Employees will likely have to rethink the way they share the knowledge they develop and possess. One common hurdle to increasing knowledge sharing is that companies primarily reward individual performance. This practice promotes a "knowledge is power" behavior that contradicts a knowledge-sharing, knowledge-driven culture. Successfully implementing a new knowledge management program may require changes within the organization's norms and shared values; changes that some people might resist or even attempt to quash.
To minimize the negative impact, prepare to manage cultural change.
Recruit knowledge-management champions throughout the organization who will encourage knowledge sharing behaviors within their departments and provide valuable feedback to the implementation team. Laying out a high-level knowledge management process is a key step for effective implementation. Beginning with a high-level process will help you progressively develop and hone detailed procedures throughout steps four, five, and six.
Keep in mind: the people who will be the users and contributors of knowledge should be part of this conversation. The fully developed process should be finalized and approved prior to step seven implementation.
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Organizations that overlook or loosely define the knowledge management process will not realize the full potential of their knowledge management objectives. How knowledge is identified, captured, categorized and disseminated will be ad hoc at best. Common knowledge management best practices to consider in your plan include: knowledge strategy, creation, identification, classification, capture, validation, transfer, maintenance, archival, measurement and reporting. You can determine and prioritize your knowledge management technology needs based on your program objectives established in step one and the process controls and criteria you defined in step three.
The marketplace for knowledge management solutions is vast and diverse; it is imperative to know the primary providers, understand the cost and benefit of each type of technology, and figure out how each solution could help—or hinder—you from reaching your objectives. Gain an understanding of what employees use today and what is working and not working for them.
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Don't be too quick to purchase a new technology without first determining if your existing technologies are already meeting your needs. You can also wait to make costly technology decisions after the knowledge management program is well underway if there is broad support and a need for enhanced computing and automation.
After you have established your program objectives, prepared for cultural changes, defined a high-level process, and determined and prioritized your technology needs, you can assess the current state of knowledge management within your organization. The assessment should cover the five core knowledge management components: people, processes, technology, structure and culture.
A typical assessment should provide an overview of the current state, the gaps between the current and desired states, and the recommendations for closing those gaps. With the current-state assessment in hand, it is time to build the implementation roadmap for your knowledge management program.
But before going too far, you should re-confirm senior leadership's support and commitment, as well as the funding to implement and maintain the knowledge management program. Without these prerequisites, your efforts will be futile. Having a strategy on how to overcome the shortcomings will be critical in gaining leadership's support and getting the funding you will need. This strategy can be presented as a roadmap of related projects, each addressing specific gaps identified by the assessment. The roadmap can span months and years and illustrate key milestones and dependencies.
A good roadmap will yield some short-term wins in the first step of projects, which will bolster support for subsequent steps.
International Conference on Knowledge, Culture and Change in Organisations*
As time progresses, continue to review and evolve the roadmap based upon the changing economic conditions and business drivers. You will undoubtedly gain additional insight through the lessons learned from earlier projects that can be applied to future projects as well. Implementing a knowledge management program and maturing the overall effectiveness of your organization will require significant personnel resources and funding. As long as there the value and benefits of the developing program are recognized, there should be little resistance to continue investing in knowledge management.
With that said, it's time for the rubber to meet the road.
You know what the objectives are. You have properly mitigated cultural issues.
You know what the gaps are and have a roadmap to tell you how to address them. As you advance through each step of the roadmap, make sure you are realizing your short-term wins. Without them, your program may lose momentum and the support of key stakeholders. How will you know your knowledge management investments are working? You will need a way to measure your effectiveness and compare to anticipated results.
Then, after implementation, trend and compare the new results to the old results to see how performance has improved. It will take time for the organization to become proficient with the new processes and improvements. Hobday, Mike, Armstrong, J. Renzl, Birgit, Galbraith, Jay R. Daniel Z. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:eee:eurman:vyip See general information about how to correct material in RePEc. For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Dana Niculescu.
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