Simply put, company history is the knowledge employee's gain, serving an organization over time. The knowledge comes in many ways. It is an understanding of the company culture, and their processes, how to use these processes, how to change them and how to improve them. It is an understanding of the 'why' we do things the way we do the methods of getting those things done. It is an understanding of the tools used to do the job, and how to make the necessary tools if that is the case. This knowledge of the lessons learned develops as the company's processes evolved into what they are now; it is also the way one gets something done. This is essential when one must use processes outside their influence, owned by other individuals or departments. In short, it is a highly irreplaceable 'body of knowledge' that is passed from person to person and should be!

The company leader is more than just the captain of the ship. This chapter includes the following sections: the leader's role in organizational development; organizational culture's role in the organization's success; interaction between management and employees; establishing the administrative network; and the importance of growing your own employees.

Much of industry is beginning to recognize the importance of standardized and defined organization (company-wide) and functional (departmental and divisional) processes that support consistent high-quality systems, applications and methods for doing business. These processes allow a company to stay within budget and operate on a cost-effective schedule. However, good standardized processes must be engineered to accommodate and emulate unique high-quality project and program characteristics. This requires a systematic approach to developing and delivering processes that combine the advantages of standardization with the flexibility that addresses a product's unique requirements. A good start for a company is recognizing and supporting processes by adopting an ISO 9000 standard and system and to support a systems engineering organization that epitomises a Capability Maturity Model (CMM) in its own operations and practices.

In considering the efficient operation of an organization, we look at the most productive way to get something done and maintain that process until we find a better way to do it. A problem that often presents itself in an organization is when the financial element of the company decides to eliminate an operation by cutting personnel or reduce funding and does not take into effect the result that action will have on the overall process. The process is required for product completion and more than likely will affect the quality of the product. Finance is certainly an interesting concept. Many operating companies find that they are controlled by finance.

Without question, we must assume that everyone understands the importance of keeping their company in business. To maintain the company's reputation, one should put forth the best face possible and serve the customer in the most expeditious manner. Therefore, it is essential that programs to create well informed and developed employees who are trained and capable of serving their fellow employee and customers is beyond question. People who can maintain a company's capability on the core competencies with the integrity to put their best impressions on the product development and manufacture are essential for company survival. One cannot possibly support a policy (actual or implied) that cycles new, inexperienced people into roles they cannot fill, and especially function in; this would not achieve the ultimate goals of the company, and, as productivity deteriorates, the longevity and existence of the company will be in doubt.