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Kevin Ochieng Gerald Wilson Ben Speed . Buckman Laboratories. Buckman. -1992:K'Netix -Increased Sales -Customization . Buckman. -Collective Knowledge and Capability -Universal Access -Organizational Interdependence. Creating Smarter Process.
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Kevin Ochieng Gerald Wilson Ben Speed Buckman Laboratories
Buckman • -1992:K'Netix • -Increased Sales • -Customization
Buckman • -Collective Knowledge and Capability • -Universal Access • -Organizational Interdependence
Creating Smarter Process • - Process goes beyond the actual physical product • - Not a one time process Develop a comprehensive suite of process
Visualizing Success • Sales associates tend to be visual thinkers • Process drop drastically if they cant be visually Applied • the United States Army: the after-action review Rename it to Buckman After Action Review (BAAR) • Raising the bar Produced a CD and glossy tri-folder brochure
Meeting Customer needs • KM and learning process Customers heard about the success Call and ask for help Helps intimacy by deeper relationships • Develop three goal • work with customers • bring learning into Buckman Laboratories • generate revenue
Continuing the journey • Overall lesson in the past Continue to learn, improve, and create Easier to build on a foundation of success Honoring the lessons of the past
Help From IT • “Idea Trap” Pocket sized notbook Adapt? Combine? Modify? Rearrange? • KM and Technology • Tech gear towards: Knowledge transfer, accelerated learning, and to encourage innovation.
Knowledge Transfer Dept. • Monitored all activities • Produced reports of their findings. • Top 150 invited to annual planning meeting
Knowledge Transfer System Bob Buckmans 7 characterstics: • Reduce number of one on one transmissions • Universal Access • Allow everyone to enter knowledge • 24/7
Knowledge Transfer System • Easy to use • Multi-lingual • Technical knowledge generates future knowledge • Implied was the idea that the “user” is the database.
Buckman • Pioneer and leading innovator in Knowledge Management