Organisational Forgetting as a Systemic Reengineering Tool for an Organisational System

The article considers the concept of organizational forgetting as a systemic tool for reengineering of organizational system. Particular attention is paid to the role of organizational forgetting in freeing resources for innovation, increasing fl exibility and creating conditions for radical change. The main aspects and criteria of forgetting, systematic approach to implementation, impact on organizational resilience and effectiveness are described. The necessity of managing resistance to change and minimizing the risks associated with the loss of critical knowledge is emphasized. Organizational forgetting is presented as a key stage of transformation, which contributes to the competitiveness of organizations, in a dynamically changing external environment.