Knowledge Administration (AC) seemed to us a very interesting topic to develop since although it is not a new topic, it has had a great boom in recent times. A first superficial analysis suggests that it is something applicable to corporations or multinationals that have large budgets and high-tech systems.
However, this is not true and the objective of this work is firstly to give a general overview of what Knowledge Management is and then demonstrate that it can be successfully applied and be very useful in any company, whether large, medium or small..
Today we are in the “Knowledge Age”, a natural evolution of the “Information Age”, a time characterized by a very high rate of growth in both the pace and depth of change; the imperative is: innovate or lag behind. We are within an ancient version of the Darwinian "adapt or die" that requires organizations to recreate themselves permanently generating new meanings in their interaction with the environment, which in turn recreates the environment.
The importance that the adoption of the CA acquired is given because it is an effective management model of the main organic asset of the organization and in the “Age of Knowledge” the correct administration of this asset may simply mean a matter of life and death; therefore, in order to break with the rules that have governed the world so far, it is necessary to know them. But because we are still under the paradigm of change, we will never be able to have all the necessary knowledge and information, but this should not prevent us from evolving since, to paraphrase Edvinsson, we can say: "It is preferable to get approximately correct than to be wrong".
Knowledge Management is an audit of “Assets
Intellectuals ”that highlights sources, critical functions and potential bottlenecks that hinder the flow of knowledge from the source to the point of use. It also protects the "Intellectual Assets" from decay, forgetfulness or outdated; Look for opportunities to improve decision-making processes, services, and products by adding intelligence and increasing added value.
Adolfo Peña is an entrepreneur, owner of one of the few SMEs surviving the great crisis of 2001 and who is now in clear growth as he turned to exports and was favored by the exchange rate and the current context of Argentina. The SME of which he is president and owner is VASOS DEL SUR SA, dedicated to the production and sale of plastic cups of all sizes, used in coffee vending machines.
His two sons work in the company, Ignacio Peña, Industrial Engineer, who is in charge of Production Management and Agustín Peña, Public Accountant who is in charge of the Accounting and Tax area. Miguel Rodríguez also works within the organization, occupying the position of Financial Manager, leader of the area in charge of managing Clients, Suppliers (Accounts Payable and Accounts Receivable) and the short and long-term investments of the organization. Miguel is Adolfo's best friend, they were classmates at the University, they are together from the beginning and Adolfo has full confidence in his decisions.
All the workers who work in the company report directly to the Production Management. 2 assistants depend on the Accounting Management, one in charge of taxes and the other in charge of the accounting part, that is, of the balance sheet and income statement. A single employee depends on the Financial Management, in charge of customer relations and of all the tasks involved in Accounts Payable and Accounts Receivable.
In summary, the organization structure is:
A few days ago Agustín told his father something he heard in a professional update conference, about Knowledge Management.
As the organization at the billing and operations level in recent times grew quite a lot, managers had to delegate to their employees many tasks and information management. Because of this, he believed it important to allocate a little time from each of the employees to form a knowledge base and thus be able to use and have that information at any time and situation. Imagining that the commitment of the employees with the firm was not the same as that of the Managers given their emotional ties to it.
Adolfo at first thought it was interesting, but after thinking it over, he preferred not to spend his employees' time on this, in addition, knowledge management was an idea generated in the 90s and he thought that nothing good could come from that decade..
Some time later, Nicolás Arap, the account manager, has a job opportunity abroad and must leave VASOS DEL SUR almost without notice.
Both Miguel and the entire company are facing a great problem, since they had rested on it a great deal of knowledge that this employee used daily to work and no one had bothered to learn about it.
This generated inconveniences such as not knowing the bank account numbers, the names of the contact persons that Nicolás knew and that greatly facilitated the procedures, invoice collection conditions and other data that seem of little importance but that accelerate the course of the business remarkably. This greatly complicated the payment to suppliers and the collection of invoices. Which led to the providers being outraged at not having the payment as usual and the clients were offended because the debt was demanded before the established.
After this inconvenience and remembering an old talk, Adolfo asked Agustín to comment on the subject of the CA again since he realized that it was more necessary than he thought.
One morning Adolfo, Agustín and Miguel met to try to solve all the problems that had been caused by the departure of Nicolás and seek to ensure that they do not occur any more…
… An infrastructure that shares knowledge and that can be useful for other individuals in decision making. This new way of transmitting knowledge appeared in the late 90's, however it has boomed in recent years.
