Knowledge management (KM) has long been a key component to effective organisational content management. Just like unstructured information, knowledge is one of the most important and determining assets in global companies today.
KM can be defined as the process through which an organisation generates value from its intellectual and knowledge-based assets. In recent years, KM has become known as a critical success factor for longevity in large organisations.
This is due to the various demographic and economic factors such as an aging workforce, logistical globalisation, unstable economic climates and outsourcing. These factors require that organisations are more aggressive in retaining their critical knowledge and are better able to transfer knowledge throughout the workforce.
Some common barriers to KM initiatives:
* Getting employees on board
Employees view knowledge as power, therefore selling the concept of KM to employees as a value-add should not be underestimated. This is specifically true during a KM implementation. Forcing people to share their knowledge does not work! Employees should rather be encouraged to do so by creating a rewards system for their contributions as well using a top down approach from management- this should yield better results.
* KM requires ongoing maintenance
As with other assets, the value of knowledge can erode over time. A KM programme should be constantly updated to ensure the information remains relevant at any given time. There is therefore no endpoint to knowledge management and just like product development, marketing and R&D, KM is a constantly evolving business practice.
* Not establishing what knowledge should be retained
Gaining value from KM starts with determining what knowledge should be retained and what knowledge should be distributed in the organisation. Not all knowledge is valuable. Employees should be involved as part of a KM implementation team in determining what knowledge is current, relevant and important enough to be included in a KM implementation. This will also ensure the employees buy into the process and eventually, the system itself.
* Integrating processes, people and technology
People and processes are the main components in delivering organisational goals. Thus, any approach that focuses entirely on technology and not on the human and process aspects of KM, will - more often than not - fail.
As with all content management implementations, the goals for KM should be placed in the context of an overall information management and content management strategy for the organisation. A properly defined strategy for KM that is supported by executive management will assist in managing change, it will also ensure the correct knowledge is managed and it will contribute to the successful implementation of a knowledge management system.
The implementation of KM is a challenge. However, the benefits are well worth the effort!
For more information on KM and other information management strategies, please contact the ECM Consultancy Division - Bennie Kotze on +27 (0)11 791 1028 or bennie.kotze@nokusaei.com.
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