Knowledge Management Strategy

Knowledge Management Strategy

1. Introduction

   • The GC strategy provides the basic components to achieve organizational learning and continuous improvement in order to repeat mistakes.
   • A CG strategy must go beyond the high-level objectives.
   • In addition, you should identify the key needs and problems within the organization and provide a framework to address them.
   • The resources and skills needed to develop a KM strategy depend on:
     • size
     • complexity of the organizational unit
     • depth of the collection
     • analysis of the information

2. Developing a Knowledge Management Strategy

   • The result is a way to identify how the organization can make better use of its knowledge resources.
   • A KM strategy is a general problem-based approach to defining strategies and operational objectives with specialized CG principles and approaches.
   • components
     • An articulated business strategy and objectives
     • Description of knowledge-based business issues
     • An inventory of available knowledge resources
     • Analysis of the recommended points of knowledge exploitation that describes what can be done with knowledge artifacts.
   • The best steps involved in developing KM strategy are:
     • to first understand the organization in terms of its current state (as is)
     • its desired business objectives (to be)

3. Knowledge Audit

   • It identifies gaps, duplications, flows, and how they contribute to business goals.
   • key activities of IRM:
     • Identification
     • Ownership
     • Cost and value
     • Development
     • Exploitation
   • It serves to provide evidence-based information and knowledge of the current knowledge status of the audited units or "health knowledge".
   • A knowledge audit is typically carried out by interviewing individuals or groups or by administering a survey questionnaire.

4. Gap Analysis

   • A good gap analysis should address the following points:
     • List barriers to KM implementation
     • List KM leverage points or enablers.
     • Identify opportunities to collaborate with other business initiatives.
     • Conduct a risk analysis.
     • Identify redundancies within the organization.
     • Identify knowledge silos.
     • Determine how the organization ranks with respect to others within the industry.
   • The gap analysis will need a list of prioritized KM objectives to be addressed by the organization.

5. The KM Strategy Road Map

   • The road map addresses issues such as:
     • Content (management of explicit knowledge) and community (management of tacit knowledge) priorities.
     • Identification of processes, people, products, services, organizational memory, relationships, knowledge assets as high priority knowledge levers.
   • it is also important to assess the current status of the two key enablers of KM: the technological infrastructure and the type of prevailing culture.
   • A typical KM strategy document will contain:
     • the results of the audit
     • inventory of what exists
     • what KM initiatives were implemented or tried out
     • what types of knowledge exists
     • who uses this knowledge
     • how and whether or not knowledge is being shared and disseminated throughout the organization.

6. Balancing Innovation and Organizational Structure

   • Explicit knowledge is clearly defined in procedures, reports, memos, and databases. This knowledge is usually selectively shared through official chains of command or organizational hierarchies
   • If the balance changes too much in favor of institutionalization, the organization runs the risk of becoming too formal, which can hinder the innovation and open communication necessary for creative work to be carried out.
   • An organization is a complex adaptive system that operates in a complex dynamic environment, and the ultimate goal is a dynamic balance between fluidity and the pressures of institutionalization.
   • The speed and accuracy with which knowledge is transmitted should be optimal.

7. Types of Knowledge Assets Produced

   • Intellectual assets (IA) are the intangible and often highly valuable assets that can include brands, employee know-how, trade secrets, and technical information.
   • Intellectual property (IP), are those assets such as patents and trademarks that are formally protected by law.
   • intellectual assets are classified as:
     • A semipermanent body of tacit and explicit knowledge about a task, person, or organization.
     • The capital resources (human, structural, and relational) that augment this body of knowledge.
   • Edvisson and Malone (1997) propose that knowledge assets can be placed in one of these categories:
     • Human capital
     • Structural capital
     • Customer capital

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