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“If Only HP Knew What HP Knows . . .”
Thomas H. Davenport
Innovation in Action
About the author: Tom Davenport, professor of Information Management at the University of Texas, Austin, is best known for his research on how organizations bring about major innovations in their work processes. His 1993 book, Process Innovation: Reengineering Work through Information Technology, was the first book to describe what has become known as “business reengineering.” More recently, Davenport’s research interest has shifted to the question of whether “knowledge work” is characterized by processes and amenable to process improvement. Last year, he published “Improving Knowledge Work Processes” in Sloan Management Review. He also has two
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Walker and Sieloff appointed Joe Schneider, an ISST staff member who also focused on Web-based systems, to organize the workshops. The first workshop was held in October of 1995. An outside consultant facilitated the meeting, and presented some proposed definitions and frameworks. About 20 people attended the first session; 13 were
from corporate units, and the rest from various business units. Joe Schneider asked participants at the meeting if they were aware of other knowledge management initiatives. From this discussion Schneider compiled a list of more than 20 HP sites where some form of proactive knowledge management was underway. Several of the initiatives are described below. Trainer’s Trading Post One knowledge management initiative involves HP educators. Bruce Karney is a member of the infrastructure team for the Corporate Education organization, part of HP’s Personnel function. Karney estimates that there are more than 2,000 educators or trainers distributed around HP, most of whom work within small groups and find it difficult to share knowledge. About two years ago, in response to complaints by the education community that “we don’t know what’s going on,” Karney began work on approaches to knowledge sharing for HP educators. He hoped to make the group more of a
The Article ‘The Competitive Imperative of Learning’ by Amy C. Edmondson concerns an approach to the execution of a company, in which learning is central. This approach, called execution-as-learning, is regarding the evaluation of the company’s activities, and subsequently finding methods to improve on its failures, as it will provide success in the long term. This is significant, because a perfect execution of company’s activities does not assure lasting success, and especially not in the knowledge economy. Since the knowledge economy is constantly changing, companies should adapt their approaches in regard to the execution to the economy by learning and innovating, so that they will not fall behind. Execution-as-learning is the counterpart of the execution-as-efficiency approach, which does not focus on improving the execution, but being as successful as possible. However, this approach does not assure success in the long run. The execution-as-learning approach consists of four steps, which makes learning a key factor in companies.
The “concepts and tools relating to organizational and process efficiency” were had its roots traced from scientific management experts who worked on streamlining the way work was performed” (Pryor, et al., 2011, p. 964).
A wise man once said, “The only permanent thing in the world is change,” an adage that rings especially true for organizations in this fast-changing era of technology and communication. Daft very deftly puts the inescapable need for change in three simple words, “Innovate or Perish” in his book “Understanding the Theory & Design of Organizations” [2].
Integrating organizational development (OD) and technological intervention into a total system is one of the more difficult tasks for an executive or consultant to execute. Organizations are profoundly affected by technological advancements and require a flexible customized change model to fit the social network of the specific organization into which technology is being introduced. Examines socio-technical systems (STS) theory and presents classical organization theories of Burns and Stalker, Woodward, Perrow, Thompson, and
Through our examination of Hislop (2013) and other supporting material during this class, we have discovered the characteristics and nature of knowledge management strategy. Using my organization as a back drop it has become clear the one does not merely undertake a knowledge management program and expect success. Instead, it requires a thorough examination of the organization, essential knowledge, key roles, policies, politics, available technology
This article describes four organizational initiatives at Cornell University during the past decade and examines the approaches to OD that evolved to support them. The four initiatives and the OD strategies that evolved from them include (a) Total Quality Management (process consultation); (b) Project 2000, an enterprise information technology initiative (sociotechnical systems development); (c) Workforce Planning (strategic OD); and (d) a Call to Engagement (collaboration and co-evolution). These initiatives and their corresponding strategies represent specific stages in the development of OD at Cornell. The four stages of OD will be described in the sections below. The examination of each initiative will include a summary of the context leading up to it, a description of the OD strategy that emanated from it, and a short commentary on the results achieved. The article concludes with some lessons learned from the initiatives and the outline of an evolutionary approach for OD in universities.
Companies are adopting more to ICT, Information Communication Technology. ICT is not just doing the same old stuff the same old way. It’s taken the same old stuff and making it more efficient by making it different through process innovation or doing new things through product innovation. ICT adoption brings on innovation and change. What inspires organizations to adopt these changes? Changes are adopted on the basis that some organizational expected innovations that would make their organization more advances in order to meet the changes in technology. The successful implementation of technology brings about organizational and behavioral changes. An organizational change views ICT implementation as a process involving technical change
This knowledge management strategy was developed to identify and address communications issues within the WOTB in order to improve the knowledge sharing, not only within the organization, but the classroom and the BN as a whole. Additionally, once the information capturing and sharing is at an efficient level, KMO will work on developing an information sharing asset to maximize the student feedback and ensure curriculum meets doctrinal
In an ever-changing business environment, for organisations to remain competitive in this fast-moving world of technological development and globalization, organisations must examine frameworks regularly and manage change and their working practices and systems if they are to remain competitive. “It is becoming increasingly important for organizations to gain competitive advantage by being able to manage and survive change ” “Organizational change has become synonymous with managerial effectiveness since the 1980s (Burnes, 1996; Wilson, 1992). A definition given by Mark Hughes (2006 ) in his book Change Management
The information technology (IT) revolution has had an enormous influence on how organizations/companies are managed. It can credibly be claimed that no other source of change has had more impact on the paradigms and practices that underline the management function. Though other developments such as the emergence of the global economy and the increasingly knowledge-based nature of modern organisations have significantly affected how organisations are managed, IT developments actually are an
went as far as having ROWE training. As a current employee of Best Buy I can say any change that the company has they have training. We just this year we had TRUST training. These training are to introduce the
CHANGE is the only constant in the relationship between information systems and organizations. As technology evolves and changes, its introduction into organizations requires changes in the firm 's infrastructure and the services it can provide to its employees, customers, and suppliers.
Bassi et al.18 discovered that 96% of companies surveyed used some form of the Kirkpatrick framework to evaluate training and development programs.
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
Advancement in technology has led to adoption of new working methods that are characterized by efficiency and effectiveness. Despite this advancement, some organizations are still using their traditional ways and are quite resistant to any proposed change. This paper uses Rick’s New Job Case Analysis to explain the aforementioned situation. As such, theories such as reinforcement theory and social learning theory are used to explain why Rick was let go and how he would have gone about the issue of introducing change respectively. Additionally the paper discusses about resistance to change and proposes a method of designing a management training program.