And it's interesting to see that some companies have strong interactions with clients and they are increasingly sensitive to public opinion and customer relations. For example, for the FIAT 500, a website (500 days before the market launch) which collected the indications of clients potential and future and in fact influenced the product then presented to the market (for example the dashboard was a redesigned element recalling that of the original 500 as indicated by the public).
The interpretation of the market must necessarily pass through the interaction with potentials clients.
To do this, we are therefore interested in tools for knowledge management and collaboration (groupware). Communication, both internal and external, is essential for the success of a company.
All the tools that spread in organizations are increasingly oriented towards knowledge management, not only to interpret the market, but also to allow knowledge sharing within the company; for example, a company with separate and distant offices (eg Milano e Roma), could use knowledge and communication management systems to bring mutual experiences closer, preventing the development of two separate nuclei and thus providing localization and integration of know-how.
Knowledge management systems also affect those who have to make smaller and less strategic decisions, for example customer service which must give answers to clients can make use of FAQs, that is a set of answers to common questions formalized starting from shared knowledge. But any form of formalized process, precisely as it is formalized, has exceptions. By their nature, they cannot be normalized and some cannot be eliminated. In some areas, the exception plays an important role, such as in public administration, for example, where it is estimated that the exception represents about half of the cases.
The processes are accompanied by a flow of information: if the process is not well managed, the communication of information is also not effective.
There are other processes, decision-making or design ones, which can be planned, but the way in which a project is organized influences its realization and it is not convenient for the project to be too rigid. In these cases it can be thought that the process is a flow of conversation that contains formal and precise passages within it.
There are decision-making processes and design processes that cannot be too rigid, because 'the flow of conversation is just as important as the constraints or design specifications.
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