People-focused knowledge management

The knowledge-related aspects in this case included the valuable
process that Potter created by rotating R&D and plant people. The
continued interaction — both while working on projects and in
leisure periods — formed an effective process for exchanging and 
creating ideas and innovation and transferring concepts between 
the R&D Center and the plants. In addition, the rotation created
valuable networks and shared understandings and mentalities.
Implementation and Its Execution Capability
Problems with proper Implementation of good intents are perhaps
the greatest difficulties in the world in general. Many excellent 
decisions and worthwhile projects and programs are derailed or 
even discarded because of inadequate Implementation. There are 
many examples of execution problems as indicated by Matta and
Ashkenas (2003) and Bossidy and Charan (2002).
186
People-Focused Knowledge Management
Yield
30
28
26
24
22
20
18
16
Time of switchover from
second to third generation
Time
First Generation
Second Generation
Third Generation
Figure 6-5
Potter’s experienced yield of three technology generations and the time of
switchover from second to third generation. Copyright © 1992 Knowledge
Research Institute, Inc. and Karl M. Wiig. Reproduced with permission.
ch06.qxd 5/3/04 2:34 PM Page 186

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Often implementation becomes a problem because of ineffective
communication of concepts and intents (bridging of purpose) from
one person or functional entity to another. This is a particular area
of concern in most enterprises. After a decision is made, the imple-
mentation team or department, at the same organizational level as the
decision maker or at a lower level, often does not fully understand —
or understand at all — the concepts or other underlying intents
behind the decision. As a result, execution effectiveness suffers.
In the organizational domain, Implementation may involve large,
complicated efforts that require extensive supports from specialized
and competent personnel, systems, and other resources. However,
most problems with implementation seem to originate with decision
makers, who do not appreciate that the implementers cannot under-
stand what is required (Mittelstaedt 2003).