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Dr. Sbeit Blogs

Challenges and Solutions to Corporate Knowledge Sharing

Corporate knowledge sharing is a critical component of modern knowledge management (KM) because it facilitates new knowledge creation leading to innovations essential to the survival of modern organizations (Gurteen, 1999). However, knowledge sharing is a human issue, and it is people who determine and choose whether or not to share their knowledge willingly (Wheatley, 2001). In reality, there are a number of challenging barriers to employees’ willingness to share knowledge within an organization. These barriers include lack of time, not knowing the value of knowledge, lack of trust, lack of motivation, and belief in the power of knowledge hoarding. Skyrme (2002) believed that lack of time is probably the most common reason given by people in organizations for not sharing their knowledge. According to Skyrme, it is difficult for employees in modern organizations to find time for knowledge sharing because they are often multitasking and pressured by productivity demands and deadlines. To solve this problem, organizations should establish knowledge sharing as a top priority and give employees adequate time and freedom for knowledge sharing and exchange. McElroy (2003) suggested that organizational policies should allow individuals certain extent of freedom to pursue their own ideas and learning agendas and to self-organize into knowledge groups and communities. As an example, Google successfully implemented and benefited from its policy of allowing and paying staff to pursue their own ideas freely during 20% of their work time and encouraging individuals and teams to share details of their projects within the organization (Machlis, 2009).

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Innovation in the Upcoming Software Age

Obstfeld writes that Network Function Virtualization (NFV) is the transition of network infrastructure services to run on virtualized computing platform. According to Pate, Software Defined Network (SDN) provides the ability to program the behavior of the network using well-defined interfaces and allow the network devices to be controlled by a central element. The idea for SDN was started when researchers who were experimenting with new protocols found that software in the network devices needed to be changed for each new approach that they wanted to try (2013). The goal of Software-Defined Networking is to enable cloud and network engineers and administrators to respond quickly to changing business requirements via a centralized control console.   SDN encompasses multiple kinds of network technologies designed to make the network more flexible and agile to support  the virtualized server and storage infrastructure of the modern data center and Software defined networking was originally defined an approach to designing, building, and managing networks that separates the network’s control (brains) and forwarding (muscle) planes enabling the network control to become directly programmable and the underlying infrastructure to be abstracted for applications and network services.

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Successful businesses inevitably place great emphasis on managing quality control. Businesses emphasize quality control to ensure that the products or services offered to their customers are consistent and reliable and will meet their customer’s needs or specifications. Quality can separate a company from its competitors resulting in additional revenue due to higher sales volumes and/or higher margins. The purpose of this document is to introduce the reader to the history of quality management systems and processes as well as discuss the Fork Model theory of quality management.

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Change Execution Transformation Strategy

Continual improvement is a prerequisite for any organization’s success. A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. As known that up to 70% of all change initiatives fail, these efforts can seek “incremental” improvement over time or “breakthrough” improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility (Wiki). It’s transform or withers in today’s business environment, with multiple transformation triggers—including technology, regulatory and globalization shifts—creating strong pressure simultaneously. Most corporations understand this, with 93% saying that they have just completed, are planning or are in the midst of a business transformation, according to “Business Transformation: People. Process. Results.“

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How to create Organizational effectiveness? What does it take to make it happen? And how can you maintain it? To understand what an effective organization is, it is vital to understand its current environment, have a clear overview of what is happening in the world today in order to compete with a globalized market. Having a breakthrough product isn’t enough in today highly competitive markets, since competitors have the ability to reproduce similar products, process and have the ability to duplicate almost all aspects of the business. What sets companies apart in today’s world is the ability to retain customers by creating strong relationship between customers and products or services provided by the organization. This can be achieved by providing high customer satisfaction with the product, meaning a high quality product.

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Strength based Leadership

The desire to make a lasting impact drives most to want to lead. Leaders are found in every aspect of life. They lead countries, organizations, communities and families. The best leaders get to live on because of the way they have shaped your thoughts and beliefs. Your life may be forever altered by an effective leader

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Destructing CALMS approach to IT Culture - Secret of Transformation

The culture of an organization is crucial before jumping into automation. Automation is a noble goal, but should go in hand to solving the cultural aspects of your business. The development team and the operations team must change their way of operations for DevSecOps to be implemented. Companies need to embrace change or perish. But what’s the best way overcome the barriers to transformation?

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DevOps - CALMS approach to Transforming IT

Through 2015, 80% of the risks associated with attaining DevOps program objectives will stem from how organizational change is managed. DevOps represents a change in IT culture that makes different risk and investment trade-offs to achieve rapid IT service delivery through the adoption of agile and lean practices in the context of a system-oriented approach. Still, DevOps velocity ultimately rests on the ability of processes and technologies used by different IT organizations to integrate at key points along individual departmental life cycles. Key to building a DevOps-oriented mindset within IT is selecting and hiring the right people. A DevOps-oriented person is not just technically adept.The goal is to maintain the same levels of control while moving more quickly through the processes. This blog will highlight the CALMS approach to Transforming IT and sharing the five best practices for DevOps Transformation.

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The need of Continuous Learning & Development Skills in Cooperate Programs today

Continuous learning and development for knowledge workers is important for modern companies. In today’s age of learning and development, the online content, collaboration tools, and social media fuel a training model where employees can share their knowledge and skills freely. Traditional employee training is being revolutionized by flipped classrooms, learning-centric models, and an explosion of content delivered over a variety of new online and mobile platforms. This article reviews corporate knowledge sharing theories and explores a new training and learning model for corporate learning. The new model highlights the challenges companies must meet to create development programs that really work for their employees. The article illustrates the new learning and development model and programs and the value to the organization’s innovation and productivity. 

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Positive Attributes for Corporate Knowledge Management

Effective corporate training and knowledge sharing depend on a positive and constructive knowledge management environment. Davenport, De Long, and Beers (1998) and Davenport and Prusak (1998) identified eight common attributes that contribute to a successful knowledge management (KM) implementation based on their studies of successful KM projects. There are eight contributing factors to KM success: A knowledge-oriented culture, technical and organizational infrastructure, senior management support, link to economic performance or industry value, clear vision and language, nontrivial motivational practices, standard and flexible knowledge structure, and multiple channels for knowledge transfer.

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