Theme 1: Knowledge building for a Knowledge Society
Organizational Structure, Strictures, and Knowledge Building
Daedalian
software corporation: The transition from knowledge control organization
to a knowledge centric organization
Andrew Day, TELUS, ON, Canada
to a knowledge centric organization
Andrew Day, TELUS, ON, Canada
How does a software development company of 350 software engineers with an operating culture where knowledge hoarding is rife and where there is little collaboration or knowledge sharing between employees, evolve into a dynamic knowledge centric company?
The poster will present a model for organisational re-structuring that leads to a culture of knowledge sharing and distributed expertise and decision making. The poster will illustrate how Daedalian eSolutions Inc. was restructured to move from a company that experienced 6.5 million in annual cost overruns to a company that in the first year following the re-structuring recorded cost overruns of $0.
Central to organisational change of the scope experienced by Daedalian, is a willingness on the part of employees to change how they work.
The poster will also address what was done to achieve buy-in by employees to a new way of working that was at the outset seen as threatening and counter to the entrenched culture of the organisation.