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
- Verifying Resources: To the eyes of the top management, people in Mando were the most valuable and rare resources to overcome the dark era and to attain the sustainable competitive advantage. In that Mando's employees had always been highly observed and evaluated in the market, human capital were also turned out to be non-substitutable.
- Managing Resources: Now the question is how to manage and systemize the tacit knowledge of the people. At this point, Mando introduced the concept of knowledge management. Adopting and establishing knowledge management throughout the organization, Mando succeeded in developing new technology and bridging partners all over the world in the most efficient way.
'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.
'Global Mando', Knowledge Network is Power
Against this background, in application of SECI model , Mando's knowledge management can be analyzed as following:
- Socialization: From central and local research centers to manufacturing facilities both at home and abroad, all employees captured tacit knowledge such as know-how and perspectives. With untrapped mind, people at Mando accumulated and dispersed tacit knowledge step by step.
- Externalization: Externalization realized when Mando took strong initiatives in knowledge management in spite of bankruptcy. Through peer group sharing and dialogue, experts' tacit knowledge articulated and gradually translated to explicit knowledge into understandable and relevant form.
'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.
'Global Mando', Strategy is in Knowledge Management
Under this background, in application of the Resource-Based View, Mando's strategic initiatives can be analyzed as following:
- Defining Resources: When the crisis hit the company, Mando looked around the entire organization and tried to devise strategic plans. And the answer was in human capital. It is because Mando believed that it had most powerful and core resources of human capital. It was the employees who possessed the expertise and know-how desperately needed for the corporate survival.
- Verifying Resources: To the eyes of the top management, people in Mando were the most valuable and rare resources to overcome the dark era and to attain the sustainable competitive advantage. In that Mando's employees had always been highly observed and evaluated in the market, human capital were also turned out to be non-substitutable.
- Managing Resources: Now the question is how to manage and systemize the tacit knowledge of the people. At this point, Mando introduced the concept of knowledge management. Adopting and establishing knowledge management throughout the organization, Mando succeeded in developing new technology and bridging partners all over the world in the most efficient way.
