Strategy is in Knowledge Management(19)

Strategy is in Knowledge Management

Tacit knowledge such as craft and know-how, explicit knowledge such as manuals and management system exchanged with each other harmoniously and created a virtuous circle of ever–advancing knowledge management system of Mando. In short, strategic decision of realizing knowledge management incredibly worked well and finally bore the fruit of the rebirth of a deadly-ill company.

It is not too much to say that strategic management will draw more and more attention from all types of organizations in the future. Definition of strategy can be differed from one company to another. However, nobody argues that only the firm establishment of strategic management can guarantee the survival of any given organization. 

Strategy is in Knowledge Management(16)

Global Mando, strategy is in knowledge management

Starting in 2006, Mando designated the knowledge asset assessment and management system as the top priority of CKO (Chief Knowledge Officer). Consequently, Mando set up the overt goal and evaluated the performance of knowledge management, which brought the active participation of the employee and never-ending commitment of the management. On top of that, Mando has changed the corporate culture so that employees can freely use the communities of practice into works. 

For example, through community of practice activities, employees defined what Mando's core competency was in terms of the competitive advantage and recreated core knowledge. Additionally, in pursuit of global communities of practice between oversea investors and partners, Mando widened knowledge management activities even outside the company.

Strategy is in Knowledge Management(15)

Global Mando, strategy is in knowledge management

According to the company, productivity was estimated to escalate by more than 200% and 20 billion won-equivalent outcomes were achieved due to the global R&D knowledge management. Besides, Mando did full-page revision of its intellectual assets such as company codes, information system manuals and quality management system into a 'global Mando standard manual'. 

One of the distinguished aspects of the Mando's knowledge management is the unique performance evaluation indexes. Mando came up with its own evaluation tools which measure how much knowledge management contributed to the corporate performance on the strategic purpose.

Strategy is in Knowledge Management(12)

Global Mando, strategy is in knowledge management

Furthermore the center established and operated the optimal 'global R&D response system' by collecting customer demands and technology information in close cooperation with research centers in Beijing and India, technology centers in America and Germany. 

'Global Specification Management System' is the best example. From the planning stage to the mass production and quality control level, product information of both domestic and overseas investors and partners was efficiently exchanged throughout the whole process of product development.

Knowledge Network is Power(12)

'Global Mando', Knowledge Network is Power

- Combination: It is combination that differentiates Mando's knowledge management from competitors. Global knowledge network, product life management program enabled the company to analyze, disseminate and edit explicit knowledge. As a result, Mando's knowledge management was widely claimed a unique system.

- Internalization: Mando didn't stop at the combination stage. Rather, it stepped forward to reach internalization, which means completion of the SECI model. For example, community of practice activities played crucial roles in embodying explicit knowledge throughout the entire organization.

Tacit knowledge such as craft and know-how, explicit knowledge such as manuals and management system, exchanged with each other harmoniously and thus created a virtuous circle of ever–advancing knowledge management system.

Knowledge Network is Power(8)

'Global Mando', Knowledge Network is Power

The central research center in Korea leads the development projects of the new technology and global R&D. Furthermore the center establishes and operates the optimal 'global R&D response system' by collecting customer demands and technology information in close cooperation with research centers in Beijing and India, technology centers in America and Germany. 

'Global Specification Management System' is the best example. Product information of both domestic and overseas investors and partners is efficiently exchanged throughout the whole process of product development, from the planning stage to mass production and quality control level. 

In the same context, PLM program enables research centers, domestic factories and overseas investors to share information on technology, parts development and product specification management.

Strategy in Knowledge Management(10)

'Global Mando', Strategy is in Knowledge Management

Tacit knowledge such as craft and know-how, explicit knowledge such as manuals and management system exchanged with each other harmoniously and created a virtuous circle of ever–advancing knowledge management system of Mando. In short, strategic decision of realizing knowledge management incredibly worked well and finally bore the fruit of the rebirth of a deadly-ill company.

It is not too much to say that strategic management will draw more and more attention from all types of organizations in the future. Definition of strategy can be differed from one company to another. However, nobody argues that only the firm establishment of strategic management can guarantee the survival of any given organization. 

That’s why companies are strongly pushed to carefully look at the outer circumstances and utilize their own resources at the maximum level. As showed above, Mando Corporation is one of the best role models for strategic management. Undoubtedly, as a strategic concern, knowledge management resurrected a dishonored company into a highly promising star. 

As Mr. Oh indicated, without knowledge management, Mando may already have been liquidated. In this point of view, lessons from the story of Mando insist that strategic management should be spread into every single parts of an organization.