Wisdom to Share

Time and time again one comes across Engineers that keep design algorithms and other important information on the hard-drive of their own desktop or laptop computer, without anyone in the organisation thinking and doing something about what happens to the business if the computer fails, the Engineer retires or even gets knocked down by the proverbial bus. How often does one hear, "Oh, ring so-and-so; she left last year, though here is the number at her new firm."

It is vital for long-term continuation of business activity that design information and how-its-done stuff is at the very least filed on a central, backed-up server that all Engineers can access and at best incorporated and maintained in internally-published design manuals that are subject to revision control procedures.

There is also the notion of avoiding any prospect of an individual holding the business to a form of ransom to consider.

What a 'hot potato'!

This concept is fine so long as the engineer that did the designing, etc. was using expertise gained solely through the job. If it is information gained from prior experience or outside the job, then it would seem to be akin to "piracy" by the employer.

If it is information gained from prior experience or outside the job, then it would seem to be akin to "piracy" by the employer.

???

Our minds are not wiped clean everytime we leave a job! The knowledge base we build up is called experience and we are generally free to use it. (unless there was some contractual agreement in a prior job or some patent protection)

Or am I miss interpreting your assertion?

I would say that 90% of all corporations and small businesses do not do a good job of 'capturing' know-how and experience that walks out the door everyday in the heads of their employees. There are several reasons for this wasteful situation of course.

1) There is no longer a 'social contract' between employees and Company to inspire dedication, loyalty, and long-term commitment. Management has adopted the 'hire em,then fire em' management style, outsourcing critical knowledge work, etc.

2) It takes diligent and persistent effort (expense) to add to the 'knowledge base'
through interviewing the creators of the 'knowledge.' Capturing that know-how and incorporating it in a USABLE form/system is still another level of effort (and cost.)

3) The 'short-term' focus on profits by Management and weak kneed Board of Directors who fail to implement REAL long term compensation plans for the Managers who make the real spending decisions results in negative incentive to 'invest' in things like knowledge base development because the returns are years away and not immediately quantifiable. 'Fire him now and save $200,000/yr' is attractive cause that goes right to the 'profit' line--this year.

GE is the best managed industrial company in the world-period. Exxon is the best managed hydrocarbon production/marketing company. Intel is the best CPU designer/innovator/manufacturer. Why--they all focus on BOTH 'breakthrough' and 'incremental improvement'--rewarding both kinds of improvements. And they have real deep corporate memories, a culture that encourages adding to their 'knowledge bases.