Reaping Strategic Benefit by Understanding Innovational Information Flows in the Organisation

In this paper it is pondered whether the principles of business managerial theories are suitable for understanding defence forces internal production management as well. Defence products can broadly be understood as those acts, introductions and systems, which produce real security or secure feelings to the nation. In this paper, focal point is set to material acquisition coordination processes supported by technical research. It is assumed that successful acquisition demands good knowledge in both needs of the customer and the possibilities and restrictions of technology. This tripodic combination – technological (and other) research, development and other scientific work, knowing the customer, and purposeful production – will produce those kinds of products, which could be marketed to publicity legitimatically and justifically. But this transpires only, if information during total process is flowing in the right direction. Theoretical basis of making strategic benefit by understanding the meaning of information flow in the organisation is adopted from Ikujiro Nonaka and Hirotaka Takeutchi. 1 CREATING KNOWLEDGE – TO REAP STRATEGIC BENEFIT Knowledge tends not to get its appearance from the mental emptiness or from non-communicative space. Information is created by intensive perception and it is cultivated by transferring it between different actors, which are having a capability to process this information. Every actor has its own time-space for making and understanding those possible perceptions, which the outer world is serving. This happens whether those actors are members of organisation or not. This writing supposes that those actors are members of the very same organisation having a sense of mutually agreed direction. Because these perceptive time-spaces are somewhat different between different actors, it is more than advisable to try to combine knowledge and skills of different actors in order to gain something more than a bunch of obstinate opinions. So, how is it possible to get rid of this imminent possibility of danger of discording factionalism. The answer is very simple. The tacit knowledge that all these actors have must be dialogued, linked to former explicit knowledge, and this combination be learned and launched. [1][3] Fig. 1 depicts this process. But what to do, if several different products are waiting for to be burst in reality? In the field of defence system it is merely so, that all these products exploit more than one specific technology. Defence systems are merely multi-technological and therefore the acquisition process demands somewhat broad spectrum of skills and knowledge. What a claim for an organisation with limited resources! Fortunately this kind of problem is solved already [2]. If it is understood, that one technology can support several products, functioning teams can be formed to combine technology, production and marketing in order to gain best possible output (Fig. 2). Every actor brings its tacit knowledge into this process. Information flows freely 1 And not only acquisition process, but the search of technological possibilities and restrictions, too. But this area is worth of its own story and in this case we have to leave this ever so interesting field of technological prospective.