You may have heard about Knowledge Management (KM), but you are not an expert in the field. Or you may have worked at an organisation that had a KM framework and you would like to build something similar at your new organisation. It can feel a little daunting and overwhelming to start from scratch. You might wonder if your organisation is even ready for KM.
Several indicators can help signal that your organisation is ready to formalise a KM framework, or programme. Read on to see if your organisation meets any or all of these indicators.
1. Does your organisation recognise the value of knowledge?
If the organisation values knowledge as a key resource and believes that it can be leveraged to improve business outcomes, then it is a good candidate for KM.
Think about all the knowledge the people at your organisation possess – the insights of project planning and implementation, ideas and solutions, monitoring data, testimonials from project beneficiaries, feedback from donors, and more insights from colleagues and partners. The list goes on. This knowledge is difficult to capture in one place – whether you are reading a report or project document, they will not provide a full picture however comprehensive they may be. Recognising the enormous value of knowledge will benefit your organisation in the longer run.
While it is important for senior management to recognise the value of knowledge (read more below), it is equally important for team members across the organisation to recognise the value of knowledge and contribute to KM by becoming active knowledge champions.
2. Is there a willingness to share information?
If the organisation’s culture encourages knowledge sharing and collaboration, then it will likely be successful in implementing KM initiatives. This is one of the most fundamental indicators of KM’s potential for success within an organisation. If you do not already have a culture that supports knowledge sharing, then start here.
Creating and maintaining a safe environment where team members feel heard and their knowledge is valued by the organisation is key. Online communities of practice, deep dive sessions, knowledge exchange sessions, lessons learned exercises, and similar practices can be used to encourage knowledge sharing. It is important to share failures as well as successes without judgement as it will stimulate learning. Exit interviews can be used to learn from those who are about to leave the organisation. Overall, openness and transparency across the organisation will increase team members’ willingness to share knowledge. Read more about The Power of Openness and Transparency in Knowledge Management.
3. Does your organisation’s leadership support the idea of KM?
It probably goes without saying that if you want to get something done, you are going to need resources. The leadership team should be committed to KM and willing to allocate resources, such as time, money, and personnel, to support its implementation.
While the decision to establish a KM framework should come from the top, the desire, or a need, for KM most often than not comes from within the teams, at project or programme level. This suggests that the information overload, inefficiency in locating information, or difficulties in learning from past experiences are usually felt at this level. It is therefore important for team members at any level, who need access to knowledge on a daily basis, to convince senior management to establish a strong KM framework to ensure faster and better decision-making going forward.
4. Are your goals and objectives clearly defined?
The organisation should have a clear understanding of what it hopes to achieve through KM and should have a plan in place to measure its success. If you are not here yet – do not fret. Many organisations begin with a clearly defined need(s) and then develop their goals and objectives while establishing their KM strategy.
KM-related goals and objectives, as well as milestones for progress monitoring, can be set for a team, department, or organisation as a whole. KM Strategies do not work in isolation but are always aligned with organisational strategies and other key documents. This ensures a consistent approach and suggests that KM touches all aspects of the organisation.
A KM strategy should be divided into short-, medium-, and long-term with clear objectives and milestones for each period. Defining KPIs to measure progress and developing a detailed action plan will help ensure successful implementation of the strategy and achievement of the set objectives.
5. Is your organisation open to acquiring new technology to support KM?
Although technology alone will not deliver KM, it is an important enabler of it. The right technology infrastructure and tools, such as a content management system or a collaborative platform, can support KM activities and increase productivity.
Contributor: Lori Reid, Senior Knowledge Management Consultant, Consult KM International
consultkm.org 