Organizational culture shows itself everywhere in an organization

As a resesarcher and a consultant, I used to make frequent visits with managers and executives of a variety of companies. One thing that still interests me even to this day is the fact that some companies just feel so different. And the differences are so pervasive in the organization. They showed on people, products design and quality, processes, and even on minute details of the physical environment. Those companies are both teams and comunities. They are high-performing teams with discipline. They are also communities of members feeling a strong sense of belonging. The pressure is always there, but is manageble. Plenty of supports are provided to help employees grow and enjoy their life. Executives and managers are extremely concerned about the trust factor that glues the elements together. Yes, they do have to deal with crises. But they do it together, and always come out stronger that they were before. This kind of organizational culture is not easy to build, but is not more difficult than competing in the business world either. Everybody plays a certain role. But it's the executives and managers that make the most difference. Business is not nasty and boring because of thoese executives and managers.

Domain-specifc knowledge vs. domain-independent knowledge

Problem solving requires both general problem solving skills and domain specific knowledge. Logical reasoning and creative thinking, for example, are essential in finding a smart solution to a challenging problem. These skills usually can be applied to different fields. That's why some CEOs got to transfer to work in an industry that they did not have much experience. However, if they are to work in, say, a hospital or manufacturing firm, they must possess much knowledge that is unique to the industry. They must know a lot about the product/service, operational processes, and other areas in order to make good decisions. The 80/20 rule is still helpful here. The higher the rank, the more important the general (or domain-independent) knowledge and the less crucial the domain-specific knowledge. Workers and mangers at the lower and middle managerial levels usually contribute mainly by possessing and applying their domain-specific knowledge.

Where does the domain-specific knowledge come from? Some from education. A lot from working experience. Education provides general frameworks. But it's working in the field that substantiates and solidifies the working knowledge. Being in the field is critical in building the expertise in a particular domain. It is important that, if a knowledge management initiate is to be effective, the organization must develop its own implementation program. Looking to benchmarks is a good start and often inspiring. Ultimately, a successful knowledge management program must embody the unique characteristics of the organization.