Implementing knowledge management can be challenging. In this first post of a two-part series, I describe eight challenges with possible solutions for each.
1. Getting senior leaders to provide funding, demonstrate support, and lead by example.
This is the 64th article in the Profiles in Knowledge series featuring thought leaders in knowledge management. 25 years ago I started my first full-time job as a knowledge manager, and 15 years ago I started blogging. It’s a good time to feature Ikujiro Nonaka, one of the fathers of KM, and four of his co-authors of important knowledge management books: Hirotaka Takeuchi, Kazuo Ichijo, Toshihiro Nishiguchi, and Noboru Konno.
Being an effective knowledge management leader requires three sets of specific ABCs: Attributes, Background, and Capabilities; Actions, Behaviors, and Characteristics; and Ambassador, Broker, and Collaborator. This post provides the details for each of these.
The twelfth and final step in the 12 Steps to KM Success is to share achievements and ideas with others, solicit feedback on your KM program, and reuse the proven practices of other programs.
By being active in external communities and conferences, you will be able to learn from others, benefit from a wide variety of perspectives and experiences, and apply good ideas in your program. Paying it forward means helping people with their KM efforts, so that they in turn help others, thus achieving a virtuous circle. This is good for everyone involved.
Relentlessly share what you know and have learned. Publish your experiences, philosophies, and insights. Post your ideas in communities of practice, solicit feedback, ask questions, and reply to the questions and comments of others. Present regularly and invite others to do the same. Compare your efforts to others, incorporate the good ideas of others, and evolve your thinking. …
The eleventh step in the 12 Steps to KM Success has two parts:
The second part was previously covered in KM Programs: Implement, Improve, and Iterate. This post addresses the first part — innovating KM processes and tools.
How to stimulate innovation
This is the 63rd article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Jane Hart is an independent advisor and consultant who has been helping organizations for over 30 years, based in Greatstone-on-Sea, England. She currently focuses on helping to modernize the Learning & Development (L&D) function in order to support learning more broadly and in more relevant ways in the workplace. Jane is the Founder of the Centre for Learning & Performance Technologies and produces the popular annual Top Tools for Learning list. …
The tenth step in the 12 Steps to KM Success is to select and implement people, process, and technology components using knowledge management specialties such as information architecture, design thinking, user experience, and agile development.
Create implementation plans for key components such as training, communications, and change management.
I have defined 50 components of knowledge management. I will discuss each one in detail in future posts.
In the two previous posts (Part 1 and Part 2), I discussed the first four modes of knowledge flow: collection, connection, boundary-spanning, and discovery. This third and final post includes the fifth mode (creation) and provides examples.
Creating new knowledge is an important goal for most organizations, but it is difficult to enable. By using the other modes of knowledge flow — collection, connection, boundary spanning, and discovery — and adding explicit processes to use these flows to create knowledge, innovation can be stimulated.
Let’s look at an example. In a consulting firm, information about customer projects is captured in a repository (collection). Communities for each type of consulting service are active (connection), and include consultants, partners, contractors, and salespeople from all regions of the world (boundary spanning). Details on the win rate, delivery time, and profitability of each service offering are available in a data warehouse (discovery). …