Managing the Knowledge Workforce; KM Cyberary; 3 Keys to KM Success
While it is possible — in theory — to convert an entire large business organization to a knowledge-supporting culture, this process is difficult and, in fact, rare. Most successes start with small steps. The trick is in picking the focal point. Most successful knowledge sharing projects focus on particular problems — customer service, product development or cost of field service — and use knowledge management, the application of expertise and information, to fix the problem. With success comes permission to apply the technique to other problems.
Managing knowledge and the knowledge worker is not a trick, it is the application of a number of communication and collaboration related tools to assist workers whose jobs are based on applying information and knowledge to solving problems. The better the tools we provide, the more knowledgeably we support their use, the better the chance for success
A compilation of links on Knowledge Management, Librarianship, Philosophy, Health, Technology, ITES/BPO/KPO/RPO, ITIL, Call Centers, Business Information and other subjects.
Q: What leads to the success of a KM program?
A: Here are three keys.
- Set three simple goals (e.g., Capture, Reuse, and Participation) and stick with them for the long term. Communicate them regularly. Incorporate the goals and metrics into as many parts of the organization as possible (e.g., employee goals, incentive and rewards programs, newsletters).
- Keep the people, process, and technology components of the KM program in balance. Don’t allow one element (e.g., technology) to dominate the other two.
- Lead by example. Model the knowledge sharing behaviors you want the organization to adopt in how you run the KM program.