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Building a Knowledge Company

	moved toward redefining the company as a true knowledge organization helped leaders manage intangible assets and know-how

Because of the complex, rapidly changing business environment in which the company operates, Organization Development Consultant Joe Goldwasser wanted to introduce the concept of a knowledge organization to the company’s managers. When he turned to Advantage partner Peg Ruppert for ideas, she recommended Celemi’s Tango.

The Tango business simulation helps people learn how to balance their company’s tangible and intangible assets. Goldwasser says, “I was interested in Tango because although I didn’t see us as a knowledge company, per se, at that time, I knew it was important to manage differently in a company where knowledge is an asset.”

“Tango helps people learn the balance between managing to the revenue and managing to the soft side of the business, making sure that people are motivated and deployed in support of both the strategy and the service side,” explains Ruppert. “It’s an ideal solution for companies that are continuing to evolve and want their managers to understand this unique balance. It truly builds the foundation of a knowledge company.”

Tango training for a group of cross-functional managers was scheduled to take place several months later. Meanwhile, a new CEO joined Standard Register and the senior executive team began a formal reassessment of the company’s strategic direction, including its markets, customers, and processes, and how employees would work together to achieve new goals.

Linking Tango to New Corporate Strategy
Goldwasser explains, “The Tango choice seemed almost predestined at that point because we had begun a process of redefining ourselves as a company. Did we need to change the way we sell? Did we need to think more like a knowledge business? It’s the same kind of transformation that many companies are going through right now.”

Managers were aware of the strategy work in progress when they convened for the Tango training. Executive Vice President Ed Wohlwender kicked off the program, facilitated part of the session, and linked learning to the strategic work happening behind the scenes.

“During the simulation, groups representing companies had to choose a strategy and determine how to implement it. This opened a lot of eyes,” says Goldwasser. “Everyone was aware of our company’s strategy work, and discussing it in the framework of Tango really helped people understand that process.”

Learning to Motivate Employees,
Manage to Revenue
During the simulation, participants learned how to perceive the intrinsic value of each employee’s knowledge, and how to motivate employees to grow and succeed while simultaneously balancing the budget.

The concept of balance really hit home, especially in light of the company’s pending strategic shift. Goldwasser recalls one manager’s account of what happened while he was driving home the first day of the program. “It suddenly hit him: ‘Do I really understand how my people want to be developed?’ The thought was pretty powerful; he completely missed his exit for home! He felt that realization would be a major turning point in his ability to manage effectively.” Another manager said, “The great thing about this exercise was that it demonstrated the delicate balance between all of the variables, and gave us some realistic practice dealing with them. Anyone considered for a senior leadership role should participate in Tango.”

Goldwasser believes that the lessons of Tango will definitely help managers support the company’s new direction. “We couldn’t have timed Tango better. It really fit into what was going on in our company. Next time we run the program, we’ll be able to connect it to our new strategy. Because of what Tango has helped managers understand, there’s no doubt that it will help them support and achieve our new corporate goals.”