|
Article provided by The McKinsey Quarterly
Synopsis
One source of competitive advantage is to diffuse throughout a company the unique, proprietary knowledge about customers, competitors, products, and techniques that resides in the minds of its employees. But many efforts at knowledge management have failed to deliver that advantage, because they haven't focused on the creation and broad exchange of knowledge within a company. Establishing an internal knowledge market with its own unique approaches to pricing, exchange, market facilitation, and competition can solve that problem and boost productivity.
The take-away
Establishing an effective, efficient internal market in knowledge is less about investing in technology than about encouraging authors to "sell" their valuable knowledge and other employees to "buy" it within a market that ensures its quality.
For users who are new to The McKinsey Quarterly, free, fast, one-time registration is required to read the full text of the articles. Click here to read the entire article. |
