
AUSTRALIAN
FINANCIAL REVIEW KM SPECIAL
'THE
CORPORATE WORLD IS WISING UP' by Mark Lawson
DEBRIEF
KM
is an enterprise-wide business process. It is getting properly
branded after some years of searching for an identity. It dramatically
enhances business unit competence such as seen in SKM's case of
proposal writing and project management. ARDU's usage of KM achieves
strategic knowledge that can lead to innovation at the operations
level and enterprise-wide. This latter approach is particularly
seen to achieve best practice transfer across an organisation.
There
are various gradations of KM process maturity. Many Australian
financial firms can now be said to have started on the road to
developing advanced KM processes and practices. But it will mean
assigning certain people formally with chief knowledge officer
positions or informally with team leader/facilitator responsibilities
to champion and maintain the knowledge sharing culture needed.
It is a newer set of work practices. It is asking knowledge workers
to document their outputs (reports etc.) and their inputs (the
processes they take) and more importantly, to transfer others'
learning into their own work practices.
The
Meta Group warns that the people processes must be in place before
introducing technological storage and collaborative tools. This
is a new finding.
Technology cannot drive good interpersonal work relationships.
These social skills can be trained for and must be in place first
to gain any real leverage from the technology processes of KM.
Nothing
was said about the communities of practice, arguably the most
central component of the KM process. Till now SKM's and ARDU's
efforts could be achieved without interacting directly with fellow
knowledge workers. However, we learn best through social learning
groups called communities of practice (see Pfizer
case study) and this would be their next point of KM evolution.
Nevertheless, KM initiatives are already producing dramatic returns-on-investment
for many Australian companies.
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