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Snap Shot Industries ( Case Study)

Introduction
Organizations have experienced many operational changes as
a result of shift to knowledge economy and streamlined processes due to
technological innovations. Knowledge being a process of translating
information and past experiences into workable and meaningful set of
relationship which can be understood and applied by an individual, this
concept of extricating knowledge has increased the value of employees
for organizational outcomes and competitiveness.
Apropos, in order to IDENTIFY, CAPTURE, ORGANISE AND
DISSIMINATE INTELLECTUALL effort Knowledge Management is
necessary.
Technological advancements have greatly helped for the linking the
processes and activities, thus coining the terms of E-workplace, E-
commerce, E-community e.t.c.
This not only has changed the outlook of the worker to bear basic
technological knowledge, but also has transformed the business
operations and organizational structure towards an increased
globalization, hence growing focus towards Knowledge Management.


Background
Owner, Sam Snapshot had been running the Gardening and
Kitchen Ware industry for 25 years.
A very close knit unit of 200 staff members.
Family bondage among all members.
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95% of staff associated for 20 years.
Employees satisfied & proud to be member of Snap Shot
Industries.
A standard daily routine followed by everyone over a long
period.
Sam (owner) dies, Jim, (grandson) takeover the control of
industry.
Jim, a young graduate In Business Administration is full of zeal
& enthusiasm.
Expansion of company started from 200 to 600 employees.
Introduction of computers, teams and competition, in the new
system started.
Old employees started getting panicking.
Accidents, absenteeism, turn over started.
Half of old employees retired within a year.
Fast pace of changes confused both old and new employees.
Many key persons left the company.
Jim started facing problems like faults in production lines, lack
of knowledge, and, where available, incomplete / sketchy
knowledge and incomplete information.
A great void occurred due to fast pace turn over and lack of
processes information.
Business got affected adversely.
Costs went up and productivity chart showed decline.
Jim felt helpless and panicky.
Jim hired a consultant to find solutions to all the problems.
Consultant concluded:-
Introduction of better knowledge management.
Shift of culture to a more collaborative focus.
Leadership problem / challenges.
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Questions
Q.1. Why did the expert see the problem as the one linked to
knowledge management?
Ans1.Expert interviewed both past and present employees and
found following:-
a. Many key personals left the company.
b. Fresh / young incumbatants had no knowledge
to run the company and its processes.
c. The employees with knowledge, discouraged
communication with others, as well as
maintaining and updating any SOP (standard
Operating Procedures).
d. No proper records were maintained neither any
information use to be stored.

Q.2. Identify the types of knowledge which can be found in
Snapshot industries. Consider which elements are strategic
knowledge?
Ans.2. Since, previously everyone was working as a master of
his own field, having complete control over their work as well
as section, without any knowledge / experience sharing with
others, as to WHO DID WHAT. Hence, all they had was a
TACIT Knowledge.
Strategic knowledge management was lacking with all its facets
of:-
a. Knowledge Influences. (As to how to maintain and
operate knowledge base, for strategic future direction
of the company and for developing and sustaining /
maintaining a knowledge culture).
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b. Knowledge Foundations. (No structure was
established for knowledge capture, sharing and
integration, through HRM practices. Neither use of
technology was made use of).
c. Knowledge Application. ( no effort was made
at the company for effective employment, protection
and nurturing of knowledge, neither any need was
felt for its identification, sharing, protection and
management).
d. Knowledge Enhancement &Review. ( Although
this facet of strategic knowledge management
implies more on a national basis, but somehow, at
organizational level it should also be monitored and
adopted in the context of respective operation fields).
Q.3. Why were the resignations and retirements a problem? What
could be done about this?
Ans.3. Old employees working for more than 20 years started
leaving the company, their resignations and retirement created
following affects:-
Experienced employees transferred no
knowledge to the young and new
employees.
No proper record was maintained and no
documentation of processes and operations
was carried out.
Information / experience gap created panic
in the company.
Changes and fast track pace didnt allow any
time to new / young employees to coup up
with the pressure.
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Exiting Employees also took with them
other good team members.
With the exit of major chunk of employees,
inconsistent / misdirected systems started to
emerge.

What should have been done:-

The new team should have:-
a. Tried to retain old / effective employees for some
period of time, i.e. transition / probation period.
b. Alarmed top management on turnover as well as
resignations, to take immediate remedial measures
and actions.
c. Catered for, Knowledge management and
maintenance of proper documentation.
d. Ensured that old employees should pass on
knowledge and experience to new incumbatants.
e. Transformed the company gradually and slowly, in
steps, and not on a fast pace.
f. Taken into confidence old and experienced
employees prior to implementing change.

Q.4. Identify the reasons for consultants concern over leadership.
How has Jims leadership affected the business? Can you see some
ways in which Jim could improve his practices?
Ans.4. A few of the reasons for consultants concern over
leadership are:-
Rapid and fast pace changes in the company
created anxiety among old employees.
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Old system / way of working was replaced with
new one very rapidly. And it can be assumed that
it was done, without proper training, guidance and
subsequent feedback.
Computers were brought in the system.
Absenteeism, accidents and turnover increased.
Old employees started leaving the company,
taking with them many others.
Major faults in production lines, due to lack of
knowledge.
Above mentioned facts are the basic reasons, which
consultant found and related it with the leadership style of the
Jim, which affected the business adversely.
What Jim could DO

Retain old employees.
Keep a strong bondage among employees,
especially the old and new one.
Introduction of modern technology should have
been at a moderate pace, in phases.
Employees should have been taken into
confidence for the impending changes / overall
change scenario.
Proper training classes / literacy programs/
workshops for computers should have been
organized.
A blend of both old and new employees should
have been incorporated and maintained.
Q.5. In your opinion, which areas most need to reflect Knowledge
management principles? Why?
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Ans.5. Following areas need to reflect the KM principles:-
a. Top management need to address the KM
principles as well as issues.
b. Top management to give clear vision,
objective, direction, and policy of the
company.