Intellectual Capital Management

Nobody argues that new technologies are revolutionizing the work environment, however, it is necessary not to forget that the technological media are that, medium that can never become late. Now well, did we understand that premise? If this is not assumed, we are in danger of entangle us in formal aspects at the expense of the Fund. Who wait for that by installing a piece of software you will create, by magic, a new culture of collaboration, and Exchange is wrong. Knowledge management and intellectual capital mean much more: to understand people, processes, markets there is a unique path to the knowledge management, but as many as companies there are. We learn of the experience, but escape the recipes. Knowledge management allows us to determine that processes must improve, that areas of service the customer makes to sell less, as do a certain process more profitable, that improve our clients of our product, expect that innovation can give us a competitive advantage over our customers. In turn, from another positive point of view we can say that increases productivity, accelerates the processes of innovation, reduces times averages in an optimal commercial bidding, reduce the time needed to locate trade experts that could refine and improve these offerings, promote the reuse of commercial offerings within the company. In the same way allows us to choose partners and the right product par achieve position ourselves in the market.

In another order of ideas the implementation of knowledge management has been raised by different authors using different methodologies that are based on the analysis of the human capital, structural and client as fundamental components of the intellectual capital. Managing the knowledge comes to be the management of all intangible assets that provide value to the organization in achieving abilities, or skills essential, distinctive. It is thus a dynamic concept, i.e. flow. * Amit, r. & Schoemaker, p. (1993).

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