One of the first – and very important- steps in knowledge analysis is to identity the barriers to knowledge sharing and address each one of them. Those barriers can be different from one organisation to the other and may vary from confidentiality paranoia, lack of dedicated resources, short-term thinking, poor knowledge-sharing vehicles or knowledge tools not always aligned with communication trends (social networks, Iphone apps, web-casts).
Though supported by a technological platform, knowledge management is not only a technological tool. Knowledge management is about effectively managing people assets and needs to be balanced evenly between:
Providing fast quality support and enhancing people collaboration are 2 key points to an effective knowledge management that should be integrated in the daily responsibilities of each employee -but most of the time this requires a behavior change.
To help shifting from communication to collaboration and participation, setting up KPI’s for knowledge sharing, motivating collaborators with interesting reward schemes, communicating about the initiative widely and constantly, are a must.
First start to understand the current level of maturity of the company in the space of KM management and what KM means for your company. Like in any project, it is important to define an efficient approach and strategic plan.
Knowledge management is an evolutionary process and must be defined within your terms. It is crucial to continually make the business case and have a strong and continuous sponsorship from top management to achieve results.
Therefore it is important to invest in a formal knowledge management approach where strategic connectedness and governance are fundamental.
To realise business benefits, a long-term strategy, new ways of working as well as a behaviour change is fundamental. The knowledge management approach and strategy must be transversal throughout the organisation and must be strongly supported by all.