Knowledge: To Manage or Not to Manage
In this issue of Cutter Benchmark Review, we focus on a topic that has been in and out of the limelight since the mid-1990s when it became one of the hottest topics in boardrooms, management publications, and consulting briefs: knowledge management (KM). Perhaps in response to the realization that the downsizing and delayering that followed business process reengineering's rise to prominence engendered significant loss of organizational knowledge, business leaders - aided by consulting firms - concluded that institutional systems must be developed to preserve and communicate organizational knowledge in the face of change and over time. If knowledge can be used as a source of competitive advantage, then it is imperative for a firm to have a solid grasp on what it knows, be aware of who knows this information, and be able to figure out what else it should know that it has yet to learn.
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