Organization Background and Purpose of Planned Change
The products that my organization supports, services, and provide updates to have been in the US Air Force inventory since the mid 1980’s. My organization’s make-up is multigenerational with a high percentage of Traditionalists and Baby Boomers (Fox, 2011). While the employees are skilled and talented, the organization is suffering from single threaded skill areas and we are facing the high probability that we will lose the 30+ years of knowledge when our employees retire or transfer to other Boeing programs. Two years ago my Program Director and I agreed that I would be the champion of a knowledge capture and transfer activity that focuses on the processes and methods to capture and transfer tacit knowledge and wisdom of our employees with the specific objective to retain critical product knowledge and continue to support our customer (Mathew & Kavitha, 2008). The challenge we face is instilling a sense of urgency; when our members have no intention of retiring or transferring to another Boeing Company program, our members do not see a need for capturing and transferring their wisdom and vast years of expertise and knowledge to others. That mindset causes apathy for the knowledge capture and transfer activity and strengthening the organizations depth of knowledge and our sustainability. The other concern we have is our members of the organization struggle with thinking collectively about the benefits of transferring knowledge, most feel if their knowledge is shared, their value goes down and potentially becoming dispensable (Mathew & Kavitha, 2008).
After assessing the organizations environment, inputs, transformations, outputs, and overall effectiveness necessitates the need for expanding the organizations knowledge and expertise of its members. The Environment for my organization is a significant element of our existence; the defense budget and pressures from our customer to sustain their products at a lower cost continues to push our organization to be more competitive and affordable (Boot, 2012). One of the key environmental elements is availability of a skilled workforce; a significant risk to the organization and its ability to perform its transformations is a stable workforce. Our employees have opportunities for other employment on other Boeing programs and the competition is stiff for skilled and knowledgeable workers. From a tasking environment, two areas affect our organization; responsiveness and costs from our suppliers and competition from rival aerospace companies.
The Inputs are like many large companies, we rely on many external resources from the industry to provide us with emerging technical information, our customer (Air Force) for their maintainability, sustainability, and survivability requirements. Additionally, similar to other engineering and manufacturing companies, we rely on suppliers to provide services, raw materials...