Strategy is in Knowledge Management(10)

Global Mando, strategy is in knowledge management

Right after the development project of the intelligent car began, in-house experts armed with related knowledge and experiences immediately rushed to the corporate research centers. 

These experts who had been at Mando at least over 5 years were the owners of core technologies in their own R&D (Research and Development) area. They acted as go-betweens to transplant their knowledge into co-workers who joined the development project.

Knowledge Network is Power(7)

'Global Mando', Knowledge Network is Power

These experts who have been at Mando more than 5 years are the holders of core technologies in their own R&D (Research and Development) area. They act as a go-between to disperse their knowledge into co-workers who join the development project.

In doing so, Mando shortened the required time for the development of new technology and invigorated R&D. At the same time, by stocking knowledge from community of practice activities, Mando encourages all employees see and learn the know-how of in-house experts. 

Mando's knowledge management does not just stay in sharing, utilizing and creating corporate knowledge. Rather, it advances to global network which ties foreign investors and partners together.

Strategy in Knowledge Management(5)

'Global Mando', Strategy is in Knowledge Management

As an example, let’s talk about the intelligent car project which was under development at that moment. The central research center was deeply involved in advanced development. In other words, the central research center mainly provided the concept of technology and devised necessary electronic and controlling technology. 

Furthermore, the center performed prototype tests as well. In the meantime, once the quality and specifications of a product fixed, local research centers took the responsibility of the mass production and after sale services.

Right after the development project of the intelligent car began, in-house experts armed with related knowledge and experiences immediately rushed to the corporate research centers. 

These experts who had been at Mando at least over 5 years were the owners of core technologies in their own R&D (Research and Development) area. They acted as go-betweens to transplant their knowledge into co-workers who joined the development project.