making, forcing a large number of employees to assume decision-making responsibilities once reserved for top executives, senior managers, and other shapers of corporate destiny.

In some cases, the hoarded knowledge is not the knowledge itself but how that knowledge can be accessed, filtered, or organized. Either way, the consequence of lost knowledge is the same. § § If the knowledge hoarder does not leave, many who could profit from the knowledge have no easy way to access it or may not know it exists and so must either do without the knowledge, squander valuable time trying to find it, or generate it from scratch as if it didn't exist. Because the free flow of knowledge increases its value, knowledge hoarding reduces the worth of the knowledge asset, lessens the likelihood of its enhancement, and prevents its widest utilization by the greatest number of employees.

The concept of knowledge management, as we think of it today, developed out of seminal management themes in the 1980s and 1990s: best practices, Total Quality Management, continuous innovation, and organizational learning. " It was convened by Digital Equipment Corporation and the Technology Transfer Society at Purdue University in 1987. The second on "Knowledge Productivity" was coordinated by Steelcase North America and EDS in April of 1992. The third was hosted by the Industrial Research Institute (IRI) in Vancouver, British Columbia in October, 1992.

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