The concentration and storage of this knowledge does not only consist of storing data, but rather represents the transmission of knowledge, procedures or investigations through a shared database, supported by information technology for its storage and access, which It represents a possibility to take advantage of work that has already been developed, saving additional costs of re-performing work that has already been developed.
In the age of globalization, information technology plays a fundamental role in all organizations. Various tools have appeared for organizations to have access to information, however this new way of sharing information represents an opportunity to develop a knowledge center.
The implementation of Knowledge Management will allow organizations to:
- Developing strategic differentiation. Identifying and qualifying sources of knowledge and being able to transfer it effectively. Being able to produce new knowledge through experience, skills and attitudinal change in organizational culture. Be able to measure results. from the data, information and knowledge inside and outside the organization. Shorten time in planning projects Optimize processes, increase productivity Use more and more effectively existing resources within the organization Enable the creation of a virtuous circle between individual and organizational learning in full.Improve communication.
It is clear that the management that generates long-term sustainable competitive advantages, in these times, is that of knowledge and intangible assets because value is no longer created with tangible assets. It is the intangible assets, the so-called intellectual capital, that really begins to differentiate the achievements of some organizations from others. For this reason, the current great paradigm of Business Management is Knowledge Management and Intellectual Capital Measurement. These trends undoubtedly provide an interesting explanation for how to create value, since the accounting methods of company valuation do not produce acceptable results in such a competitive and changing environment.
Traditionally, companies have managed their material assets (physical and financial assets), but as we have already mentioned, these resources do not allow generating essential competencies. If we review the Theory of Resources and Capacities, we see that physical and financial resources are not sources of long-term sustainable competitive advantages. On the contrary, the so-called capacities (resources working in groups) are, and it so happens that they are intangibles.
Difference with Information Technology
Of all the business trends of the last decade, none - with the possible exception of reengineering - is as close and associated with information technology as Knowledge Management. Quality circles do not need a computer, nor does the development of a “learning organization” or the adoption of a dashboard. In fact, the KPMG Chief Knowledge Officer said that “Knowledge management cannot be done without technology”
The increasing use of information technologies is a facilitator in the treatment and exchange of knowledge among the people of a company, helping to share what is known and what is going to be learned, transcending space and time. The possibilities for communication have grown immensely. But two phones do not guarantee good conversations. Let us point out, therefore, before continuing that information technologies can only store and distribute, a part, although important, of people's knowledge, while other knowledge can only be shared through socialization and teamwork..
The danger of relating and perceiving AC to technology is that its true meaning may be lost in the hum of servers, software, and cables. While AC Hardware and Software vendors label them as “Knowledge Management Solutions” We should not confuse software with the true solution, which is far beyond technology.
When a large number of CEOs from different organizations that have already implemented CA were consulted, they gave us the following answer to the question: Do you consider CA to be primarily a matter of "business" or "technology"?
As can be seen, the managers of organizations that have already implemented CA are very clear that it is a business solution and not a new IT tool. For those who want to adopt this new form of management, it is important to keep it in mind, since much of what we see and hear is not AC, but rather sophisticated information management using the name AC.
Some myths regarding knowledge management:
This idea applies to an outdated business model. Information systems in the old industrial model reflect the notion that business will change incrementally in an intrinsically stable market, and executives can anticipate change by examining the past. "The basic premise of this old model was that the how and what would need to be done in the future could be predicted and Information Technology could simplify this prediction to make it more efficient."
The new business model that corresponds to "the age of knowledge", however, is marked by a fundamental change. Businesses cannot be planned in the long term, instead they must migrate to a more flexible “surprise anticipation” model. Under this model, it is impossible to create a system that can predict who is the right person at the right time, let alone what constitutes the right information.
Technologies such as databases and group applications store bits and pixels of data. But they can't store the rich schematics that people have to make sense of data bits. Furthermore, the information is context sensitive. The same data junction can evoke different responses from different people. The reason this is important is that many textbooks say that while people come and go their experience can be stored in databases. But unless it is possible to digitize a person's mind and store it directly in a database, you cannot put bits of data in one and assume that someone can get to emulate the first person experience.
What is knowledge?
