One of the challenges organizations face in harnessing the knowledge of their employees is in integrating it with knowledge from outside the organization (e.g., partners, customers, suppliers) as well as the knowledge resident in other 'silos' inside the organization's own walls.
We like to use the term "Organizational Antibodies" to describe a negative phenomenon we see all too often ('NIH or "not invented here" syndrome is another term for this pathology): knee-jerk rejection of otherwise rational recommendations because they've come from outside.
If a management team is not involved in the process of working through future scenarios and strategic plans, any call to action can quickly be rendered moot as managers work to undermine it: surrounding, smothering and devouring a potentially worthy idea or initiative.
The managers who will execute a strategy
Plans that get created by 'guru' consultants are often formulaic and rigid, not taking into account the natural inertia that must be overcome in order to embrace the new plan. Such plans seldom say much about what an organization must stop doing to free up resources for new initiatives, or if they do, the process of 'stopping' isn't embraced by those whose activity is the one being stopped.
As a result, such plans tend to be received as additional burdens - ignored by already overworked teams. They also seldom address what the organization should do if new information comes to light in a few months that renders the original strategy questionable or obsolete.
This brittleness gives such plans a short shelf life in a rapidly changing environment challenged by technology innovation, regulatory shifts, emerging competition, and/or fickle customer desires.
Cartegic's approach to knowledge engineering is rooted in out time-tested methodology for interactive scenarios - making the best use of managers' time and expertise while providing a structured forum in which to grapple with new models and ideas that we introduce.