ORGANIZATIONS HAVE undergone unprecedented change. Some adjustments have been by design; the remainder have naturally evolved. Some adjustments – however carefully constructed – have not produced anticipated results. In many instances, the reverse effects may have occurred. then, there are those times when the unexpected just happens and you cannot seem to trace the roots of a successful venture. who would have predicted the success of google, eBay, iPhone, Facebook or the orb-like tata nano – even a few years ago? these are breakthroughs of sorts; the effect of a multiplicity of factors which, coming together, produce a certain result.
Breakthroughs can come in the form of a research discovery which so catapults the application possibilities that even current R&d seems obsolete. It can be in the form of a market acceptance which demands more of the technology than product engineers ever imagined. It can come in the form of a managerial set of experiences during which the collective insights of a team produce something far beyond what any combination of individuals might otherwise have designed. these developments are also the result of excellent knowledge management (Km) practices and programs which have developed over the last two decades and have been employed from the strategic technology investments to the shop floor.
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