A similar need to evaluate strengths and weaknesses exists in information-intensive businesses. For example, if employees in high-tech corporations change jobs on average every three years, cutting training time from four months to two months means a five percent improvement in productivity, right off the bat. Building a knowledge resource The whole history of baseball is critical to the tactics for today's contest in a way that has no parallels in other sports. So pro teams use formal statistical analyses of their own and opposing teams' strengths. What's true of baseball is true of almost every business today.
Critical knowledge has to be modeled and processed so that it enables effective action.
These activities include making key ideas explicit, separating important information from detail according to context of use, and identifying both structural and associative relationships of meaning in the knowledge resources. The good news is that many of the skills required for making the transition to the organized big leagues of knowledge management already exist. They've paid their dues in the sandlots of knowledge management. So send the scouts out into your organization.