The company does not currently have the knowledge assets to facilitate this expansion, having been built very carefully with limited growth and centralized control the primary goals of the founders and officers. Bringing executives with national branding and sales experience into the team is recommended in order to make these expansion efforts truly successful while maintaining the centralized control of the CEO and COO.
V. Implementation Tactics
In addition to building the company's knowledge assets by bringing experienced marketing executives on board, developing a more comprehensive knowledge management system that will allow sales and retail information to be communicated to the company's executives and to design and engineering departments as well. There will necessarily be some...
This will not diminish their role in the company, however, and the product quality can remain just as high without issue.
VI. Assessment Criteria
Assessment of the expansion efforts will be conducted by charting increases in sales and revenues. Revenue is expected to decline in the short-term based on the costs of expansion and the salaries of new company personnel, but within a relatively short period sales should increase significantly, pulling revenues higher as well. The need to further expand production facilities to keep up with demand will be a sure sign that the plan is achieving success.
Actions that warrant for boundary should be on a written document and be available to employees at all time. This system should also take care of verbal and nonverbal agreement of contract expenditure, and no cost approval beyond the budget unless being approved by senior management and financing unit These boundaries must be revised on an annual basis and edited if necessary. When employees understand the core beliefs and boundary
Drucker (1999) states that organizations should also learn to treat knowledge workers as assets rather than costs, as those workers who are knowledge workers will want to work at the organization "in preference to all other opportunities" (p. 84). In addition to employees, knowledge can also be useful in many other variables that constitute organizations. Knowledge can allow for positive change in development, in customer relations, and in organizational
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