 इसक्वकत यह आण सटलक सरतेजी ख़ागाएव. और लग़ज मैंजमेंगादी یा एक प्लान बनाया जाता है तो. उपन्लान है कि ज़िको मपनाया जाता है. उसकते लिखा उंसकते कि ख्या स्टल्स्तो तो. तो आए आई हम इस पर बाथ करते हैं जब हम एक श्टचटीजी की बाथ करें और श्टचटीची को हम अगर मिलागे देखें एक खेम साइकल में तो यह खेम साइकल है जिस में नाज़ेज खाँट्च्रिंग है अगर कुछीज मूनीटर कर रही है उसको द्राइव कर रही है तो वो एक नाज़ेज मेंज्मेंट की श्टचटीजी होती है अब जब हम श्टचटचटीजी की बाथ करते है तो इस में क्या है कि यह यह यह प्रवाउट्च तो बेसिक बिल्टिंग ब्लोक्स अगर नाज़ेज मेंच्मेंट की मुदद से एक आर्गनाजटीशन के कुछटर में क्या तब दीली लगाईए है अगर चोदीज मेंटर की आए रही है अगर शटचटचटचीजी की आप वी भी बहुत की Needs and Issues within the organization and provide a framework for addressing these. क्या Needs है क्या Issues है क्या किस्तरी के से HANDLE करना है? उसके लिए proper ways क्या है? वो लिए issues को HANDLE करने के लिए? उनको Address करने के लिए? इसतरा की बाते जो है वो एक अच्छी KM strategy में शामल होती है. की अनिशिट़ीफ से लिए जाते है, ह नहीं कि कैं somehow लिए या है? और अछ्छ़ के से मिसाल तोड़ बातोरी यह � sculpture of like external and structure Amen.. मerve किूँँँम लिए knowledge from customers, offering customer additional knowledge. कुक� Marsh को लिए玩ना है कुकस्���मर को को laay rahe you andねच को कुँँँँ लिए it includes knowledge, and intangible assets produced that knowledge management's different functions to apply them internally for that internal structure initiatives will be called after that the third is competence initiatives to increase competence to create carriers based on KM to build related carriers based on KM create micro environments for knowledge transfer and learn from simulations and pilot projects knowledge management's related functions to develop their competence these kinds of initiatives we call them competence initiatives in different areas or for different purposes a strategy is made here is the meaning of tacit knowledge this is the meaning of tacit knowledge this knowledge is in the minds of people there is a type of discovery where is the innovation or discovery we write it or record it and the second is organizational practices where nothing is written explicit knowledge is not there but those practices are happening processes are happening work is being done if we write them then we will capture the knowledge and the third is human resources knowledge that is in the minds of the employees it has not come out somehow we did not externalize it or did not give it the shape of explicit knowledge so we will call it tacit knowledge and to capture or create all this or to do explicit you will have to make a KM strategy after that what kind of drivers are there why do we need to make a KM strategy what kind of drivers are there who force it that we need a KM strategy now we need to make a cycle to perform the functions of knowledge management the first requirement is imminent retirement of key personnel if the key personnel have to retire or if they have to go then that is a chance for that you make a knowledge management strategy after that need for innovation to compete in dynamic challenging business environment in business environment the challenges that are coming changes are coming to meet those changes you have to get innovation in your product or service for this purpose you have to make a KM strategy the third example is need for internal efficiencies in order to reduce cost and effort to make any product to perform any service or to offer how will you reduce your expenses how will you bring internal efficiencies for this purpose you have to make a KM strategy time to market if you are bringing a new product then in market how much time will you take to get it if you want to reduce this time then you have to make a knowledge management strategy now when you will make a knowledge management strategy then what do you want what are the resources which you need the first resource is an expert of knowledge management who considers all functions his cycle and the technologies used they are capable of taking work from those technologies after that the knowledgeable people in the organization need access to them you have to make a culture as a result of which they will have access to them because they are the people who have that tacit knowledge and they are the people who have to do explicit and share so you have to make access to them and the third thing which is needed for a knowledge management strategy is a KM advocate he can be a senior employee he can be a senior officer of the organization whose job is who will sell the strategy and idea to the senior member of management who mandated the strategy development i.e. some kind of advocate who are the higher ups of the organization can go and file on this that you need to mandate the knowledge management strategy and for that whatever resources you need those resources whether they are financial resources or some kind of human resource or some kind of knowledge or some kind of infrastructure or some kind of technology or some kind of infrastructure all those resources will be responsible for that