To begin with, a Legacy can be looked at as a worthwhile contribution resulting from boosted thinking and caliber for learning that an individual translates to others so that it is available to the organizations future generation of managers, employees and other stakeholders. In order for a legacy to be successfully passed on it must be digested and absorbed by others. To add on to this, a managers legacy can involve the ability to build new ways of thinking and strengthening others latitude to learn, to reflect and to gather meaning from their learning in order to leave something of enduring quality behind for the organization and the workers involved. In doing so, it improves how daily business is conducted so that new levels of organizational and individual maturity can be achieved. Knowledge plays a vital role in leaving an unforgettable legacy in an organization and works well when we decide to focus less on wha
t is owned, rather target more on what can be known interns of intellectual-capital-acceleration. Furthermore, in the process where a manager plans on leaving a legacy in an organization, a few ideas may be taken into consideration. For example; brainstorming on what exactly should be done in order to be remembered for by colleagues, customers and external stakeholders in relation to your roles in the organization (operating systems that dont exist now might there be). Secondly, reasoning on what can be started to do now or change now to be able to achieve the system made. Then, ruminating on how the operating system decided on might bring about change both to the firm and the stakeholders involved. Then creating a model that can be presented to the firm explaining on how the operating system can successfully work. When approved by owners and working colleagues involved, then implementation and monitoring can be done!