The tenth step in the 12 Steps to KM Success is to select and implement people, process, and technology components using knowledge management specialties such as information architecture, design thinking, user experience, and agile development.
Create implementation plans for key components such as training, communications, and change management.
I have defined 50 components of knowledge management. I will discuss each one in detail in future posts.
- culture and values
- knowledge managers
- user surveys
- social networks
- user assistance and knowledge help desk
- goals and measurements
- incentives and rewards
- lessons learned
- proven practices
- content management
- metrics and reporting
- management of change
- social network analysis
- appreciative inquiry and positive deviance
- user interface
- team spaces
- virtual meeting rooms, web/video/audio conferencing, and telepresence
- threaded discussions and Enterprise Social Networks (ESNs)
- expertise locators and ask the expert
- metadata and tags
- search engines
- podcasts and videos
- syndication, aggregation, and subscription management systems
- social software and social media
- external access
- workflow applications
- process automation
- gamification applications
- analytics and business intelligence
- cognitive computing and artificial intelligence
Please read Stan’s additional blog posts offering advice and insights drawn from many years as a KM practitioner. You may also want to download a copy of his book, Proven Practices for Implementing a Knowledge Management Program, from Lucidea Press. And learn about Lucidea’s Inmagic Presto, with KM capabilities to support successful knowledge management programs.
KM leaders must use surveys to find out what users struggle with, what tools they still need, what they use, and if/why they like what’s provided.
Knowledge managers raise awareness, align with business priorities, promote a KM culture, engage leadership, manage infrastructure
Knowledge managers should identify organizational culture/values, leverage elements conducive to knowledge sharing, and address those which are not.
A KM program will only be successful if leaders trust staff to share knowledge effectively and usefully; staff must trust there will be mgmt advocacy