|
 |
| Our Services » Research » Completed Results |
Project KM: Getting Serious about Knowledge Management
How to shift focus from data and information to knowledge
:: completed list main ::
In a marketplace where companies can act – and
imitate one another’s actions – at "Internet speed," knowledge and the ability
to deploy it are among the few remaining differentiators. Senior business
executives know this intuitively, and at the same time remain rightly skeptical
of investments and projects aimed at managing that elusive combination of
information, experience, and judgment we call "knowledge."
Most knowledge management programs are technology
projects rather than business initiatives. Millions of dollars are spent on the
mechanisms for capturing, storing, and distributing what employees know. Yet the
most valuable knowledge remains tacit, resistant to mechanization, and few
companies are mastering the formula for leveraging business
knowledge.
The most important "network" for knowledge management is the human one:
- Knowledge management must begin with the outcomes the business seeks to achieve.
- The next step is mapping where in the enterprise truly leverageable knowledge exists, and who else needs to share in that knowledge.
- Only then can one select the best tools and deploy the technical infrastructure to facilitate that knowledge exchange.
- Getting serious about knowledge management also entails investment in the people, processes, and behaviors needed to follow through on early initiatives and to institutionalize the management of knowledge assets.
This Re.sults® report describes, through
explicit recommendations and detailed case studies, how to get started with
knowledge management, how to drive knowledge management activities from business
outcomes, how to map human knowledge networks, how to organize and deploy
knowledge management technology and staff, and how to motivate people to be
active parts of the corporate knowledge network.
|
|
