Business decisions can, of course, be much more complex than these examples. To be made effectively, business decisions can require considerable analysis, review and consultation. A host of decision-making tools have been developed to assist this process.

But business is also characterised by numerous small, day-to-day decisions. These can be just as taxing on resources of decision makers if there is not clarity of purpose or direction.

Well-run businesses know this. They make significant investment up-front in clarifying and communicating their purpose. They establish systems and processes, rules and guidelines which give people at all levels clarity and confidence to make good, quick decisions themselves. As a result, routine decisions get made more quickly, leaving more time for proper consideration of truly big ones.

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Effective decision making is a big topic which cannot be covered sufficiently in an article of this length. In future articles we will return to this topic and look at some of tools and processes which can enable better decision making. In meantime, your thoughts on issue would be most welcome: feedback@businesssimplification.com.au

© David Brewster, March 2002

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For business, challenge of 'Knowledge Management' is all about trying to capture knowledge of our people and embed it within our organisation. This reduces reliance on key individuals and makes business more 'scalable'. It also saves time and effort as identical problems aren't solved and re-solved over and over again.

Knowledge sharing is ultimate 'win-win'. No matter how many times we share our knowledge with others, we still get to keep it for ourselves.

This doesn't make knowledge management easy to do. There are no short-cuts. It takes time and effort. (That's why apprenticeships take three or four years.)

While technology may have a role to play in enhancing Knowledge Management, it is ultimately a people issue. It needs trust, an open environment and plenty of direct interaction. It needs forums for people to share their experiences and perspectives.

The growth of Knowledge Management industry has occurred in part because organisations are realising that knowledge of their people makes up a large part their value. The starting point is creation of time, space and environment for knowledge sharing to happen. It may be no more than a loosely structured version of Friday afternoon drinks.

(For further reading and five thoughts on how to promote knowledge sharing, visit http://www.businesssimplification.com.au/km.htm)

© David Brewster, February 2002