The massive expansion of global communication networks and the growth of the Internet population have placed an enormous burden on the business sector to improve existing business processes, develop new partnerships, deliver new and more innovative solutions, and with a greater degree of intellectual capability than ever before. Much of industry is undergoing dramatic change, not just in structure and function, but overhauling their existing strategies for acquiring and developing their human capital strengths, particularly in developing the required skills of their knowledge workers. The success and continuous improvement of the organisation are seen as dependant on the ability of the organisation to see things in new ways, gain new understandings, and produce new patterns of behaviour on a continuing basis and in a way that engages the organisation as a whole.
In order to view the progress of the process improvement program within the organisation in terms of its contribution to organisational learning and knowledge management, particularly from an organisational cultural perspective, a conceptual framework is inevitable. In many cases this approach is related to incremental and cumulative improvements that contribute to the organisation’s ability to produce and deliver quality products (within time and budget constraints etc.). Considered improvements would not just become part of the task but would become part of an appropriate organisational learning infrastructure to support the changes at an organisational level. This is an interactive social process that takes place between individuals, groups and organisational units.
Sharing knowledge between actors is considered to be a socialisation process and provides contextual basis for the dissemination of “right information to the right decision maker at the right time”, and that is the recipe for success, a key concept which should be followed at every level of any ailing organization.
