Providing the required knowledge to pursue a particular effort is usually possible and should not create any unsolvable problems. The role of the manager requires the competence to determine the kind and level of knowledge. This is a crucial process that too often is given little if any attention; we think we know our people and the limitations of their knowledge. The general method takes a broad-brush approach and in many situations may be acceptable. But there are other times when it becomes necessary to take the time to determine if the basic knowledge is available. Knowledge involves not only disciplinary knowledge but also knowledge about the organization and the business environment.
As an example, Eastman Kodak dedicated vast amounts of resources to develop the disc camera system. The technology was complex. Other photographic companies also produced the disc camera system under various royalty agreements with Kodak. Kodak introduced the new camera system nationwide on one day with all the resources in place to meet customers’ needs. A massive effort. At the same time Japanese companies were introducing inexpensive 35-millimeter cameras that provided customers with better pictures. Needless to say the disc camera never met its expectations. While Kodak had all the technical, marketing, processing, customer relations, and distribution knowledge, it disregarded what was in plain view in the photographic trade magazines: inexpensive 35-millimeter cameras with superior performance that would take over the market. So as we look at the knowledge requirements we must go beyond the disciplinary knowledge and understand the environment in which we’re living.