WELCOME one . . . and all
My greatest strength as a consultant is to be ignorant and ask a few questions - Peter Drucker
i there! My name is Paul Medley and I am a business consultant in the Pacific Northwest.
why we are here and what we can do for you
We are passionate about and have had tremendous success in helping companies and organizations identify and respond to threats and opportunities in their respective markets. We help them analyze and evaluate their strengths and weaknesses as well as minimize their exposure to existing and potential business hazards. Our analysis and streamlined process implementation helps clients identify and eliminate waste, and discover hidden assets resulting in increased sales, market share, revenues, and added value to their customers and shareholders. We specialize in implementing effective knowledge management, competivie intelligence, and organizational learning strategies that become conerstones to improved strategic planning.
BE MORE EFFICIENT, SAVE TIME, SAVE MONEY, INCREASE REVENUES
Through our in depth analysis process we also help companies and organizations effectively harness the power of their intellectual capital, document and share their knowledge, understand the life cycle of related assets and it's critical importance to the organization's survivability and growth. Additionally, we create and provide strategy blueprints and perform initial audits on existing knowledge assets, learning systems, organizational practices and behaviors. We apply appropriate resources to our problem-solving methodologies and align Knowledge Management, Competitive Intelligence strategy with existing or developing business initiatives. These initiatives typically save our clients in the range of 3% to 5% of their operating budget through the implementation of these high impact strategies.
"IF WE ONLY KNEW WHAT WE KNOW, WE WOULD BE 30% MORE PRODUCTIVE." - Lewis Platt, CEO Hewlett-Packard - (1992-1999)
as senior consultant and founder of rightchoice consulting I'VE always had a keen interest in DISCOVERING THE DIFFERENCES BETWEEN SUCcESSFUL AND not so successful businesses and ORGANIZATIONS. this website is here to serve as a beacon of hope to companies and organizations that are looking to effect meaningful and positive change in their work place and gain true competitive advantage. additionally, this site was created to offer businesses and organizations an alternative to the staus quo, and to share my passion for competitive intelligence, knowledge management, and organizational learning with like minded individuals. - paul medley -
Through observation and experience we've concluded that how organizations manage their intangible assets is in all probability the most important work that they do. How do they compete? How effectively do they tap into their staff's talent and
In 1993 Dr. Peter Drucker argued that in the new economy, knowledge is not just another resource alongside the traditional factor of production-labor, capital, and land- but the only meaningful resource today. He contended that the fact that knowledge has become "THE" resource rather than "A" resource is what makes the new society unique.
Our environment changes constantly, and I believe we should at least be equal to the task. We should always be asking what should exist? How can we be better? What do we need that we don't have? How can we realize our potential? What will it take to solve important issues and reach desired outcomes? What should exist, and how might we create it—right now? If these are some of the questions that get you going everyday, then you are in the right place.
thats where we come in - how may we help you?
We are inspired by the challenges we face and find nothing more fulfilling than providing that critical piece of information that solves the problem at hand or takes you to that "next level" of accomplishment in your business. If you would like to "widen the gap" between you and your closest competitors, consider using us for your next project. Go to "Services" and send us information about your specific needs. We look foward to hearing from you.
When you are done with your visit, please feel free to share your thoughts, insights, and opinions. We'd love to hear from you. All comments and suggestions are welcomed. Iu are so inclined.
Thanks for the visit. Take care, and make it a great day ! 
“Knowledge is experience; everything else is information.” Albert Einstein
Engaged IT for the CIO - Blog Post:
At Google, we think business guru Peter Drucker well understood how to manage the new breed of “knowledge workers.” After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will “strip away everything that gets in their knowledge workers’ way.” Those that succeed will attract the best performers, securing “the single biggest factor for competitive advantage in the next 25 years.
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WHAT IS KNOWLEDGE MANAGEMENT?
An emerging academic discipline and management process that addresses how people, workgroups, and organizations use knowledge principles, processes, technologies, and training to leverage intellectual capital by increasing knowledge flow, organizational learning, innovation, and performance
Knowledge management caters to the critical issues of organizational adaptation, survival, and competence in the face of increasingly discontinuous environmental change.
“Today’s KM processes are contingency planning for tomorrow’s decisions.”
- Alex Bennet, Chief Information Officer for Enterprise Integration for the Department of Navy
KM IN AN ORGANIZATION
KM in a organization is concerned with strategy, processes and technologies to acquire, store, share and secure organizational understanding, insights and core distinctions.
Knowledge management gives priority to the way in which people construct and use knowledge.
Managing knowledge consists of deciding with whom to share, what is to be shared, how it is to be shared, and ultimately sharing and using it.
KNOWLEDGE MANAGEMENT vs. INFORMATION MANAGEMENT
We can quibble endlessly over what makes "information" different from "knowledge," but the important point is that we should always be trying to add value to what we have by turning data into information and information into knowledge
Managing knowledge is ultimately everyone's job. Virtually every industry today is becoming knowledge-intensive. What your organization knows is clearly one of its only sustainable competitive advantages.
THE DISTINCTION BETWEEN KNOWLEDGE & INFORMATION MANAGEMENT
Working with objects (data or information) is Information Management and working with people is Knowledge Management.
SOME COMMON KM ISSUES:
THE BRAIN DRAIN - LOSS OF INSTITUTIONAL KNOWLEDGE
Do you remember this ?
NEWS FLASH! NASA LOSES PLANS TO SATURN 5 ROCKET
The knowledge drain from the boomer retirement wave already has had some far-reaching consequences. As author David DeLong reports in his book, Lost Knowledge: Confronting the Threat of an Aging Workforce (Oxford Univ. Press, 2004), NASA lost the plans for the Saturn 5 rocket, which was used to launch the lunar landing craft. No one knows where the plans are. DeLong writes:
In an era of cost-cutting and downsizing, the engineers who designed the huge Saturn 5 rocket ... were encouraged to take early retirement from the space program. With them went years of experience and expertise about the design trade-offs that had been made in building the Saturn rockets. Also lost were what appear to be the last set of critical blueprints for the Saturn booster, which was the only rocket ever built with enough thrust to launch a manned lunar payload.
BUSINESS RESPONSE TO THE BRAIN DRAIN
An article in Management Issues – September 2007 stated that research by online recruiter Monster suggests that a mere one in five American companies have a formal strategy in place to capture critical knowledge and experience from older employees approaching retirement and transfer this knowledge to newer employees. To make matters worse, only 12 percent of human resource managers said that knowledge retention was seen as high priority within their organizations - despite the fact that a third of them acknowledge that 20 per cent or more of their workforce will be eligible for retirement over the next few years.
The study suggests that while HR managers may recognize the looming issue of losing institutional knowledge due to retirement, many face barriers to establishing strategies and tactics that could help to pre-empt the problem. The article further stated that concrete steps organizations can take to help mitigate the affects of brain drain include appointing a Chief Knowledge Officer responsible for organizational knowledge.
DO SIMULAR ISSUES EXIST IN YOUR ORGANIZATION? IF SO, YOU SHOULD PUT THE "X-FACTOR" TO WORK FOR YOU. YOU MAY CONSIDER . . .
Implementing programs to identify knowledge assets, sources, and offering knowledge-sharing incentives for employees and incorporate standards in performance reviews. Employing other tactics including leveraging technology – using things like blogs and wikkis to enable employees to redistribute and access organizational knowledge. There are many remedies, and one size does not fit all.
Although the brain drain is a looming problem for employers, it also presents an excellent opportunity for innovative companies to position themselves for better competitive advantage.
