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What is KM about?

It depends on who you ask and what their experience is with it. Some people/organisations focus on technology, some on people, some on process, a very few recognise that it needs to be a balance among the three, and for good measure also create a strategy to support their plans and ideas and to ensure alignment with the organisation.

But beyond that, what is knowledge management about? Why do we/our organisations do it? 

KM Institute partner, Enterprise Knowledge, shares more insight on the application of Design Thinking in development of an organizational KM strategy. . . scroll to bottom of page for info on new course on this topic from KMI.

This week two different people said to me: I do not know what you do. Fortunately, these were not coworkers or members of the KM community, but close friends. Answering that I work in “knowledge management” was not enough. By this time, they know this. Both of them had jokingly said at some point in our friendship that “I should manage their knowledge” which I am sure sounded very funny in their minds!

It dawned on me—what is it about KM that is so clear to KM workers but so elusive to others?

What’s the likelihood that KM solutions “stick” without a KM leadership team? Pretty slim. When you take the time to develop leaders who understand the value of knowledge management and are empowered to be creative and try new ways to solve tough organizational challenges, you create a culture of knowledge sharing, team collaboration, and personal and professional growth.

As I’ve often asserted, one of the major reasons KM efforts fail is the lack of early, frequent, and consistent involvement from end users. We also continue to see organizations struggle with early KM strategy and decision-making, failing to get the buy-in necessary for a true KM transformation. This isn’t just about building users into the design effort. Beyond that, it’s about engaging them in the initial discussions regarding wants and needs and what’s working and what’s not, within the focused context of Knowledge and Information Management.

As a small and growing knowledge management team, we are always looking for ways to engage our people. The FIFA World Cup 2018 presented a perfect opportunity for our us to create an internal campaign at our company, Moorhouse Consulting, modelled on the World Cup. It’s not hard to get swept up in the competitive spirit of the World Cup - even if you’re not a die-hard football fan. This enthusiasm was the wave we wanted to surf.

Our aim was to get people to share knowledge and understand the processes and benefits of knowledge management.

In my career as a KM Consultant, I’ve often worked with organizations who have previously experienced failed KM initiatives and want to avoid repeating past mistakes. I’ve worked with an array of organizations spanning industries, size, and geography, yet the tales of Knowledge Management woe I encounter tend to be quite similar.

In a recent post on Lucidea.com, well-known KM expert, Stan Garfield shared his tips for "Seeking Outside Help" in selling KM to others within your organization.  We at KMI have found that this is a common issue faced by knowledge managers, and hope you find Stan's advice useful. . .   

You don’t have to go it alone to sell KM to others in your organization. Take advantage of outside help by scheduling visits with others who are doing KM well, joining and participating in KM communities, using industry analyst reports, or using an outside consultant.

As knowledge management professionals, it’s clear to you and me why we should invest in knowledge management initiatives. However, not everyone shares this understanding, especially at the executive level, so what can you do to gain buy-in from senior leaders along with the resources and support you need to be successful?

Can KM be your "Superpower"?  Vanessa DiMauro of Leader Networks thinks so!  She shares a few tips for boosting your career in her recent blog post, which we are passing along to you today.

"Why KM Is Your Superpower"