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Retaining the most valuable organizational resource: Knowledge Management

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After taking a brief moment to pose for our photographer's camera to a few laughs, Prof. Lim resumes his facilitation of the lively case discussion, which bounces between participants searching for harmony between their opposing viewpoints. The two classmates are clearly friends outside of school, as one prefaces his disagreement with "I love you, man, but..."

An expert on leading case method discussion, Prof. Lim has served as the international face of NUCB's in-house case publishing and distribution platform, Case Center Japan, providing seminars and workshops with the goal of raising the bar for case method practitioners teaching management and business administration at Asia's top business schools. He himself is former Dean of the Asian Institute of Management, and former President of the Association of Asia-Pacific Business Schools (AAPBS).

Apart from that, he is a popular professor who teaches courses on Knowledge Management, Design Thinking, and Case Writing Research with a signature flair and a sense of humor, centering the learning on the contributions of course participants and the conflicts of opinion that arise between them and placing himself in the position of an objective observer.

In his syllabus, he describes the need for Knowledge Management as follows:

When you move knowledge to action, you get true benefits to the organization. Managing knowledge seems to be a perennial problem of retaining human talent, whether backroom operators or frontliners. You do your best to keep the good ones, let go the non performers, and outsource for the rest. KM is how we set up to capture or create, store, map, search, share, and reuse people knowledge, organizational memory, and connections. KM goes beyond training: how can we make an organization self-training, or learning? How do you “pull the trigger” and take action? How do you use knowledge to respond to crises? Finally, another problem with K is that it is hard to measure--so how can it be managed?

Courses like Knowledge Management invite participants to consider the responsibilities of leadership in alternative, but important, ways. The most successful firms find ways to extract maximum value out of talented and knowledgable individuals. Managing knowledge as an abstract resource is a challenge that separates organizations that are doomed to fail from those which will rise to the challenges of the marketplace.