Knowledge is defined as a combination of information, contexts and experiences (it is also considered as meaningful information). The lowest level of knowledge is data. Data is the characteristics that we discover of things (of reality) when we observe, perceive, analyze, investigate or investigate them. The data is meaningless per se. But if they are ordered, classified, analyzed and interpreted, they become information (there are those who claim that the information is contextualized data). This gives us the second level of knowledge.
INFORMATION = DATA + ANALYSIS + MEANING
The information is characterized by having substance and purpose. However, information has no meaning when it is not combined with a context and an experience that becomes knowledge. Knowledge is valuable information in the human mind, it is difficult to structure, difficult to capture in machines, it is often tacit and its transfer is complicated, that is why CA has become a topic of great importance in recent years. If we add wisdom to knowledge, if we add insight, spark of intuition and creativity to knowledge, we obtain wisdom.
The human being understands things based on association. If anyone says that sales started at $ 100,000 per room and have grown 20% per room in the past year. By calculating one can know that current sales are $ 207,360. On the other hand, if someone asks the value of sales for the next quarter, the answer will be "it depends". This is because I have data and information but not wisdom. This is a trap that many are caught in because it is not understood that the data does not predict data trends.
In order to estimate sales for the next quarter, information on the competition, market size, levels of customer satisfaction and current production capacity will be required. When it is possible to obtain a large amount of data and information to form a pattern that can be understood, it will be known and sales will be estimated for the next quarter.
Data: The $ 100 and 5% numbers totally out of context are data. Information: A bank account whose balance is $ 100 and the interest rate is 5%.
Knowledge: If $ 100 is put into a bank account and the bank pays the
5% annual interest, after one year my account balance will be $ 105. This pattern represents knowledge. When the pattern is understood, it will be possible to understand how the integrating data will evolve over time. Wisdom: Obtaining the wisdom of this is complex but we can take it as the principle that indicates that the repetition of this same action will produce growth and nothing grows forever, sooner or later the growth reaches limits. Wisdom will be in knowing that this will not be repeated indefinitely (those who returned to trust the safety of banks after the Bonex, did not have the wisdom to anticipate everything that happened in December 2001, more specifically the confiscation of the savings).
Tacit and implicit knowledge
Dimensions of organizational knowledge creation
Knowledge creation occurs in two dimensions: epistemological and ontological. The key to knowledge creation is the mobilization, conversion and interaction between tacit and explicit knowledge at the individual, group, organizational and inter-organizational levels.
Implementation process
The great challenge of knowledge management is that it cannot manage as such. What is possible is to manage the process and space of knowledge creation. The knowledge company is a rethought company where there is leadership and trust in people, it is reflected in advanced training systems, motivation, remuneration, and also in the creative use of information technologies.
In order to analyze the process of implementing a knowledge management system in a company, we will focus on the following steps (although it should be borne in mind that they are illustrated by way of example since each experience is unique):
- A very important point is that organizations identify in which areas (market niches), the benefit can be maximized, and only after the strengths have been identified, it should be sought what technology should be used as a tool and infrastructure to be able to share knowledge Define how we can store and distribute information, in such a way as to maximize the use of said information. The firm must allocate time to analyze. What has been learned with clients in the past? Discuss: How can this information be used? And how can this knowledge be applied to another client? The results of these meetings should be documented, including agendas, processes, and other potential identified information that may be useful.How can information be captured and stored to make the most of existing knowledge? The firm needs to standardize some way to train staff, so that the tools are used effectively and there can be benefits from short-term implementation. It is necessary to determine in what format the information will be stored and consider media such as audio and video. It is also necessary that the stored knowledge really has a benefit, and the best way to verify it is by testing it. Once you are sure that the result is as expected, it is necessary that this information be transmitted to the training area, which will be responsible for disseminating it.What tools are available or can be purchased to more efficiently deliver and manage reporting to users? Most of the information that can be rescued from an experience with a client can be put on paper, so it is very important that procedures are established to store the information, as well as an electronic directory, on the Intranet in which is made available to the firm and in which all the topics and topics included in the CBK (Center of Business Knowledge) can be found.In the Intranet in which it is made available to the firm and in which all the topics and topics included in the CBK (Center of Business Knowledge) can be found.In the Intranet in which it is made available to the firm and in which all the topics and topics included in the CBK (Center of Business Knowledge) can be found.
