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How do businesses/organizations attain adapting knowledge management processes into an operational infrastructure? Accomplishing this achievement should begin by effectively implementing this process to ensure that this strategic concept is conducive to a business’s organizational dynamic. Valuable and pertinent information provided by an organizational workforce that is unified together reveals individual knowledge that is shared vocally or through documentation of this knowledge within a business/organization or evolution. This acquired knowledge can be expended to generate capital, increase output of tangible possessions, improve competitive advantage, or can augment value of supplementary forms of wealth. McKinney Jr. & Kroenke (2014) assert that the knowledge management process in an organization creates value from intellectual capital and shares that knowledge with employees, managers, suppliers, customers, and others.

A primary example of an important component that emphasizes the functionality of a knowledge management process is when an organization’s personnel can possess extensive knowledge regarding presenting financial expense reports for incurred company expenses, and this knowledge is attained organizational wide, kept by personnel intellectuals, and is not information that can be examined. By not effectively implementing an information system to support the knowledge management process, the organization’s personnel that has submitted a financial expense report may neglect document the appropriate company expenses (McKinney Jr. & Kroenke, 2014). Strategically executing knowledge management processes in businesses/organizations constitutes adapting an information system that supports business intelligence concepts. Business intelligence is a strategy that encompasses identifying computer application methods that have the capability to seek out and examine information, for example by income generated for services rendered and product sales, or supplementary expenses. Elaborating on this idea more definable from a business standpoint, business intelligence has been acknowledged as being a:

Computer-based techniques used in spotting, digging-out, and analyzing ‘hard’ business data, such as sales revenue by products or departments or associated costs and incomes. Objectives of a BI exercise include (1) understanding of a firm’s internal and external strengths and weaknesses, (2) understanding of the relationship between different data for better decision-making, (3) detection of opportunities for innovation, and (4) cost reduction and optimal deployment of resources. See also competitive intelligence. (http://www.businessdictionary.com/definition/intellectual-capital.html)

Further refection indicates that knowledge management embarks on ascertaining what is in heart of human potency that is concealed in the thoughts of individuals working in a business’s/organizations. Knowledge management correspondingly requires adopting a system that can consent to the creation of new knowledge, a distribution system that can afford the opportunity to influence a workforce, with the ability to set knowledge as quality in products, services and techniques. Conversely, knowledge management takes steps past storing and management of statistics, or even of information. It will be important to implement a more well-thought-out approach to transfer knowledge between management and the workforce that is essential for effective productivity and enabling access to information in an opportune manner
(Mason, M., 2015).

Therefore, it will be crucially important for the businesses/organizations top leadership, managers and employees to unite together to identify the most important possessions that exist in experience and proficiency individually and collectively to ascertain the supreme benefits produced from knowledgeable investments. Once a distribution system has been implemented into the operational infrastructure of a business/organization then knowledge management can be effectively managed and apportion throughout the entire organizational workforce. By knowledge management being achieved and applied in an effective manner, this concept can constitute a more cooperative atmosphere, possibly eliminate repetition based in individual effort and inspire sharing knowledge. Illustrating this initiative effectively can constitute saving time and revenue for businesses/organizations (Uriarte Jr., 2008).

References:

Mason, Mayo K. (2015). Knowledge management: The essence of the competitive edge. Retrieved from http://www.moyak.com/papers/knowledge-management.html

McKinney, E. & Kroenke, D. (2014). Processes, systems, and information: An introduction to mis (2nd Edition). Boston, MA: Prentice Hall

Uriarte Jr., F. A. (2008). Introduction to knowledge management: A brief introduction to the basic elements of knowledge management for non-practitioners interested in understanding the subject. National Academy of Science and Technology: Government of Japan. (Japen-ASEAN Solidarity Fund). ASEAN Foundation

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