Implementing KM

It may be difficult to introduce KM across the organization in one go. One way to kick-start KM activities in an organization is to launch short burst KM initiatives. Typically, they may involve creating an intranet, creating knowledge repositories, setting up data warehouses, decision support tools, implementing groupware, helping knowledge workers come together and mapping internal expertise. Successful KM projects aim at solving a problem that is crying for a solution.

The right project to launch can be determined only after thoroughly examining the key knowledge processes in the business. Some involve the creation of knowledge. R&D is a good example. Others involve the sharing of knowledge. Other processes may involve discovering/finding knowledge (market research), applying knowledge (after sales service) or reusing knowledge (an educators).
Broadly speaking, KM initiatives can focus on either knowledge creation or knowledge sharing or both. Knowledge creation is largely about innovation. There is plenty of literature on managing the innovation process. We will not go into the details here except for pointing out that innovation is as much about developing specialized expertise as about culture. If the culture does not encourage experimentation and risk taking, innovation will not really take off, even if the organization has the most talented people.

Knowledge sharing initiatives must be tightly linked to the company’s business processes and what people need to know to do their jobs effectively. The right questions to ask are: What are the jobs people are trying to get done? What is the knowledge base required? Customers can also be asked what they expect the company to know.

Knowledge sharing initiatives can take various shapes. A yellow-page may be a good starting point. A knowledge repository may house important documents that are frequently used. A help desk can play the role of a librarian – guiding people around the repository, keeping the databases up to date, etc. A bulletin board can help people place requests so that others within the system can respond. To facilitate sharing of tacit knowledge, a physical context may also be needed. That means providing meeting spaces and  conference rooms. Suitable design of the work place can also help by creating more opportunities for conversations on corridors and near coffee vending machines.

MZA