· Helping them to understand their own KM strengths and weaknesses;
· Identifying KM and knowledge gaps and areas for improvement, in order of priority;
· Pinning down which knowledge topics need to be managed first (because you can’t do it all at once);
· Setting up pilot projects in priority areas (because you can’t do it all at once);
· Identifying lessons from the pilot projects and using them to adjust the KM framework before it is rolled out more widely;
· Creating KM strategies and policies, giving senior leaders the ability to drive KM programmes forward;
· Interviewing experts in critical knowledge areas so their know-how doesn’t leave the firm when they do;
· Creating knowledge assets so that critical knowledge becomes available to everyone;
· Facilitating lessons capture meetings, to help project teams learn from their experience;
· Facilitating Peer Assists, to help new project teams learn from experienced ones;
· Shaping and adjusting the culture from one where ‘I know this’ to one where ‘we do’.There are plenty more, but those will do for now.
The last point, about changing the culture, is both the hardest thing to do but yet the one thing that will have the greatest effect, if done properly.
There are many tools and activities that help reveal an organisation’s culture and provide evidence that things need to change – surveys, interviews and workshops can all provide an overview of the culture. In the next blog post, we’ll look at one to help individuals alone.
For a conversation about KM with leading management consultants in the field, please visit the Knoco website or contact me direct.