People-focused knowledge management

Comments: Stubb’s problems in implementing its strategy
were created by a combination of lack of understanding, lack
of interest in seeing the strategy succeed, and factors that were
of greater immediate importance. In addition, many did not find
it easy to establish priorities and to resolve conflicts between
strategy issues and operating issues.
The knowledge-related aspects in this case included apprenticing
and preparing new staff in advance of being needed for expanded
business. An important knowledge problem became apparent when
the actions of many employees indicated that they had not under-
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stood how to (or even that they were parties to) implement the 
strategy. The most important knowledge tasks were associated with
communicating and transferring the insights of the strategy and
enterprise intents with the associated implications to all employees.
Also of importance were the knowledge flows required to build
expertise sufficient for employees to assume responsibilities to handle
distributed decision making.
Implementation in the Enterprise
A major implementation problem in the enterprise involves 
the handoff of the selected action-option from Decision-Making/
Problem-Solving individuals and teams to the Implementation team.
The typical problem is particularly associated with the transfer of
concepts and intents — the conceptual knowledge and insights —
behind the action-option. These aspects of the action-option are
rarely communicated deeply and appropriately and are crucial for
understanding how to improvise when implementation requires
adaptation to the reality and details of the implementation environ-
ment. When deep understanding is missing, the action-option imple-
mentation, therefore, typically suffers.