A prerequisite for value generation through knowledge is the proper identification of an employee’s comptetencies. However, this is only the first part of the deal. The actual deployment of these competencies can only be facilitated when the management is listening to the ideas of the employee and allows for changes.
Any costs created by acquiring new and fresh competencies may be in vain when dreadlocked habits inhibit change and even ignore work already done. If the work is not leveraged due to a resistance toward the new approach, sunk costs are created. Additionally, frustration and demotivation might arise and inhibit further innovation introduced by the concerned or other new talents.