Knowledge, learning and development for success in the new business environment: an art and science approach
Authors: Schroeder Harold M. 
Published: July 2015

Purpose
– In today’s world, organizational knowledge management has become much more important than ever before. Technological developments have made it relatively easy to collect and use almost unlimited data and information, but the ability to do so effectively and efficiently requires much more than a technical solution. Employees need the right skills and expertise to identify, interpret and apply relevant data and knowledge, and the organization must provide an overall environment that is supportive of and promotes data-driven activity, as well as the on-going learning and development that is necessary to underpin this. The paper explores some of these concepts.

Design/methodology/approach
– Findings based on a literature review and past projects.

Findings
– Transforming an organization for improved use of knowledge and learning can be expected to deliver far-reaching business benefits that justify the initial time and resources involved. Most importantly, the changes are likely to improve the firm’s ability not only to respond and adapt to changes in the business environment, but also to anticipate these in advance and stay one-step ahead of the competition.

Practical implications
– An organizational review around this topic should consider the following questions: Are the human resource management systems, such as the performance appraisal system and the rewards and recognition system, designed to promote the types of behaviors and outcomes associated with business success in the new environment? Are employees empowered to make data-informed decisions within their own areas of work, and to form trust-based relationships with internal and external stakeholders? Are the training and development systems effective in equipping employees with the various types of skills and expertise that are important in the new business environment? Do the organizations leaders and managers value, model and promote the values and behaviors now associated with business success, such as transparency, collaboration, and data-driven decision-making? Does the organizational structure support these values and behaviors, for example by encouraging team working or ease of communication with business partners? Are there systems and processes in place for effective storage, management, dissemination and use of both tacit and explicit knowledge? Does the organization have a good understanding of the hard and soft skillsnecessary for effective use of social media in achieving business objectives, and are these in place? Are job roles based on expected outcomes rather than task descriptions, thereby encouraging greater efficiency and effectiveness as employees take advantage of new information, emerging technologies and skills development? Does the company actively seek opportunities for collaboration both within the organization and with external stakeholders, and does it have established mechanisms or processes for communication and information sharing?

Social implications
– Companies who have adapted well to this new data-driven, trust-based environment see positive results: a major international business survey found that respondents who were strong, effective users of business information and analytics were twice as likely to be top performers in their industry compared with those who were not heavy users of information and data.

Originality/value
– Use of the “art and science” concept in examining this topic.