Leading Knowledge Management

Unlike natural resources, knowledge is infinite. Knowledge is not "consumed" in the
way we consume raw materials from the earth.

It multiplies through use. The nature of knowledge as a resource is so different that
we have seen a phenomenal growth of attention on knowledge management.

Serious knowledge leveraging efforts begin with a comprehensive assessment of where you are now and where you would like to be in the future. Assessing organizational knowledge includes:

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1.

Identifying your organization's unique value drivers and knowledge value opportunities.

2.

Assessing your present and future knowledge competencies and conducting a gap analysis.

3.

Defining and mapping the knowledge resources, networks and expertise currently available.

4.

Mapping the exchanges of knowledge and value to identify high leverage exchanges.

5.

Identifying the different modes of knowledge complexity that are important to develop and support.

6.

Evaluating existing processes and exchanges for knowledge creation and sharing.

7.

Identifying the key knowledge enablers that will need to be developed, such as culture, new values, ethics,
supporting technologies and leadership.

8.

Developing a strategic plan for knowledge management and conceptual frameworks that will allow greater value
creation and enhance tangible and intangible assets.

9.

Linking knowledge needs and learning requirements to specific performance challenges, as with the Knowledge
Complexity Framework©.

10.

Defining the new roles, relationships, communities of practice, behaviors and knowledge dynamics that will support
value creation.

Now you are ready to begin leveraging knowledge. Does this seem like a lot to do? It is. Remember that knowledge is the infinite resource. Leveraging knowledge requires attending to very different dynamics than we have in the past. It means attending to processes that we have largely ignored in our work life. Success requires serious dedication of time, attention and resources. Top companies begin with a dedicated leader for knowledge management and may spend months developing a strategy and conceptual foundation. The up front time is well worth it, since even one misspent IT investment can cost a company millions.

Large companies may have dozens of people with full time responsibilities for knowledge management. Dow Chemical, for example, has more than 100 intellectual asset units, and one global consulting company has hundreds of knowledge managers. Just as the industrial age required a whole new range of technology expertise, this new economy will require deep expertise in leveraging knowledge.

We can act as guides for your strategy team and provide educational opportunities for people to learn the critical success factors of this important new discipline. We work as external partners for your internal resource teams to help people access the experience and expertise they need. 

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