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Acer had to enhance efficiency, cut costs, and scale down the organization to strengthen its competitiveness. This was achieved by establishing independent business units, planning a new global business model, downsizing, and the development of an innovative fast-food-style logistics and assembly structure.

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Through a network matrix structure. On one side of the matrix were strategic business units (SBUs) which did research and development, manufacturing, product management, and original equipment manufacturer (OEM) sales. On the other side were regional business units (RBUs) which led distribution, customer service, and marketing. This structure allowed for faster decision making based on changing conditions in each region, while local autonomy improved motivation and incentive.

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1. International Computer Market was changing

2. Not enough value in business segments (Manufacturing)

3. Human Capital short on international experience

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created economies of scale, plus the ability to tailor individual products to suit the needs of individual customers.

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Through feedback (individual of regional):

Market needs are being constantly monitored

Therefore allowing for customisation in order to fit customer needs

Innovation

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Accenture's knowledge management system evolved through four phases: (1) early enabling infrastructure - build it and they will come, such as Lotus Notes, discussion databases - the result was global communications: (2) knowledge as a by-product - document libraries, contributions -the result was organizational memory captured: (3) actively managed knowledge - structured, portals, organization-wide KM -the result was quality content delivered when needed; and (4) knowledgeenabled enterprise - enterprise content, continuous learning, enablers, tools - the result was people guided by knowledge (Falk, 2005)

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It does not seem that the knower gets separated from the knowledge .

There are two key elements to the success of Accenture’s knowledge management system: (1) clear benefits and (2) learning to share. Accenture aims for a 'win-win' situation where all participants benefit from knowledge management.

Accenture employees are trained how to navigate the Knowledge Exchange system, to find what they are looking for, and make contributions.

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Most value for the companies is for different international connection for all over the world experiences and feedback. The point helping development the reputation and culture of the company

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there is fears that humans are losing thier natural edge when it comes to communication and therefore that would have side effects in any human action involving communication, on that case , transferring important knowledge , managing people , etc.