The response the give time, but does not seem that these concepts have a translation very direct and short term, about the main econometric parameters with which the companies make their decisions, and therefore its impact at least in the short term will be under and in any case very slow. This change in mentality which follows the need to transform a concrete company and which is also guarantor of success in change, you need always, either to pursue a plan of redesign of processes, or a quality program, or any other project of transformation. This process of transformation may be stymied by the same factors inhibitors of any change, but increased and amplified by changes in personal positions, that the value of knowledge and knowledge in its entirety can represent opposite models historically consolidated in the most functional and hierarchical from our visions organizations. These problems are always those relating to the structural capacity to change, which is a property inherent in all social systems, such as organizations and businesses. Knowledge management will be a new wave of management based on the importance of the human as a cooperator factor rather than as a worker. This arises when the unforeseen dominates to the routine in the activity of the company, and where the training and procedures are not sufficient to respond to the situation of a new business opportunity, a situation not foreseen with a client, a break in the chain of suppliers, a change in the economics of the sector, or any other changes in the business environment. However the vast majority of the jobs of today are still built on more or less regulated procedures and an outline of the functions to develop, without much influence the knowledge needed to be effective against the unforeseen. Knowledge serves primarily to predict behavior and anticipate the consequences of the changes.

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