Knowledge Management has a lot of
importance nowadays. The knowledge management is considered more important than
the machinery, equipment and building in an organization. Thus, the
organizational knowledge and its correct management are the sole sources of
competencies and victory against the competitors of the organization. In the
modern internet age, knowledge management is a power. Through knowledge
management, the companies are trying to know what their customers want and how
to be competitive. Following are the two real world examples of companies. (Eisla, 2009)
Knowledge
Management Failure in Calibro Company
Calibro is a large pharmaceutical
company based in Switzerland having its labs all over the world. The knowledge
management system was implemented in the company in order to provide a
collaborative work environment for the staff working for the new drug
development. It was expected that this project would lead to faster development
among the distributed research staff and the project was named as Baleine Bleue
(BB).
The project was not supported in
different times especially when the direct support of management was needed.
The main role of failure of knowledge management in Calibro was due to the lack
of commitment and management support and the management was not familiar with
the dimensions of the knowledge management.
Another factor due to which the
Calibro is no longer competitive is the wrong selection of the knowledge
project manager. The unsophisticated manager had no expertise in the knowledge
management and that is why they caused many problems in the implementation of
the project. The project manager of knowledge could not control the project
effectively and they could not pass it safe. The employees who were selected as
the team members of the knowledge management team also did not have competency
for this duty. (Peyman, 2005)
Knowledge
Management of LeaseCo. And competitiveness
The LeaseCo. Recognized the
opportunity of good knowledge management by bidding aggressively on the novel,
unpredictable and complex lease opportunities. They were involved in leasing
the personal computers in 1980 in order to get unique knowledge from these
experiences. The company realized a double advantage by preventing that
knowledge from its competitors. The company first invested in its platform for
strategic knowledge and then learned enough about the client in order to
profitably and competitively prices the leases according to the future
opportunities with that client. The clients in turn without going out for
competitive bids, through mutual learning contracted with the LeaseCo for the
future losses. In this way, the company maintained a sustainable knowledge base
barrier to the competition. (Irma & Rajiv, 2008)
