Challenges of Managing Knowledge at SUAN and CINI: Same or Different?
As the acupuncturist in Kolkata’s1 China Town was carefully inserting the needles into his back, Mr. Subrata Roy (hereinafter Roy), male 60, breathed a sigh of relief as after many days he got some time to reflect upon the recent happenings in his company Suan Scientific Instruments and Equipments (commonly known as SUAN; URL: http://www.suanscientific.com/), a small but leading manufacturing firm specializing in laboratory instruments and food processing machines. One of the key issues confronting SUAN was its inability in pursuing all the sales requests pouring in from potential clients. As per Roy’s own estimates, SUAN was being able to cater to only one fourth of the market demands. Constrained by different organizational limitations, in terms of both capability and capacity, Roy was almost being forced to turn down sales orders from interested parties on a regular basis and it has been bothering him for quite some time now.
Although SUAN, the organization that he started back in 1987, had been cruising on a growth trajectory as of 2014, Roy was feeling annoyed. The reason behind such a feeling was that, for the first time in the last decade or so, he was facing some issues for which he could not find a ready solution. By nature Roy would try to find the solution to a problem within hours of confronting it. But now his ways of getting things done were not helping him much. The work pressure was so high that he could not afford to go on a bedrest even for a few days, as was suggested by one of the top orthopaedic specialists in the city, to recuperate from a chronic back pain he was suffering from and instead had to rather rely on acupuncture in search for a quick fix. But just like his health he was getting convinced that SUAN would also need proper diagnosis and appropriate treatment than a quick fix......................
1 One of the major cities in India