Which of these is an advantage of external processes creation method?

Strong knowledge management processes integrate knowledge management actions—including discovery, capture, organization, assessment, sharing, reuse/application, and creation—into existing business processes so the internal or external end user can easily access, apply, and/or update that knowledge as needed. 

How do you develop a knowledge management process?

Developing knowledge management systems and processes within your business requires an initial assessment of your existing business processes, so knowledge management team members can integrate KM steps where they make the most sense. Pairing the right knowledge management steps or actions with appropriate business processes gives people in your organization access to the knowledge they need to make important decisions, enhance efficiency, communicate with their team or clients, train employees effectively, add their own expertise, and more.

Here’s a look at the most common systems and processes steps a business might integrate throughout the organization with an effective knowledge management process:

Typical steps in knowledge management processes

  • Discovery: The process of knowledge management begins with discovery. Knowledge discovery is the process of extracting information from data that can be useful to your organization’s strategy, operations, communication, and relationship development. Using data mining to identify patterns, trends, or correlations within large sets of transactional or customer relationship data is an example of discovery. 
  • Capture: Knowledge capture is acquiring the knowledge your organization already possesses—within individual employees, teams, documents, or processes—as well as external knowledge, so it can be documented, communicated, and shared to the benefit of your business. Conducting an audit of your existing documentation and encouraging content creation in knowledge areas where you have gaps are key to capturing knowledge.
  • Organization: Knowledge organization means describing, classifying, categorizing, and indexing information so it can be easily retrieved, navigated, reused, and shared among employees, teams, and other critical users. The right knowledge management system can help you sort and segment knowledge so information is readily accessible by the people who need it most. 
  • Assessment: In order for knowledge to drive beneficial business decisions, spark collaboration and innovation, and improve internal and external processes, you must ensure that knowledge is verified and validated. That means integrating processes that ensure any information your organization intends to apply is accurate, complete, consistent, and up to date. Automatic validation features within your knowledge management system, as well as regular reviews by your internal experts, are critical. 
  • Sharing: Knowledge sharing encompasses both making knowledge available to those who actively seek it within your organization and directly communicating appropriate knowledge to a user who could potentially apply it for the benefit of your business. Team leaders should regularly encourage, and possibly incentivize, knowledge sharing. 
  • Reuse/application: Knowledge reuse or application is when an individual or team can take captured (and organized/assessed) knowledge  and apply that knowledge to enhance efficiency, improve business operations, complete a strategic task, communicate more effectively with colleagues or customers, etc. A documented lesson learned from one employee’s complex customer interaction may streamline the process for a colleague in a similar situation, for example. 
  • Creation: Knowledge creation is when individuals or teams within your organization add what they’ve learned—through practice, process navigation, internal and external interactions, independent research, and other experiences—to the organization’s collective knowledge. That individual knowledge can then be shared, reused, and applied, as well as expanded upon by future knowledge seekers. Establishing content creation guidelines and regularly communicating the value of – and praising/rewarding the completion of—new relevant content can help you establish a culture of knowledge creation among your teams. 

Understand where each component of the knowledge management process can be applied within your organizational structure, and make sure your company’s knowledge process is in good hands with a knowledge manager.

Process innovation is the application or introduction of a new technology or method for doing something that helps an organization remain competitive and meet customer demands. 

Process innovation happens when an organization solves an existing problem or performs an existing business process in a radically different way that generates something highly beneficial to those who perform the process, those who rely on the process or both. For example, the introduction of a completely new sequence to an existing production process that speeds production by 100%, thereby saving the organization money and time, could be considered a process innovation. Organizations today often bring in new information technology systems or find ways to use older in new ways at the forefront of their process innovation efforts.

Process innovation is different from incremental innovation in both scope and size. Whereas incremental or continuous improvements generate limited value, innovation generates improvements that increase value by upward of 50%, 100% or even more. Some describe process innovation as creating radical or game-changing shifts. In addition to the introduction of a radically new approach or technology, process innovation generally requires a longer planning time and support from high-level management. It’s also riskier than incremental improvements and requires a higher level of cultural and structural change. Process innovation also typically impacts a broader portion of an organization than do incremental improvements.

Process innovation can generate value to either internal customers, including employees or the actual organization itself, or it can create value to external customers, including business partners, end users or actual consumers. Values stemming from process innovation include reducing the time it takes to produce a product or perform a service; increasing the number of products produced or services provided within a time frame; and reducing the costs per product produced or service provided. Additionally, process innovation can generate significant gains in product quality and service levels. Overall, an individual organization needs to see a significant increase in some of its key performance indicators (KPIs) to be a true process innovation.

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Which of these is an advantage of external processes creation method?

