When a US financial services organisation underwent radical change over the period 1999-2004, it faced the loss of organisational memory as over 450 staff left. A thorough planning process ensured that no department or unit would be caught short of knowledge or expertise. The chairman, senior management, and other managers oversaw staff reductions to maintain the knowledge aspects of the organisations' memory and cross-training initiatives were implemented and training investments were made to a...
BPIR Categories14.3.6 Provide ideas management & innovation processes
10.4.4 Manage internal information & knowledge sharing
10.2.2 Acquire & collect information/knowledge