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What knowledge is necessary for NASA to land a person on Mars?

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What knowledge is necessary for NASA to land a person on Mars?

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How did NASA forget how to land a person on moon?

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How did NASA forget how to land a person on moon?

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Why did NASA lose the capability to land a person on the moon? (why not doing it?)

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Why did NASA lose the capability to land a person on the moon? (why not doing it?)

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sdsd

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asasas

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codified

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They lost the blueprints

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A set of codified technology , not passed down through the generations of workers , More specificaly , there is a lack of rocket science.

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unable to find the blueprints because someone threw them in the rubbish

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What should NASA do to ensure that they do not lose this capability again?

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What should NASA do to ensure that they do not lose this capability again?

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They did not forget, the tangible set of information and blueprints needed is not available anymore.

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What knowledge does Starbucks value and why?

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What knowledge does Starbucks value and why?

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By storing knowledge correctly and making sure its accessible for the future

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Describe how Starbucks uses its knowledge to create competitive advantage

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Describe how Starbucks uses its knowledge to create competitive advantage

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seems that NASA did not forget how to go to the moon but rather forgot to conduct exit interviews in order to track and data-fy existing knowledge attained by the older workforce who worked on missions such as the Apollo 11 one in order for it to be passed down to the next position holders. As we can see on the case study , Jeff Hanley explains that the Blueprints containing the appropriate for the mission technology are not to be found anymore thus forcing Roberta to think and start back from scratch.

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Conduct exit- interviews to the retiring workforce in order to record and data-fy knowledge .

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They never retained the knowledge from staff who worked on the earlier missions so when they left so too did their knowledge. They never kept the necessary documents when their systems were updated. 

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capability was no longer needed. This suggests if the task is repeatable, KM should be done to ensure knowledge is not lost

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tacit knowledge can only be captured via mentoring/observing/discussion

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tacit knowledge can only be captured via mentoring/observing/discussion

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codified = learn procedures and following rules

Tacit = memorised recipes and having to communicate their knowledge

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tacit knowledge as Starbuck value being very innovative and sharing their knowledge with their employees

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Starbuck mystique is finding new ways to make the store more appealing.

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new products shows that Starbuck is dedicated to their innovation and differentiation. By also creating new experiences for customers to improve the quality of service.

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by improving the outlook of their stores. by putting more tools for ensuring their customer comfort. improving the quality of their services. by putting and following strategies for improving and gaining a competitive advantage. Starbucks distributes important knowledge to all branches in order to ensure that all are meeting or exceeding company standards.

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set of tacit knowledge (from customers feedback, preference, level of their competition on the market), set of codified knowledge (recipes, instructions, etc.)

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Mystique = secret = equip every staff with codified knowledge

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Mystique = secret = equip every staff with codified knowledge

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How = whole process = equip codified > interact > gain tacit > innovate

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How = whole process = equip codified > interact > gain tacit > innovate

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Tacit Knowledge , as it encourages communication within the workforce and communication with customers, their strategy revolves around making and retaining enthusiastic employees with the ability to use retained knowledge in order to innovate and improve.

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Starbucks mystique is its changed business model which gives emphasis to upholding organisational standards through an honest and outgoing culture (emphasis on communication with customers in order to ensure the service provided to the customer is tailored to their individual liking,

And a heavily knowledge-driven strategy which allows for knowledge to be transported to the employees of the company in order to raise valuable assets capable of not only upholding organisational standards but also giving back to the company through product innovation.