Dyson Case Study

As a part of “$1 billion revenues by 2014”, the success of this initiative progrom great depended on the knowledge management function. KM would help in the ideation process and would provide critical IT systems support through Neuron. According to the process of the “5*50” initiative program, the KM function would alter its roles and responsibilities in following fields：

Majed, A. & Zairi, M. Knowledge and Process Management Volume: 6 Issue: 4 (1999-12-01) p.

Dynacorp is “an important source of power is match between styles, skills, and capacities and what is required by the context and the formal position” . Due a competitive market the establishment is currently facing emergent challenges, which included loss of leadership, high costs, and changes in the market. More importantly, the CEO is concerned Dynacorp’s archaic functional structure will not sustain nor compete in the current market. However, the CEO’s mandated “front/end” structure became the “root conflict” between the company’s divisions and employees. The internal core issues which plagues the source of power and interests of the company is the integrity and influence of the CEO and the “Research and Advanced Development Group (Engineers

The superior capabilities of knowledge management systems provide an opportunity for the business to engage the most effective components and recognize the importance of communication to make informed, accurate decisions (McGrath, 2001). This system can organize the company’s knowledge resources, knowledge obtaining, organizing, and applying to make a sound routine the will enforce effectiveness (Niu, 2008). The dynamic function of knowledge management to create, capture, and apply knowledge to achieve an organization’s objective will allow them to be more profitable and successful (Zucker, 1986). In addition to increasing profits, the system can be also used to reduce costs and enhance research and development (DeTienne & Jackson, 2001). With all of these advantages, it would be wasteful for a company to not employ knowledge management. As seen in the Discovery Communications, Inc. example, the company can attribute their new productivity levels and increase in ease of securing documents to the knowledge management system that put into place by Carefree Technology. Like Discovery Communications, Inc., knowledge management is so popular today because companies can collect, process and share knowledge to ignite employees ' creativity which in turn will make the business grow. Wenhong and Jianhua (2009) explained the core of knowledge management is to convert company’s knowledge resources into an increased company

In modern society with technology being so closely tied to having a competitive advantage, a lot of industries compete to keep up to date with new developments. The invention and increased use of computers, internet, and phones have all made a major impact on organisations around the world.

The Dyna Corporation, also known as Dynacorp, is a major global information systems and communications company. It had reached its peak in 1980s, known for its technological innovation.Its high quality products were well in demand in the market. The popularity had made them be the leader in the industry. However, with the rapid development of science and technology, Dynacorp gradually lost its leader position among the competitors in 1990s due to the slow growth rate. There are several challenges that they are facing,high costs, too slow to get new products to the market and not enough of value created for customers. In order to address to reasons behind the challenges, a series of investigations were carried out among not only the employees but also the company competitors. After the thorough inquiries,the serious shortcomings of the organisation structure have been identified.

Technology is obviously a critical component of this business: it will be important to stay up to date on both equipment and knowledge to remain competitive in the future

The rampant used and rapidly advancement of information, communication and technologies in the past decade owes us benefits and shortcoming. Information technologies have ease and broadly opened opportunities for businesses innovations as well as productivity locally and internationally...

As technology is continously changing so is the amount of information produced as well. The way organizations store this information and how its accessible is crucial for the company. Managing such information can make the difference of the company survival and also to be able to stay abeast in its market. According to Lohrey, Jackie (2017) " Information is a critical business resource and like any other critical resource must be properly managed. Constantly evolving technology, however, is changing the way even very small businesses manage vital business information." Organizations have to become equipped with the essential resources available to increase efficiency and improve productivity. This will help the output of the company, cut cost,

In our modern organization, there are certain tools that are used to shape & build a more quality infrastructure. The significance of the various elements attached to KM cycles help provide innovation on propelling organizations. There are four essential areas that play a significant difference on developing a firm foundation. (1) Knowledge creation and/or capture, helps increase our effectiveness within displaying on ability of exemplifying quality work results. It also develops better efficient ideas of innovation or developing a sense of techniques to effectively demonstrate an effective effort in attaining desirable results (2) Knowledge Acquisition & Application helps building between areas that may needed to be redefined with new innovation/knowledge. The other incentive maybe understanding new efficient opportunities to reach the conceptual goal (3) Knowledge codification helps with attaining organization from various entities that are essential to organizational functioning proper. At Swift Transportation, the knowledge codification for drivers stem from the Qualcomm. The Qualcomm helps store routes, paperwork, newsletter, & other important information concerning jobs specifics (4) Knowledge Sharing & Dissemination becomes available through the Qualcomm (Frost, 2010). There are outlets that helps all departments within our company to transfer information. The new developments are readily made accessible from corporate headquarters to our trucks.

Kirkham’s strategy was to integrate the different systems of each division into an “all-inclusive” product and also to involve all the divisions together with regards to product development, instead of letting each division be responsible for just products within that division. Mr. Donaldson chose Kathleen Quinn, Vice-President of R&D, to be responsible for coordinating the development of new products. This proved to be quite a challenging task considering that each managing director (of each division) still retained responsibility for the turnover and profitability of their respective decisions and also for the strategies to achieve the goals of their divisions. In addition, regardless of the trend of their customers in purchasing integrated systems, the majority of each division’s turnover came from the sale of stand-alone products.

Diageo’s code for business value creation does involve their tangible assets, however other organizations can easily buy them, so these are rarely the source of competitive advantage. The greatest tangible source that is not easily obtainable by other companies is their own resource to produce raw and unique materials to their own products. Diageo has competitors purchase materials from their owned and operated distilleries and land to make their own product. Intangible assets are difficult to measure and can’t be touched or seen. These assets drive innovation and contribute to Diageo’s success and competitive edge in the market place. Above, examining Diageo’s unique mix of resources explores how Diageo develops certain resources necessary to support corporate strategy. As we have reviewed, Diageo has a purpose, vision, mission and objective, and has strategically implemented internal assets and has the capability and resources to deliver their strategy.

The new "buzz word" in many corporate circles currently is the term "Knowledge Management or K.M." KM is considered mostly a role for the Information Technologist because of its storage of the company's information on databases. Because of the "info-glut" that is occurring in many corporations, K.M. is strongly becoming the role for the Instructional Technologist to group that information into training modules for the corporate Intranet, so that the corporation's employees can retrieve the "knowledge" in a real-time, need-to-know basis. In this white paper, I will define Knowledge Management from a business and an educational perspective. I will also discuss two basic strategies

Global economy has become a hot topic for international forums. It believed that the value of IT off shore consists of better process management of operational skillfulness. So, they should put effort in developing technology platforms to make business more efficient.

Hewlett Packard (HP) is a leading multinational organization providing products and services in many IT related technologies such as computer hardware and software, printers, scanners, storage devices etc. In 1995, the company decided to introduce knowledge management in its organization that will make its systems, processes, outcomes superior with organized and systematic knowledge handling and storage. HP faces severe competition and thus has to be ahead of the market using many strategies, one of which is application of Knowledge Management (KM). With over 600 business units located