… of a system, there are several risks to failure, mainly when the plan involves the incorporation of information technology. The main problems that come to have are some resistance to change, which is considered a very difficult barrier for people who are part of the organization to overcome since they have to be made to see the benefits that they will have. by incorporating this new technology. Another problem that can be faced is to overcome the human barrier that sometimes has to share privileged information, since there is always the fear of ceasing to be indispensable, when transmitting the information we have (the know how), and we can get to lose the competitive advantage we had when we were the sole owners of the information.
Additionally, there are managers who do not trust their employees, others are afraid that their ideas will be ridiculed or that it is simply thought that this type of tool would involve additional work.
Another factor that can affect the success of most initiatives to implement the “CA”, is because the strategy is not carried out in the long term. The key is not so much how fast it ends, but how safe the path is traveled.
… one of the great problems of SMEs is that much of the knowledge they have is tacit, in such a way that when the director is not found, that knowledge does not exist, or worse, when an employee leaves, he takes the knowledge with him, without leaving anyone in the company.
AC can be applied in SMEs in a very simple way. One way is to make tacit knowledge explicit. This can be achieved by understanding how the expert applies the knowledge. The first thing that should be generated is the data. Once you have the data, you must sort, classify and analyze them, to obtain information from them. Finally, the process or procedure by which the expert uses this information to carry out the assigned tasks must be known. The entire process must be supported by the expert.
AC is not a static task, it is a continuum. Every certain period of time, you should review the knowledge you have to see if they are updated. AC has the following benefits:
- Staff with less experience can carry out tasks that were previously reserved for staff with experience of several years. More experienced employees may be improving processes and making the company more productive. In the event of relocations or resignations of employees, replacement is more Simple. If you have multiple branches, you can exchange knowledge bases.
To improve the profits of a company there are two ways:
increase sales and maintain expenses or maintain sales and reduce expenses. We are focusing on the second one: reducing expenses.
There are many hidden costs that we were not aware of in the first instance. A distributor will be interested in improving their profits, so they must take the greatest care cutting all possible expenses. If you want to build a knowledge base, you shouldn't miss the initial path. It is necessary to begin by defining the objective pursued on that basis: what is the application of the necessary knowledge? Once the objective is defined, a knowledge manager should be appointed. The procedure for incorporating information into said database should also be written, who will do it, when, how, who will review, and who will maintain said base. Finally, the knowledge base is where knowledge resides explicitly. The latter may be on paper, or in an information technology system.
In this environment, new roles are appearing in companies: the CKO (Chief Knowledge Officer) and the CDO (Chief Destroyer Officer). The first is the director of knowledge management and is in charge of making visible and managing the intangible assets critical to the company's strategy. The CDO is in charge of detecting those resources that do not add value to the organization, and destroying them.
C lime to manage knowledge
While organizational inheritance, and almost genetically installed, is very defensive. In highly hierarchical companies, where some think and others do not; and in companies that work with an emphasis on procedure, the change begins with the managers themselves. It is a very strong change, so that almost all of us are going to find it extremely difficult to unlearn what we have learned over the years. Many think that it is better to keep the knowledge, as a guarantee of your position, than to give it openly, although this is wrong since, curiously, knowledge is the only resource that grows when used. So the main motivation to share knowledge should be the reciprocity that the company must generate and the climate of trust that this causes. This is the challenge of knowledge management.
Companies that want to manage knowledge must first understand that what they must do is generate an adequate climate and this may be installing a program or an intranet, but this is not the essence. The key is to move from the traditional emphasis on material assets and infrastructure to the emphasis on intangible assets, and will necessarily move to trying to create emotional assets such as trust, empathy and personal relationships.
An excellent company today, is the sum of Customer Knowledge plus the Absorption Capacity of knowledge from the environment multiplied by the responsiveness and high confidence.
A merger, a joint venture, or a strategic alliance are situations in which it is necessary to exchange knowledge in a climate of trust to create new things, synergies that add up to more than the parties. A well focused knowledge management program is a blessing in these situations.
At this point in the development of work, it is good to clarify that knowledge management faces three basic problems that are related to situations connected with the existing work culture in people and in the organizational forms of relationship. They are presented when trying to implement a knowledge management project or initiative:
People don't like to share their best ideas.
People do not like to use other people's ideas because they consider them of little value.
People often consider themselves to be experts and prefer not to collaborate with others.
Because of what was previously clarified, a very important topic is to create a climate that is conducive to sharing knowledge and to achieve this it is necessary to motivate the entire organization to do so.
