Knowledge Management

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)