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Training and Knowledge Management (The impact of new information…

- - - - Characteristics:
        
        -The leadership is not unique.
        
        -Internal and lateral communication is considered more necessary and effective than vertical communication.
    - - Organization based on a network of knowledge and constant organizational learning and creating an interaction and relationship between the organization supporting adhocratic organizations.
        
        It is based on the concept, so fashionable today, of organizational heterogeneity, distinguishing three parts in the organization, each with a very different function:
        
        A stratum two, which they call innovation teams, which are constituted as parallel organizations, independent of the previous stratum although formed with workers from it, and of a stable or temporary nature, which must achieve the innovative objectives.
        
        The third stratum stores, organizes and redirects knowledge towards the future projects of the organization and is based on the existence of common objectives and shared values, not having therefore "physical" but "spiritual" materialization.
        
        A bureaucratic stratum, which assumes the necessary rules to ensure the orderly obtaining of the different products and services.
      - The virtual company and the phenomenon of virtualization
        
        It has been understood as a virtual company that born in the Internet, supported by a very 'light' organization and whose activities, whether the sale of products or services, is developed through the network. But it seems that virtualization is a phenomenon that begins to affect traditional economy companies.
        
        It is motivated by a whole series of factors:
        
        Progressive outsourcing of certain productive processes that were once assumed.
        
        The use of new technologies for the communication of the company with its customers.
        
        The opening of new offices abroad that require decentralization of decision-making and sometimes even the hard core of the organization.
        
        The creation of new knowledge and innovation.
        
        Manage innovation
        
        Innovation is a vital and essential component in companies, and yet not enough attention is paid. Few organizations have formal processes for innovation.
        
        The business ecosystem
        
        The economy is an ecosystem, where companies play the role of basic units of transformation. We can section the interior of the company from three different angles: Resources, Processes and Knowledge.
        
        Knowledge
        
        Knowledge is the engine of companies, it represents the human component of organizations, what is inside their heart and brain. We can talk about expert knowledge that is the one that can only be contributed by a human being and is not machinable by any computer program.
        
        Knowledge management in innovation processes.
        
        The innovation process is what supports collective learning in the company. By its very nature it is the process that will generate the most organizational knowledge in the company.
        
        Knowledge management and innovation processes.
        
        The structure of society and the economy is changing rapidly, and those who do not learn to adapt will disappear. Change is innovation, and we have to incorporate it into our companies, our way of thinking, our social culture.
        
        The role of innovation in the context of the new economy
        
        An economy where talent is applied to the creation of products, which implies the use of technologies, in a context of Digital Transformation.
        Innovation is a lever for the evolution and transformation of organizations. A creative and team work process that must be incorporated into the company's DNA for its full development.
        
        On what horizon are companies located?
        
        Horizon 2. Emerging innovation. Adapt the business to emerging trends.
        
        Horizon3. Disruptive innovation. Search for alternative business channels.
        
        Horizon 1. Incremental innovation. Evolve the current business.
        
        The different classes, processes and models of business innovation.
        
        Forms of business innovation:
        
        2) Process improvement:
        It is a business innovation model that consists in the improvement of a product, service or content that already circulates in the market. That is, it is perfected with new releases or versions of the initial product.
        
        3) Continuous innovation:
        Although it is usually associated with the process improvement model, it actually has substantial differences with it. If in the previous case the innovation was carried out based on a product or service, in this case it is about adding something to the offer.
        
        1) Individual innovation:
        It is the most widespread model of innovation. In it, it is the workers themselves who individually develop innovative projects with the support of companies.
        
        4) Disruptive innovation:
        It is the most attractive model of business innovation today. In the face of increasingly competitive markets characterized by the rapid flow of information and data, most companies seek to generate value offers that represent a before and after in the scenario where they operate.
        
        The key role of organizational learning in innovation.
        
        Organizational learning and innovation have a broad connection. In a way, the innovation process is partly a process of learning and creating new knowledge (Nonaka & Takeuchi, 1995). Thus, Zaltman, Duncan & Holbek (1973) point out that a critical issue in the first phase of any innovation process is openness to the new, that is, it is important that members of the organization are willing to learn and change.
        
        The management of talent and imagination.
        
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- - - - Knowledge management is oriented in the ways in which we capture knowledge (construction of tacit knowledge), its conversion is made, made available to others and reused, from which intellectual capital is derived (explicit knowledge bank) . The activation and monitoring of this process allows new knowledge to emerge and transmit, so that, as the organizational structure facilitates synchrony, cooperation and connectivity between people, it will promote an environment of innovation and creativity in knowledge management.
      - The management of intangible assets and intellectual capital. Microeconomic perspective.
        
        Knowledge Management is, in short, the management of intangible assets that generate value for the organization. Most of these intangibles have to do with processes related in one way or another to the acquisition, structuring and transmission of knowledge. Therefore, Knowledge Management has its main tool in organizational learning.
        
        Intangible assets and intellectual capital.
        
        Intangible assets have their origin in the knowledge, skills, values and attitudes of people, these intangible assets are called Intellectual Capital. Intangible assets are the capabilities that are generated in the organization, when resources begin to work in groups. The intangible assets of the organization, if properly managed and measured, become a source of sustainable competitive advantage capable of providing organizational value and translating into significant benefits.
        
        Intellectual capital as an aggregate of essential knowledge.
        
        Intellectual capital is not a novel term, but has been present from the moment the first seller established a good relationship with a customer. Later it was called commerce fund. However, over the past two decades an explosion has occurred in certain key technical areas, including the media and information technologies, which have provided new tools to build a global economy. Many of them provide immaterial benefits that are now difficult to realize from their existence, but that did not exist before, to the point that the organization cannot function without them.
        
        Essential knowledge, essential skills, essential skills and intellectual capital.
        
        The importance of ESSENTIAL KNOWLEDGE together with the basic strategies as one of the pillars of any policy of change or strategic reflection to consider in business organizations.
        It is essential to keep in mind the knowledge needs that allow the organization to fulfill what is stipulated in its mission, vision and values, so that such knowledge is a priority to instill in the staff within the continuous training plan to be established and developed, considering them as Priority skills in the evaluation of their performance.
        
        The theory of intellectual capital management.
        
        Intellectual capital is the set of intangible assets, the most important of knowledge-based companies, with the knowledge of the new agent producing economic and organizational capital.
        
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        The problem of the valuation of intangibles.
        
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