Tidd Bessant (2009) Process Model Knowledge Management

¶ … Tidd Bessant (2009) process model knowledge management innovation, figure 11.3, describe WL Gore & Associates link innovation knowledge management. Justify answer examples. Knowledge management: WL Gore & Associates Knowledge management is often described as using research and knowledge to secure a competitive advantage for an organization. Merely accumulating data is not enough for the information to be construed as knowledge. For the knowledge to be helpful, it must be placed in a useful context, given the current market environment.

Furthermore, organizational actors must be able to deploy knowledge in an effective manner in their daily work life, to ensure that the insight is able to be translated into useful actions that will benefit the consumer and generate sustained interest about the company. For a company like W.L. Gore & Associates, which is founded upon the principles of using technology to serve the consumer and improve human life, knowledge management is essential. Learning about technical innovations enables W.L. Gore to produce innovative products.

Generating and mentoring top talent within the company ensures that there is a consistent and free flow of ideas. "For more than 50 years, Gore has built a worldwide reputation for ethics and integrity in its dealings with customers, suppliers, and employees, and for taking a long-term view when assessing business situations" (About, 2011, W.L. Gore). The core principles of knowledge management, according to the Tidd and Bessant (2009) process model of knowledge management for innovation are discovery, realization, and nurturance. W.L.

Gore embodies all of these principles in its philosophy and the methods it uses to generate ideas and above all to support its employees. Discovery The discovery of new ideas begins with the hearts and minds of employees. All new associates at Gore are given in-house training to sharpen their skills. Employees participate in a leadership development program and there are regular cooperative development programs for employees who wish to engage in retraining.

However, 'leadership' within the company is not defined as commanding others; rather it is infused with a team-based spirit. Leadership and communication are fused, because only if workers communicate with one another, rather than compete with one another can they share knowledge and collectively build upon their ideas. "Gore has been a team-based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication" (Our culture, 2011, W.L. Gore). Even a lower-level WL.

Gore employee who stumbles upon critical discovery can share his knowledge with a supervisor, who can then use these ideas to generate a company-wide initiative. "The 'flat' organizational model and lack of hierarchy ensures that employees are accountable to fellow members of our multi-disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention" (Our culture, 2011, W.L. Gore).

Associates are given the freedom to discover, explore and invent and encouraged to think, experiment, and follow new, potential ideas. Leaders may be designated on certain teams, but according to the company website, leadership is defined by 'followership,' or the ability to respond to members of the team. Just as the company encourages responsiveness in terms of how it trains its employees and structures work units, the company has shown great sensitivity and a sense of discovery in its attitude towards its customers.

The waterproof fabric GOR-TEX, for example is internationally famous because of its durability and usefulness. Understanding consumer needs requires research and a sense of discovery. This same spirit is required when consumer needs are researched, developed, and addressed from a technical standpoint. Realization Realization of ideas at W.L.

Gore takes place through a systematic, team-based process of growth, infused with its philosophy of 'building upon the best.' The company begins with a good idea, and each phase of the realization is subject to thorough quality control Gore's lack of hierarchy actually contributes to its reputation for quality. "Associates (not employees) are hired for general work areas. With the guidance of their sponsors (not bosses) and a growing understanding of opportunities and team objectives, associates commit to projects that match their skills.

All of this takes place in an environment that combines freedom with cooperation and autonomy with synergy" (Our culture, 2011, W.L. Gore). Throughout the process of idea-generation, learning is continual. Employees are encouraged to learn from their sponsors, yet regardless of their tenure at the company or their official title, they are still encouraged to "define and drive projects" (Our culture, 2011, W.L. Gore).

Sponsorship by more experienced leaders and an extensive mentorship program enable workers to more quickly gain a foothold in the company, and to build their networks of knowledge to serve the company. Fairness, freedom to help and allow others to gain knowledge and responsibility, and consultation are the core guiding values of working at W.L. Gore, a company that truly believes in its people.

Its innovation both in terms of product and process innovation speeds the realization of an idea into a real, marketable product, and also ensures that new products and notions are constantly being generated. People have the ability to explore and to take risks in the 'safe space' created by the company. Associates are encouraged to speak out, rather than to censor themselves.

Nurturance Although nurturing is often thought of as an emotional rather than an intellectual value, it is an important aspect of corporate success according to the principles of knowledge management. Nurturing is required to support the process of innovation. W.L. Gore's structure as a team-based organization ensures that associates are always working together. This enables employees to create and innovate. According to its website, W.L. Gore believes in employees both as individuals and as team players.

Individuals need to generate innovative solutions and to seek insights about the world for the company to progress. Well-trained, committed.