Commercializing GMP products requires
tremendous organizational learning. This
conflicts with the regulatory and business
drivers that force product development
down a fast-paced, restrictive path. Knowledge
transfer is rarely a priority. Short-term
motivators end up taking precedence over
long-term organizational development.
As a result, manufacturers find themselves
without sufficient knowledge to consistently
supply quality product. Organizations that
are functionally balanced and can transform
knowledge into organizational learning will
be the ultimate winners in achieving greater
manufacturing flexibility (1).