People-focused knowledge management

Rationale: The present personnel evaluation system pro-
moted behavior counter to desired management philosophy.
Expected Result: Increased collaboration and cooperation
would over time lead to better networking, faster and more
effective actions, fewer wasted efforts, lower costs, quicker
time-to-market, greater customer satisfaction, and so on —
all leading to greater success.
Next Step: Create taskforce led by personal involvement of
CEO with head of Human Resources and five others from
throughout the enterprise. Legal counsel in advisory capa-
bility. The new evaluation system should be operational
within three months.
Issue 3. Asterix needed to be more innovative in introducing 
competitive features. They needed to live up to the adage that
“No longer is it enough to learn faster than our competitors —
we must also innovate faster and better than they do!”
Immediate Action 3-1: Review all existing R&D projects (as
well as some that have been discontinued) to expedite those
that best supported Asterix’s strategy and competitive posi-
tion. (Coordinate with Immediate Action 4-1.)
Rationale: Several members of the executive team doubted
that every R&D project provided the best possible benefits.
Some R&D, Marketing, and Engineering personnel also
had voiced similar opinions.
Expected Result: Fast-track implementation of features that
would be of value to customers and make competitive 
differences.
Next Step: Marketing, Engineering, and R&D vice presidents
to review all projects while consulting with others as
required. Report back to executive team in 14 days.
Longer-Term Action 3-1: Consider the notion of making avail-
able five selected soon-to-be-manufactured new features as no
cost enhancements (standard equipment) on new trucks and
perhaps also as no-cost retrofits on trucks sold within the 
last year.
Rationale: These features, some similar to features offered as
standard by competitors, were both visible and valuable
and would be noticed by customers.