Knowledge Management

November 4, 2014


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Strategic thinking strengthens the thinking in alternatives regardless of size, industry or business must be a company with the same 3-W \”questions deal: W o is it today?\” W o want to go there? H ow does it there? It is important to keep this order. Because: only when the destination is just a decision on appropriate means of transport should be taken, with which you can get best there. Strategy check should above all the first two are this questions to the fore. Strategic thinking awakens also the thinking in alternatives. The strategy-check is to offer assistance to detect them and to explore their potential. Since the raw material knowledge\”to the most valuable is what a company owns, must with its strategic content be identified and exploited. \”This effective strategies succeed especially when rooted in the corporate memory\” are firmly anchored.

CF. Becker, Jorg: Strategy-check and balance of knowledge, ISBN 9783837073058 \”\” \”\” Single-point here are for example: business environment for knowledge-intensive markets, strategic dimension of intellectual capital, explore design fields of knowledge management, products with frozen know turning knowledge into cash, strategy question: corporate knowledge is measurable?, strategic future raw material knowledge \”, vision and mission, strategic goods knowledge\”, strategy and goals, bundling strategy factors, strategic process factors, strategic success factors, cluster strategic process factors, GP-1: mission statement – company strategy, GP-2: management of change, GP-3: customer relation management, GP-4: Marketing controlling cluster strategic success factors, GE-1: image and awareness, GE-2: market attractiveness, market position, GE-3: potential for development benchmarking, GE-4: performance quality, cf. Becker, Jorg: strategy-check and balance of knowledge, ISBN 9783837073058. cluster strategic human factors, HK-1: entrepreneurship, HK-2: education, training, professional qualification, HK-3: employee satisfaction, motivation, HK-4: knowledge management, accounting, cluster strategic structural factors, SK-1: information systems, applications, SK-2: planning and controlling tool box, SK-3: early warning and risk control system, SK-4: locational factors, cluster strategic relationship factors, BK-1: customer and supplier relationships, BK 2: corporate communications, BK 3: competence networks, BK-4: logistics knowledge balances are with regard to their elaboration, nor with regard to their analysis and handling for suitable to delegate they form about lower activity of subordinate persons. Jorg Becker

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