Volume 33, Issue 2, June 2017, Pages 113-127

Which of these is an advantage of external processes creation method?

https://doi.org/10.1016/j.scaman.2017.05.001Get rights and content

Public service organization

  1. How do organizations develop technology and innovation?

There are a number of ways that organizations can develop and manage technology and innovation. We will focus on organization-level activities and the three strategic processes in this section of the chapter.

In order for a firm to develop a successful management of technology and innovation strategy, it is imperative that the organization be readied for the effort. This requires agility because changes and adjustments to products and processes are filled with risk and uncertainty. However, agility is inherently less efficiency if it is to be effective. Therefore, the management of technology and innovation must balance short-term efficiency with long-term effectiveness in the market if the firm is to add value and thrive in a changing environment. Strong dynamic capabilities are needed if the organization is going to be able to address the challenges of innovation and dynamic competition.4 There are four things the firm should do to balance the conflicting demands of being agile in a dynamic environment. These are:

  1. Design systems and processes that can identify, assess, and develop technology based opportunities (or protect from new technology threats). The systems and processes should be able to sense what is coming.
  2. Identify communication needs and efficiently turn data into information so that the right information can be available to make the best decision in a timely fashion. The current interest in big data and what it can tell firms is tied to the notion that we have a lot of bytes of data available because of computer technology that are not being used effectively or efficiently.
  3. Develop employees through training and learning opportunities. This becomes more critical as the competitive environment for the organization becomes more dynamic. The management of technology and innovation requires that all levels of the organization are involved and that efforts are made to ensure that employees are allowed to enhance their skills for themselves and the organization. The more dynamic the environment, the more important skill enhancement is for the firm and the individual.
  4. Use good change management processes to help the firm succeed in introducing newness into the organization. Many firms learned expensive lessons when desktop computers were introduced into the workplace. First, most managers did not type, so they did not adopt the new technology. Second, younger staff members were more likely to be comfortable with the new computers (even elated because the computer was better than they could afford at home), so knowledge power was turned upside down from the hierarchy and seniority. Third, many firms installed desktops with little or no training (because they were “upgraded typewriters”) while leaving the typewriters easily accessible. The result was that some companies deemed desktops a failure and sold the equipment at a loss. Obviously, desktop computers are now a vital tool in the workplace, but this just illustrates what happens when a good change management process that includes proper support systems, communication, and training is not implemented.

Which of these is an advantage of external processes creation method?

Exhibit 18.6 Key Management Activities (Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)

There are three basic organizational processes—buying and partnering, developing newness within the firm, and entrepreneurially exploiting a space in the environment. Exhibit 18.6 delineates the three types. Buying and partnering includes mergers and acquisitions, joint ventures, contractual agreements, and other forms of acquiring technology/innovation from external sources. Internal sources of new technology/innovation for the organization include research and development of new products as well as reconfiguring or developing new processes—ways of doing things. This can be organization structure or redesigning an assembly line. Adding robotics to a manufacturing process may be an internally driven process, or a firm may buy a robotics manufacturer to acquire the capability to add robotics to the assembly process.

Which of these is an advantage of external processes creation method?

Exhibit 18.7 Three Methods of Creating New Technologies/Innovations (Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)

The third type of creating new technologies/innovations involves exploiting a space in the environment through entrepreneurial or new-business development activities. Michael Dell started Dell in his dormitory room at University of Texas. He wanted a better computer than he could buy, so he bought parts and assembled his own. Friends asked him to build one for them. He realized there was an innovative process of customizing computers and delivering directly from the manufacturer to the customer. Michael Dell’s exploitation of the custom-built, direct manufacturer-to-customer delivery led to a multibillion dollar business. Table 18.1 lists the advantages and disadvantages of each of the technology/innovation creation methods.

Advantages and Disadvantages of Creation Methods
Method Advantages Disadvantages

External Processes:

M&A, joint ventures, contractual relationships, cross-organizational projects, informal relationships

  1. Quicker
  2. Blending rather than discovering
  3. Often less costly
  1. Requires bringing different firm cultures together
  2. Often leads to perception of winners and losers
  3. Not-invented-here syndrome

Internal Processes: R&D

  1. Clear ownership of the technology/innovation
  2. Legal protections may be stronger
  1. Often takes longer
  2. Key personnel may leave at a critical time
  3. Can be very costly

New Business/Entrepreneurship

  1. Usually more agile and flexible in the marketplace
  2. Dedicated leadership—it is their “baby”
  1. Highest risk factor
  2. Lack of skills within the firm to do things besides innovation
  3. Usually have very little slack

Table 18.1 (Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)

  1. How do managers develop technology and innovation?
  2. What are the advantages and disadvantages of each creation method?