GLOBAL KNOWLEDGE MANAGEMENT 1
Table of Contents
Global Knowledge Management 3
Networking Options 3
Motivating Employees 5
The deployment ofknowledge management has enabled Danone to exploit the full potentialof their staff’s skills, knowledge, and expertise. In particular, anetwork attitude program has empowered their employees to beproactive in sharing their acquired best practices. Ultimately, thenetwork attitude program was extended to cover customers andsuppliers. The initial success of the program has convinced the topmanagement to expand it so as to realize more success. The realdilemma concerns the exact means to be used during such expansion.
Frank Mougin and Nenedikt Benenati should consider viable ways ofselecting appropriate employees for the networking sessions. Variousdivisions would be required to provide employees that can bevalue-adding during networking. Additionally, Mougin and Benenatimust ensure that selected employees do not have pending workassignments. Deadlines established at respective divisions may leadto time-wasting during networking. Mougin and Benenati must also seekguidance from the general manager before proceeding with plans todevelop new products and processes. Such guidance is necessary forthe sake of budgetary appropriations and accountability. The generalmanager would also serve to guard against infringing on establishedcopyrights and trademarks (Edmondson & Lane, 2012). Mougin andBenenati must also ensure proper coordination of networking sessionsso as to prevent duplication of efforts.
Mougin andBenenati have elected to go richer by pursuing full-scale innovation.This entails pooling together a group of employees from variousdivisions within the firm. Creating new products and processes inthis manner would help the firm to succeed despite the stiffcompetitive environment. Innovation would cultivate a culture ofactive thinking within the firm since newer ideas often need to begenerated. Such active thinking will also improve the productivity ofeach employee involved in the networking. Mougin and Benenati willalso be aiming to engender a sense of ownership in the employees(Edmondson & Lane, 2012). Many organizations tend to suffer whenemployees lack personal attachment to the goals of the firm.Employees usually focus on their personal goals and accomplishmentapart from the vision of the firm. Consequently, productivityplummets while the turnover skyrockets.
The organizationwould also manage to unite the employees and encourage collaborationon different tasks contributing to the overall mission of thecompany. Research and development forms one of the biggest componentsof expenditure in most firms. Outsourcing the function of researchand development raises the costs of the firm. However, Mougin andBenenati hope to clear this hurdle by using internal resources forresearch and development. Internal employees present three keybenefits in this regard. Firstly, they are relatively cheaper andeasily available. Managing the process would also be faster and moreefficient if internal resources were used to advance research anddevelopment. Perhaps the most important reason concerns the fact thatemployees already possess a certain skill set, expertise, andknowledge (Edmondson & Lane, 2012). Their invaluable insight intothe company would set them apart any external consultants that may beconsidered for research and development.
However, I wouldrecommend to Mougin and Benenati to consider going deeper. Thisentails motivating all the employees to share openly good practiceswith one another. Building a healthy networking environment withinthe firm would engender unity. Therefore, quick solutions will begenerated in response to any problems that arise. Sharing bestpractices within the firm creates an ideal environment for theemergence of subject matter experts. In this instance, employeesattain job satisfaction due to cultivating a sense of accomplishment(Edmondson & Lane, 2012).
Going deeper alsoallows management to have more involvement in the firm’sactivities. The problems encountered by the firm on a daily basiswill not escape the attention of the managers. In many instances,fragmentation between management and employees creates confusion andmistrust in a firm. However, going deeper creates room for smoothalignment among different hierarchies. Each person in the firm buysinto the goals and mission of the company. A primary outcome realizedby going deeper is increasing the knowledge base of employees.Consequently, the efficiency of business operations would improve(Edmondson & Lane, 2012). The lesser the problems needingsolutions, the higher the business performance realized by thecompany.
Mougin andBenenati also need to derive methods of motivating employees to sharebest practices. Managers need to create a culture of teamwork ratherthan rouse an environment of fierce competition. Rather than rewardindividual accomplishment, management needs to reward entiredepartments. This teaches employees the importance of fitting in andlearning to work with one another. On the other hand, a competitiveenvironment creates malice since it pits employees against oneanother. Selfish attitudes work counter to business values andperformance. Furthermore, management can also decide to organizeregular recreational picnics for team-building. This provides aplatform for employees to interact and build rapport with one another(Edmondson & Lane, 2012). A great sense of camaraderie andcomradeship will motivate employees to share best practices.
The managementalso needs to hold regular seminars and lectures. At such gatherings,newer employees can receive important information on the value ofsharing best practices. Educating the employees in this manner buildsa sense of trust and partnership. Utilizing notice boards toencourage sharing of best practices lacks a personal touch. Themanagement could also approach more experienced employees for help inthis regard. Employees with less experience would be more inclined toshare best practices when they observed the words and actions ofolder employees (Edmondson & Lane, 2012). If the culture ofsharing best practices cascades from the top, then the managementwill succeed in their goal.
Knowledgemanagement can take various forms within a company. Top managementcan decide to either go deeper, wider, or richer concerning buildingthe networking capacity. Avenues of networking within a firm serve toengender collaboration and trust (Edmondson & Lane, 2012). Goingdeeper seems to present the most advantages relative to the othermeans. Employees can be motivated to share best practices byorganizing outdoor events and educative clinics.
Edmondson, A. C., & Lane, D. (2012). "Global KnowledgeManagement at Danone (A) (Abridged)." Harvard Business SchoolCase 613-003.