We focus on the friendly acquisition of my knowledge-centric consulting shop by an accounting giant in 2011. A first glance, the giant’s knowledge systems and practices casts doubt on the ability to integrate the know-how of my former firm into my new firm’s service offerings and value propositions.
|Copyright The Ubyssey 2014|
- A steadfast mastery of operations management – the nuts and bolts around improving production cycles and supply chains.
- The glue holding that mastery together – the knowledge transfer needed to sustain these practices.
- First you got cool, informed analysis of your current operational state
- Next we broke down your operational innards
- Finally we pieced them back together with the rationale for strengthening them over time.
- How many offshore editors does it take to redact all specific references to System Wisdom’s former case work?
- How many search and replace macros will reappoint the respective logos and color palettes?
- The insights of authorship,
- The learnings from the unforeseen consequences, and
- The breakthrough thinking of a pressure-tested innovation
– In short, the particulars that evolve the practice.
Three Keywords and a Cloud of Dust
- The captains,
- The doomed, and
- The campers groomed for the lifeboats by their knowledge captains
– None of whom were ticketed to go down with their knowledge crews.
- No governance structures led to dozens of redundancies and missed opportunities for community-building. Each new site was in a confused state of collaboration-readiness: some open access sites, some in lock-down, and some slightly ajar (invitation-only).
- All engagement deliverables were treated as potential liabilities and were fire-walled away from the economies of learning and reuse.
- “Likes” and shallow salutations were socialized like the upturned grin of a ginormous smiley face. Attachments leading to actual work product were frowned on. Substance was a non-starter.