People-focused knowledge management

Expected Result: New trucks would be more competitive.
Customers with recent purchases would be pleased. Market
image would be improved. Expectations for future perfor-
mance would increase.
Enterprise Situation-Handling
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Next Step: Marketing, Sales, Engineering, and Manufacturing
would create a taskforce to decide how to handle the situa-
tion. The taskforce would report back in one month.
Longer-Term Action 3-2: Create a revised R&D project plan for
the next few years with new priorities, new funding require-
ments, new schedules. The plan would make explicit how
each project would support Asterix’s strategy and intents. 
The plan would include scenarios for how trucks, trucking,
and movement of goods might change over the next five to
ten years.
Rationale: Prior R&D plans were inadequate and based on
business-as-usual.
Expected Result: A product development program that
would be competitive for years.
Next Step: Vice presidents of Planning, Marketing, Sales,
Engineering, and Manufacturing would participate and act
as a taskforce.
Longer-Term Action 3-3: Create a framework for maintaining
a flexible forward-looking strategy for Asterix to pursue as
the transportation world changes.
Rationale: It is likely that the nature of goods transport and
trucking at some time will deviate from present business-
as-usual, and at that time it will be important for survival
that Asterix is prepared to participate in the changes (but
not necessarily lead them).
Expected Result: A strategic posture that can adopt new
directions before it will be too late, making it possible for
Asterix to remain viable and vibrant for a long time.