A change in management processes or information technology in the organisation does not change its management processing or information culture. Any change in culture should flow from the top to down by setting the example to adopt the new culture. Instituting appropriate reward systems, codifying knowledge, rotating employees, facilitating interaction among staff and changing corporate culture are some examples that corporations can adopt to leverage knowledge. On the other hand, management processes that are appropriate to one organisation may not be appropriate to another. However, reviewing management processes is a key to knowledge leverage.
Every organisation can learn from others both within and outside their industry.
This is because management processes are achieved through and by people and involvement of people in the processes is the crux to knowledge leverage.