Motivation
The Human Resources area plays a very important role in the process of implementing the “AC”. In organizations such as Ernst & Young, one of the Big Four, it has designed some instruments to motivate people to use the knowledge management system, through economic incentives (bonuses and economic incentives), in addition to a promotion system, in which every year before performing the performance evaluations, the number of participations and contributions to the system are measured, achieving a greater participation that enriches the brain of knowledge of the firm. It is very important to be successful that you have the ability to listen to the ideas of all members of the organization,because it is not known who will be the person who really contributes an idea that will serve to solve or improve the situation in question.
Initially when Xerox implemented QA, the motivation to get employees to share knowledge was to provide financial incentives, this is based on making the QA solution available to employees so that they can contribute their knowledge to the base common of the organization. Then it is evaluated by the CKO which and which employees were the ones who shared the most and best initiatives and are given a bonus.
Later, Xerox implemented other types of incentives based on granting recognition to employees according to their contributions. This turned out to be a very effective measure, since they were motivated to be differentiated from other colleagues for their participation in the good performance of the company and its growth.
Companies like Motorola and 3M in their Research and Development division have managed to develop successful growth and learning centers, which are developed based on the precepts of CA. In Japan, the detergent and cosmetic firm Kao, has dedicated itself to starting an industrial university, which aims to be a knowledge factory.
Calculation of the value of a Knowledge Management project
There are several formulas that are used to make an estimate of the total value that is obtained by implementing a
Knowledge Management
One of the methods used indicates that it can be calculated in a very simple way with a simple calculation of benefits in time and money. For example and taking into account that the business processes prior to the implementation of the Knowledge Management Solution took X days at a cost of $ Y per day and the improvement achieved after implementation is the reduction of 2 days and the decrease the total value of the solution of 20% in costs is (X-2) * 20% * $ Y + 2 * $ Y. In other words, the 20% reduction in daily costs (20% * Y) due to the new duration of the processes (X-2) plus the decrease in costs produced by the reduction in time (2 * $ Y).
Another method, a little more complex but more successful, takes into account various phases of the organization such as the basic information of the company, the costs of the factors and the aspects that involve profits.
The basic information of the company that must be included in the calculation includes:
- Number of Employees Average Annual Salary Annual Income
The Factor Costs to be included in the calculation include:
- Typical percentage of time spent distributing information to other people, whether by email, telephone, or the Internet. Typical percentage of time spent searching for information from other people, whether by email, telephone, or the Internet. thanks to the Knowledge Management solution implemented
Among the aspects that involve earnings or, in other words, the earnings that are "being left on the table", that is, what is being stopped from earning due to not having, at the necessary time, technical presentations, information on services and offered products, commercial proposals, etc. The following must be included in the calculation:
- General Sales Increase Cross-Sales Increase Product Sales Increase Service Sales Increase
Once we obtain all these data, the calculation that must be carried out to obtain the total value is a bit complex to explain, so we opted to design a small calculator to assist in doing so.
Also in the following sheet, to help understanding we include an example of the calculation:
| Basic information | Basic information | ||
| Number d n e u to E l m P p ro le m a and d d or i s or (Cost for org.)
Salary A Annual income |
fifty
$ 60,000 $ 100,000,000 |
Based on the information that you Joined for an organization with 50 Employees | |
| An Average Annual Salary of $ 60,000 and annual income of: $ 100,000,000 Here are the estimated results: | |||
| Factor Costs | Factor Costs | ||
| PPoorrcceennttaa jjee ttííppiiccoo ddee ttiieemmppoo ggaassttaaddoo eenn dbiusstrcibaur iirn ifnofromrmacaiócinón
Time improvement expected |
twenty%
10% 3 times faster |
Distributing information, an average employee uses: 8 hours a week or | |
| 32 hours per month or 384 hours per year. This activity costs the organization $ 600,000 per year. Taking into account an improvement coefficient of 3 The reduction | |||
| Profits left "on the table" | estimated this cost is $ 400,000 | ||
| Increase ttoo of VCeronstass-V geenntaesrales
Increment Increase ttoo from VVeennttaass ppoorr pSreordvuicciotoss Increment |
0.50% 0.50% 0.50%
0.50% |
Looking for information, an average employee uses: 4 hours per week or 16
monthly hours or 192 annual hours. This activity costs the organization $ 300,000 per year. Taking into account an improvement coefficient of 3 The estimated reduction of this cost is $ 200,000. Cost savings achieved by implementation: $ 600,000 |
|
| Profits left "on the table" | |||
| Based on the information that you This organization joined due to inefficiencies in the | |||
| information sharing in the sales sector would be failing to win: Increase in General Sales $ 500,000
Increase in Cross-Sales $ 500,000 Sales increase for products $ 500,000 Increase in Sales for Services $ 500,000 Increase in profits thanks to the implemented solution: $ 2,000,000 |
|||
| Total value of the solution: $ 2,600,000 |
The future of Knowledge Administration
When we think about how knowledge will be handled in 10 years, all kinds of futuristic images come to mind. As super fast Ethernet connectors on the neck of the workers allowing direct knowledge transfers. Our heads will swell to contain the growing awareness of the new millennium. Agents will cross the InterInterNet, looking for juicy bits of knowledge wherever they hide. Pocket PC's will be connected to wireless knowledge networks and will display it permanently and on request in our glasses.
