Case PresentationBy

ABM Anser Ullah Wafa Bawazir

Zeinab Al-Sheikh Elchin Musayev

Snapshot

Industry

Overview

Summary of the case

Answering questions

Open discussion

Case in a brief

Snapshot Industries, a company with a stronghold of tradition. Under the strong guidance of the owner Sam.

High level of loyalty from the employees (95% of them been with the company for 20 years).

Change of leadership created disruption.

Collaboration was the big challenge.

Q1. Why did the expert see the problem as one linked with knowledge management?

Q1. Continued…

Organizational culture was not a collaborative one.

Unwillingness of old stuffs to share knowledge.

Difficult for new stuffs to locate source of expertise.

No documentation as transfer of tacit knowledge is easier said than done.

Q2. Identify the types of knowledge that can be found in snapshot industries. Which elements are strategic knowledge.

Tacit ExplicitTacit Explicit

Expertise of old stuffs

Predictable and routine work

Expertise of old stuffs

Predictable and routine work

All departments are

computerized

Centralized records and personnel

system

All departments are

computerized

Centralized records and personnel

system

Q2. Elements of strategic knowledge

Expertise knowledge of the old staffs

Management information system

Knowledge about customers and markets

Expertise knowledge of the old staffs

Management information system

Knowledge about customers and markets

Strategic goalExpansion

Q3. Why were the resignations and retirements a problem? What could be done about this?

Cost of production increased.

Productivity went down.

With resignations of key member knowledge and expertise is also gone.

Q3. What could be done about this?

Formal and Informal ways of communication

Formal and Informal ways of communication

Utilization of knowledge and

expertise

Utilization of knowledge and

expertise

Transfer of knowledge

through documentation

Transfer of knowledge

through documentation

Training for previous

employees

Training for previous

employees

Q4. Identify the reasons for the consultant’s concern over leadership. How has Jim’s leadership affected the business? Can you see some ways in which Jim could improve his practices?

Inability to identify the goalsInability to identify the goals

Difficulties in changing the organizational cultureDifficulties in changing the organizational culture

Inefficiency in utilizing the skills and expertiseInefficiency in utilizing the skills and expertise

Q4. How has Jim’s leadership affected the business?

SymptomsSymptoms

Inconsistent system

Different teams working differently

Stress among the stuffs due to competitive

environment.

Unavailability of expertise due to unwillingness

Inconsistent system

Different teams working differently

Stress among the stuffs due to competitive

environment.

Unavailability of expertise due to unwillingness

Q4. Can you see some ways in which Jim could improve his practices?

Q5. In your opinion, which areas most need to reflect knowledge management principles? Why?

Knowledge management principles should be more reflected on the employees’ expertise.

Why? • Increase recognition of the profitable value of

employee knowledge.• Organizations therefore use efficient ways of

managing their intellectual assets “ Electronic Processes”