The Corporate Memory concept

1995 ◽  
Vol 13 (4) ◽  
pp. 309-312 ◽  
Author(s):  
Sandy Adams
Keyword(s):  
Corporate Memory

Evolution of the deployed medical director role in an era of contingency operations: reflections from a United Nations operation

2021 ◽  
pp. bmjmilitary-2020-001690
Author(s):  
Giles Nordmann ◽  
J Ralph ◽  
J E Smith
Keyword(s):  
United Nations ◽  
Selection Process ◽  
Memory Loss ◽  
Medical Director ◽  
Corporate Memory ◽  
Individual Memory ◽  
Treatment Facilities ◽  
The Uk ◽  
The Military ◽  
And Training

This paper examines the development and evolution of the deployed medical director (DMD) role and argues for the re-establishment of a formal selection process and training pathway. Recent deployments into new areas of operations, deployment of smaller medical treatment facilities (MTFs), the reduced numbers of deployments for clinicians, working with various multinational partners and both military and civilian organisations all pose specific problems for DMDs. The initial and then continued deployment of a secondary care role 2 MTF as part of the United Nations Mission in South Sudan illustrated some of these challenges. Although a novel operation, the broad categories of these new challenges were similar to the historical challenges facing the first DMDs in Afghanistan. Corporate memory loss may be unavoidable to some degree due to rapid turnover in appointments, particularly in single service and joint headquarters. However, individual memory and experience remains extant within the military medical deployable workforce. After the cessation of UK military deployed hospital care involvement in Afghanistan, the UK DMD formal training pathway ended. This paper argues for the re-establishment of a more formal DMD selection process and training pathway to ensure that organisational learning is optimised.

What do environment-related illnesses tell us about the character of military medicine and future clinical requirements?

2021 ◽  
pp. e001934
Author(s):  
Michael John Stacey ◽  
S Brett ◽  
G Fitchett ◽  
N E Hill ◽  
D Woods
Keyword(s):  
Thermal Stress ◽  
Clinical Experience ◽  
Large Scale ◽  
Military Medicine ◽  
Extreme Environments ◽  
Patterns Of Care ◽  
Corporate Memory ◽  
Environmental Extremes ◽  
Metabolic Disruption ◽  
Military Physicians

Extreme environments present medical and occupational challenges that extend beyond generic resuscitation, to formulating bespoke diagnoses and prognoses and embarking on management pathways rarely encountered in civilian practice. Pathophysiological complexity and clinical uncertainty call for military physicians of all kinds to balance intuition with pragmatism, adapting according to the predominant patterns of care required. In an era of smaller operational footprints and less concentrated clinical experience, proposals aimed at improving the systematic care of Service Personnel incapacitated at environmental extremes must not be lost to corporate memory. These general issues are explored in the particular context of thermal stress and metabolic disruption. Specific focus is given to the accounts of military physicians who served on large-scale deployments into the heat of Iraq and Kuwait (Operation TELIC) and Oman (Exercise SAIF SAREEA). Generalisable insights into the enduring character of military medicine and future clinical requirements result.

scholarly journals Risk management and control: Human resources risks in a merged academic institution

2015 ◽  
Vol 4 (2) ◽  
pp. 155-159
Author(s):  
Tebogo Molotsi ◽  
Tankiso Moloi
Keyword(s):  
South Africa ◽  
Risk Assessment ◽  
Distance Education ◽  
Risk Management ◽  
Human Resources ◽  
Corporate Memory ◽  
Engineering And Technology ◽  
Vista University ◽  
Critical Skills ◽  
And Control

This paper measured the mood of College of Science, Engineering and Technology (CSET) academics following the merger between University of South Africa (UNISA), Vista University Distance Education Campus (VUDEC) and Technikon SA (TSA). The formulated statements, potential human resources related risks with association to the statements were articulated. The results obtained from the survey indicated that had the risk assessment been undertaken in CSET, the risk of losing/ retaining critical skills, corporate memory, and the inability to attract these critical skills to CSET could have been higher on the risk dashboard following the post-merger of UNISA, VUDEC and TSA.

Corporate Memory

2019 ◽  
pp. 69-82
Author(s):  
Peter Atkins
Keyword(s):  
Corporate Memory

Moving the Ball Down the Field

2014 ◽  
pp. 172-187
Author(s):  
Mark Reid ◽  
Dan Ashcraft
Keyword(s):  
Air Force ◽  
Common Sense ◽  
Best Practice ◽  
Assessment Framework ◽  
Standard Assessment ◽  
Corporate Memory ◽  
Us Air Force ◽  
The Us ◽  
Positive Experiences

The US Air Force's (USAF) Pacific Air Forces (PACAF) has an effective approach to turning observations of problems into accomplished actions and mission improvements. This common-sense approach relies on 1) motivated buy-in and participation from the Chief Stakeholder (i.e., CEO, Commander, the Boss); 2) a standard assessment framework; 3) experienced, enduring, corporate memory-equipped assessors; 4) Chief Stakeholder's confidence in his assessors; 5) mid-managers empowered to fix their own problems; 6) access for the assessors to the Chief Stakeholder; and 7) an empowered ramrod to enforce the process and ensure follow-through. This chapter relates the steps of PACAF's process, which Headquarters (HQ) US Air Force called in 2012 “the Air Force's Best Practice at turning observations into progress” and illustrates these steps with PACAF's very positive experiences.

Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector

2009 ◽  
pp. 86-107
Author(s):  
Arla Juntunen
Keyword(s):  
Knowledge Management ◽  
Qualitative Study ◽  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Organizational Memory ◽  
Management Platform ◽  
Corporate Memory

This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The study is based on a qualitative study in the ICT sector. First, the chapter discusses the development of the KM platform. Second, the benefits, and a competitive advantage of such a platform, are discussed. Finally, the conclusions are made, based on the case study.

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