The most common mistake made by futurists is to exaggerate the progress of technology. The changes in technology will be incremental, and surely we have already heard even rumors of most of the technologies that will be available in 2015.
Good though old algorithmic logic programs will be the horsepower of knowledge management. Individual programs will specialize in specific knowledge functions such as diagnostics, settings, or predictions. But the most dramatic improvements in knowledge management capacity over the next 10 years will be humane and managerial.
People are the most important resource for effective knowledge management. In the near future (this has already started), firms that will excel in knowledge management will corner the market to find people who are adept at creating and using knowledge. These people will be evaluated and rewarded for their knowledge-related activities. Managers will be evaluated not only for the success of their management and the accuracy of their decisions but also for the use of knowledge.
The best place where knowledge creation occurs is probably universities today. It doesn't matter if the field is business or biology, the best creators of knowledge are academics. Therefore, those trying to master this process must form innovative partnerships with universities in which the creation of applied knowledge will be outsourced. Of course, this will require huge changes in the way the academic does his work. One element that will help this change is that governments are becoming increasingly disinterested in funding academic research.
Knowledge management in the future will involve more than distribution and access. The transfer of knowledge will mean making sure that someone receives and uses the knowledge in question. Successful transfer will involve neither computers nor documents, but interactions between people.
conclusion
At the end of our work we see that knowledge management represents one of the main tools available today for organizations to achieve a strategic development in which they can take advantage of and maximize the use of the knowledge they have and many sometimes they cannot reuse.
It is indisputable that organizations have to align information technology to business strategy, so it is important that tools such as knowledge management reach development and maturity in the short term.
This tool, commonly supported by the use of information technology (although throughout the development we made it clear that it is not necessary to make a large investment to begin to see the benefits that CA provides) is in its heyday and we can appreciate that several organizations are convinced of the benefit of taking advantage of knowledge that they already have and that are really lost, and the most dramatic thing is that on several occasions they are investigations or processes that are carried out several times and that they have to start from scratch because they do not the appropriate documentation is available for reference.
The advantages offered by CA are:
Reduce costs, through the reuse of knowledge already acquired, thus ensuring that employees do not waste time doing again what someone else has already done.
That all individuals in the organization have access to the knowledge generated by it.
Continuous improvement, as the time you save can be used to improve the organization's processes
In the long term, there are many operating and business benefits, and in conclusion, it causes the business to become more effective and efficient, since the hours of work that can be saved are thousands.
Keeping information at your disposal provides a competitive advantage, since you have knowledge at your fingertips and you can react effectively to the global environment we live in today.
It is also important not to mention that the process to implement this type of information and knowledge systems is not easy, since it represents an effort, in which all areas of the organization, as well as the commitment of the members to document all the information that can be shared in the database, because success depends on the information being properly documented, and can be used in the future.
We are convinced that the success achieved with knowledge management will open the way for the rest of the components of Intellectual Capital (including other aspects besides knowledge) to be recognized and have their place in the registers and in the financial statements. In this way, the gap between the book value and the market value of the assets will be closed in a firm and sustained manner, allowing to unify under the same system and the same database all the information necessary, internally, to have the integral control of the organizations and of these towards the outside, to show a patrimonial situation much more complete and closer to its market value.
If you want to be a great knowledge manager this is a good time to start.
Bibliography
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