This entire employee list is posted on the Andersen Intranet in a standardized format, so that skill sets and their human carriers can be matched to any project the company manages. De-briefing follows each project, with provisions for eliciting lessons learned and then arranging to incorporate them into the company's solutions where applicable in the future. Employees are recruited for their skills, expected to pursue self-directed professional development, and promoted and paid accordingly. Both formal and informal knowledge, electronic and printed information, internal and in-coming data, are all mobilized to bid on contracts, deliver projects, lower costs, and enhance profitability. This is why Arthur Andersen has achieved the reputation as a company in the forefront of developing and selling knowledge management services.
Human capital is after all, just a metaphor for the cognitive capabilities of creative consultants.
Managerial Knowledge Formal infrastructure, such as equipment and procedures, is a necessary part of knowledge management. But it is not sufficient, by itself, to create organizational synergy. People turn information into knowledge by using it to make decisions and take actions. So the key to effective knowledge management is the commitment of knowledge workers to sharing knowledge, with whomever is appropriate, and whenever the occasion requires. Frances Horibe advises on how to manage the people and the processes that will implement this knowledge sharing.