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(Interview with Kevin W, Learning Organization and Corporate University consultant. Interviewer was a journalist from People's Republic of China)
Interviewer: What is your approach to the use of intellectual capital?
Kevin W: The consulting practices of Moravec and Associates operate on how successfully we tap into human knowledge capital. We lose advantage when we are not able to capitalize on the knowledge learned and systematically share it within the firm. Otherwise, every assignment, every study, every client interaction becomes a novel experience, and that's not what executives are paying for. They expect that a certain amount of mind?share is deposited within the fabric of the consulting practices.
Interviewer: What are the specific challenges in creating and sharing knowledge, for example in the People's Republic of China?
Kevin W: Creating a culture of high-powered knowledge workers is more than intent or capturing knowledge. It is honoring and letting go of some past practices, such as the understandable tendency of the Chinese people since the Cultural Revolution not to want to share knowledge. Executives need to set the example that sharing knowledge throughout the levels of an organization does not threaten the sense of security and peer "membership". Knowledge workers must continuously share and search for ways of structuring the collective knowledge into the firm's or agency's most valuable asset.
Interviewer: How do you deposit the "sharing" value within the fabric of an organization - be it profit or not for profit?
Kevin W: One way is through employee belonging. If employees feel they are a true part of the culture, that breeds commitment, innovation and an emotional feeling of attachment - and that they're part of that fabric. The consultants are much more willing to contribute and take initiative "to be in service to the client goals."
We are creating the sense that Moravec and Associates is not just a global firm in title, but also one that cares about each country and its progress. It takes much more effort to win and deliver our services in the global arena. We need to walk the talk that we serve the needs of businesses, state owned enterprises and public agencies in each country. As one of my colleagues recently put it, "Think globally, inform locally."
Interviewer: How does that translate into knowledge sharing?
Kevin W: Once you create a culture of "in service to the client goals" and belonging, sharing information follows. For example, when somebody requests assistance on an assignment, our culture kicks in and people rearrange their time to assist, trying to get that job done, because each person does not want to fail the customer.
Interviewer: How do you address your particular retention issues and worker expectations?
Kevin W: As people gain hard earned experience, they search for self-actualization and meaning to their contributions. Retention comes from challenging assignments and working side by side with clients to make it happen.