Coursework
Knowledge management
Report

Shoaib Mawani H00120386
21-Nov-14

Table of Contents
INTRODUCTION 2
BRITISH PETROLEUM 2
INTERNATIONAL COMPUTERS LIMITED 3
GLAXO WELLCOME 4
AEROSPACE 4
A COMPARISON 5
CONCLUSION 6
BIBLIOGRAPHY 7

Introduction
Knowledge Management within a corporation is about encouraging individuals to share their knowledge and ideas in order to create value-adding products and services. (Chase, 1997) In order to implement knowledge management practices within an industry, knowledge management policies haves then developed. These policies detail way in which knowledge management can be achieved. It is extremely vital that when trying to implement knowledge management policies, the company’s expectations
merged to form Glaxo Wellcome (Kline, 2014). Glaxo Wellcome was an organization that was formed to do medicine research. Glaxo Wellcome’s goal is: ‘building a learning organization by leveraging our knowledge’ (Chase, 1997). At the time Sue Godfrey was the Executive Development Manager as well as handles the company’s knowledge management infrastructure team. Godfrey was given the responsibility of achieving the company’s goal of constructing a learning organization. By 1997 Glaxo Wellcome had launched something called the Executive Programme, this program aimed to equip about 300 executives with IT products in order to gain some IT skills. One result of the Senior Executive Programme has been the development of the Glaxo Wellcome ExecNet (Godfrey, 1997). ExecNet was a system, supported by the organization’s intranet in order to help its employees identify who’s who and what their activities are. This saved a lot of time for the company because instead of scheduling meetings to appoint tasks and activities, they could use ExecNet to assign these tasks and activities on the system which then would send an email to the employee, letting them know they have received a task on ExecNet. Glaxo Wellcome is rapidly building its knowledge infrastructure (Godfrey, 1999). Besides introducing ExecNet, they even created a dynamic and adaptive program which could respond to certain organizational changes. By early 2000 Godfrey had held a meeting with the entire staff of the organization to celebrate the success they had achieved in the previous years because of ExecNet, the company had increased its sales by a total of 23.14%, their efficiency had increased by 33.79%, and their consumption of resources had decreased by 10.23% (The Economist, 2000). I think that this knowledge management policy was mostly common among other organizations; they had decided to give IT importance to help communicate with the