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Best Practices in Knowledge Management

1. Examine your company's culture and align your knowledge management strategy to fit how people currently communicate and collaborate. Define roles and responsibilities clearly. 2. Choose a simple knowledge management system that integrates easily into existing business processes. Get feedback from users as you develop the system. 3. Focus initially on creating and sharing relevant, useful content that is easy for users to access. Continuously enhance the system based on user feedback. 4. Incentivize employees to contribute to and maintain the knowledge management system through recognition, rewards, and acknowledgement to encourage participation and preserve knowledge as employees depart.

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AJ Tan
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66 views

Best Practices in Knowledge Management

1. Examine your company's culture and align your knowledge management strategy to fit how people currently communicate and collaborate. Define roles and responsibilities clearly. 2. Choose a simple knowledge management system that integrates easily into existing business processes. Get feedback from users as you develop the system. 3. Focus initially on creating and sharing relevant, useful content that is easy for users to access. Continuously enhance the system based on user feedback. 4. Incentivize employees to contribute to and maintain the knowledge management system through recognition, rewards, and acknowledgement to encourage participation and preserve knowledge as employees depart.

Uploaded by

AJ Tan
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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BEST PRACTICES

IN KNOWLEDGE
MANAGEMENT
USTP CDO | AJ Tan
EXAMINE YOUR COMPANY’S
CULTURE AND ALIGN YOUR
STRATEGY FOR SUCCESS
Take a close look at the people across your organization
who will be essential to implementing and maintaining
your knowledge management processes. Assess their
skills, existing areas of expertise, and how they regularly
communicate and collaborate with others throughout
the organization. Define ownership of specific
knowledge management strategies early, mapping out
each role and communicating with key players to ensure
they understand their responsibilities, how to use your
KM system, and what overarching organizational goals
are at play.
EXAMINE YOUR COMPANY’S
CULTURE AND ALIGN YOUR
STRATEGY FOR SUCCESS
The most effective knowledge management systems and
processes are those that make sense to users and can
easily flow into existing business processes. Choose
simple versus complex and employ logical content
organization wherever possible, touching base frequently
with your intended KM teams to get their feedback as you
build this framework.

A gradual, measured implementation of your KM strategy


will be less disruptive overall and will allow you to learn
from your users what’s working, what requires adjustment,
and what potential areas of knowledge growth you can
explore next.
FOCUS ON RELEVANT, USEFUL,
EASILY ACCESSIBLE CONTENT FROM
THE START.
You’ve assessed your internal and customer needs,
analyzed their frequent searches, and identified areas in
which your organization needs to build new knowledge.
Use those insights to focus your knowledge creation and
capture strategies and check in with your KM teams
frequently to ensure things are moving in the right
direction. Focus on a knowledge search strategy that’s
intuitive and easily navigable, and pay attention to your
team and customers’ feedback to continuously enhance
the search process.
INCENTIVIZE EMPLOYEES TO
PROPERLY IMPLEMENT KM.
Recognizing your employees for their contributions can go
a long way toward not only making your team feel
appreciated, but more apt to contribute to and maintain a
KM system, making it more valuable and useful to all.
Incentivize knowledge-sharing, knowledge creation, and
regular feedback related to KM improvement with
appreciative gestures, acknowledgement in employee
communications, special benefits, or bonuses depending
on their level of contribution. These highly visible
recognitions will encourage individual achievers to
continue their efforts and will likely inspire others to ramp
up their own involvement. Learn more about how to
implement a knowledge management system.
DEFINE OWNERSHIP OF KM INITIATIVES
AND ESTABLISH A CONTINUITY PLAN.
When an employee knows they are responsible for a particular
knowledge area, they are more likely to follow your defined KM
practices to provide relevant, accurate, and useful information. Their
success in this is directly tied to organizational success. With this in
mind, it should be made clear from the start that they will be
credited and rewarded for their achievements.

For larger KM initiatives, it’s wise to appoint a knowledge manager


who understands the business drivers for that initiative, indicators
of its potential success, and how to assist employees in carrying out
their specific roles. These managers should be encouraged and
rewarded for both keeping their process on track, as well as offering
critical insights into issues that need attention.
DEFINE OWNERSHIP OF KM INITIATIVES
AND ESTABLISH A CONTINUITY PLAN.

When you’re assigning responsibility for both knowledge areas and


initiatives, be sure to also consider a continuity plan—how that key
knowledge will flow to other team members if an employee departs,
in order to preserve it within your company.
CHECK IN FREQUENTLY AND FOCUS ON
CONTINUOUS IMPROVEMENT.
Regularly meeting with all members of your KM teams will help you
more clearly identify positive outcomes, as well as areas that need
improvement. Insights from people involved at different levels of
your knowledge creation, capture, sharing, and usage processes
offer valuable lessons learned and highlight gaps in knowledge so
you can refocus.
Organizations using KM most effectively are those whose strategies
and best practices are never set in stone. Rather, they evolve to
meet the changing needs and demands of the employees and
customers using and contributing to this knowledge in real time.
THE
IMPORTANCE OF
KNOWLEDGE
MANAGEMENT
IN THE DIGITAL
ENTERPRISE

Digital transformation is rapidly broadening the range of technologies


in use in the workplace. The enterprise is filling with new devices,
new platforms, and new types of digitally-enabled services. In
countless conversations with customers, we are hearing that
Knowledge Management has never been more important to the
success of the IT support organization.

In the past, the information technology base underpinning an


enterprise was comparatively straightforward. Corporate applications
were delivered from standardized datacenters, and accessed using
desktop PCs. IT organizations selected their tools and platforms, and
built their skill sets and support processes accordingly.

The digital enterprise of the modern era looks very different. With the
rise of the Internet of Things, many business services are now
underpinned by entirely new types of devices, frequently in areas of
the business that were not previously digitally enabled. Big data
systems drive new business opportunities. The datacenter has moved
beyond virtualization, to a new hybrid of public and private cloud
technologies. Mobile devices are ubiquitous.
ACTIVITY:
BEST PRACTICES
Gather the best practices from any office here in USTP
CDO (excluding student organizations) and present it in
class next meeting. Document it and submit in Google
Drive.

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