Introducing T-shaped managers. Knowledge management's next generation.

摘要: Most companies do a poor job of capitalizing on the wealth expertise scattered across their organizations. That's because they tend to rely centralized knowledge-management systems and technologies. But such are really only good at distributing explicit knowledge, kind that can be captured codified for general use. They're not very transferring implicit needed generate new insights creative ways tackling business problems or opportunities. The authors suggest another approach, something call T-shaped management, which requires executives share knowledge freely organization (the horizontal part "T"), while remaining fiercely committed individual unit's performance vertical part). A few starting use this one--BP Amoco--has been especially successful. From BP's experience, have gleaned five managers help capitalize inherent knowledge. They increase efficiency by best practices. improve quality decision making companywide. grow revenues through shared expertise. develop opportunities cross-pollination ideas. And make bold strategic moves possible delivering well-coordinated implementation. All takes time, had learn how balance time against attention must pay own units. suggest, however, it's worth effort find more fully realize immense value lying idle within so many companies.