How to identify, select and plan a KM pilot project

I've blogged before about using 'pilot projects' to introduce knowledge management (KM) into an organisation.  That post (here) explained their use in terms of building support for KM and thereby slowly changing the culture. 

Purpose

A KM pilot project seeks to introduce and combine a number of KM elements to address a specific business problem.  This has two key benefits:

• It enables the wider KM implementation effort to trial, test and adjust KM framework elements before rolling them out to the entire organisation, thereby minimising disruption and cost;
• It alleviates problems and wins further investment from senior management, as well as creating 'good news' stories with which KM can be sold to the wider organisation as part of a communications plan.

Let's now look at how we might identify, select and plan such a project.  Since we at Knoco currently have 4 clients at various stages of this process, I thought this would be worth exploring....

Identification
First off, run a workshop at which current business issues can be discussed and a shortlist of viable pilots selected.  The following steps might come in handy:

• Send out calling notice across the organisation, inviting functional leads and/or senior managers to present and discuss their current 'pain points' - a rough agenda at this stage;
• Book venue, facilitator, workshop 'stuff' (i.e. flipcharts, post-its, pens etc.);
• Send out confirmatory notice, with a finalised agenda;
• Suggested workshop agenda:
• Introductions - of one another
• Introduction to knowledge management (KM) - to create a common understanding
• KM tools, processes, approaches - to show what KM elements involve and achieve
• KM case-studies - to demonstrate how KM alleviates problems and creates value
• Presentations - each team or department describes their current issues 
• Discussion - combinations of KM elements are suggested for each problem, for example:
• Retrospects - to identify lessons from each 'turn of the wheel'
• Interviews - with key experts in the specific functional area
• Knowledge exchanges - to share knowledge on a specific business problem
• Knowledge assets - a 'go to' place with all best practice, guidance, tips etc.

Selection

Having identified a number of areas where KM might help, a system of voting and selection is needed to enable a KM pilot project to be planned.  This can happen at the above workshop or afterwards, based on written-up notes etc.  Methods may vary, but a number of criteria should be considered to enable each potential pilot to be judged fairly.  The following are suggestions only - there will be others:

• Business impact
• Is knowledge a key factor in delivering business performance?
• Will the impact of the knowledge be demonstrated in a short enough time?
• Business advocacy
• Is there a local business sponsor?
• Will there be a local person accountable for the delivery of the KM project?
• Transferability and reach
• Do cross-business customers exist for the knowledge gained from the project?
• Will the knowledge and learnings from the project have strategic potential for growth?
• Feasibility
• Can we make time/space for people to work on the project?
• Do we have enough skilled KM resources available?

Each potential pilot project can be awarded scores against each of these criteria, with the highest 3 shortlisted for further scope definition and a GO/NO GO decision from senior management.

Planning

Having selected a KM pilot project, we must now plan it.  This will require a number of in-depth conversations with key stakeholders, to understand fully the current business context and then formalise a planned response.

The output from these inter-actions will be terms of reference document and implementation plan, covering:

• Context - why is this happening?
• Scope - what is included?  What is not?
• Stakeholders - who's involved?
• Governance - who's in charge?
• Approach - how do we do this?
• Resources - who can help?
• Costs - how much?
• Schedule - when and in what order?
• Deliverables - what will we have to show for our efforts?
• Benefits - how much value will we create?
• Metrics - how do we measure success?

The costs and benefits can be presented in a business case, which is a discrete activity in its own right and which I will examine in greater depth in another post.

For a conversation about knowledge management pilot projects, or about anything to do with KM, please contact me direct or via the Knoco website.

The Story of Everybody, Somebody, Anybody and Nobody

This is a story about four people named Everybody, Somebody, Anybody and Nobody. 
There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody's job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn't do it.
It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.

The issue at the heart of this well-known tale is 'accountability', or rather, the lack of it.

Regular readers of this blog will know that the 4 key enablers of knowledge management (KM) are:

• People with specified roles and accountabilities
• Processes to enable consistency and quality
• Technology to store and share huge amounts of 'stuff'
• Governance to encourage, require and support people to manage their knowledge

All of these are essential if we're going to define, implement and maintain a knowledge management framework.

However, over recent month I've been coming to the conclusion that the first one is perhaps the most important.

When I explain what we mean by the 'people' part of a KM framework, I usually say that it means that people have specific KM accountabilities, and that they acknowledge those accountabilities.  In other words, it's not enough for something to be written on a job specification (although that would be a start, admittedly).  No, the accountabilities are not just written down but accepted by someone as part of their role in the organisation.

To be 100% clear, with proper accountability it's not enough for 'the Boss' to say "that is your job" but employees need to respond with "Yes, that is my job and we have a shared understanding as to what that entails."

If effective governance is missing, KM will always be patchy, with isolated pockets of good practice surrounded by the bulk of the organisation all but actively mismanaging its knowledge.

If technology is absent, KM takes longer and can only ever reach people who share the same office or, at a stretch, the same building.

If processes are not in place, KM will be random, prone to error and quick to lose credibility.

But it is the absence of proper accountability that will prevent KM ever taking off at all.  People will always think that KM sounds like a 'good idea' or 'common sense' but will always assume that someone else is doing it, like the four fools in the story above.

For a conversation about creating or updating the KM accountabilities in your organisation, please contact me direct or via the Knoco website.

What does world-class KM look like?

Since we can always continue to learn from one another I am currently seeking conversations with anyone who would be happy to share how their organisation ‘does’ knowledge management (KM).  In return, I'm willing to offer reciprocal insights into some of the best KM practices we at Knoco have encountered in recent years.

In this spirit of mutual support, I recently caught up with a former Army colleague who now works for a consulting firm and, over a very enjoyable breakfast, he gave an overview of what excellent KM looks and sounds like.

He gave me permission to share his account on the condition of anonymity, so what follows is a simplified version.

He identified 6 distinct features that combine to enable world-class KM, namely:

·        A shared understanding that ‘knowledge’, for the purposes of KM, means ‘know-how’, NOT merely information;

·        A sophisticated knowledge base, wherein users can search for knowledge relating to the current project on which they are working. All content is tagged and can be ‘marked’ by other users according to its helpfulness;

·        An internal ‘people-finder’ tool, where personal profiles include past experience and the knowledge topics in which each person might be considered an expert;

·        A discrete and defined cohort of staff whose job it is to capture, organise, review and update all the firm’s knowledge – if you need to know how to do something in the field of construction in South America, and are unable to find it, they will do it for you;

·        A clear system of accountability, whereby all knowledge products need to be reviewed, approved and given a ‘stamp of approval’ by the firm’s relevant experts in the field;

·        A culture where there is no internal competition, little evidence of hierarchy and a system of compensation under which people are rewarded developing others and for creating and sharing knowledge – silos, tribalism, politicking and the ‘knowledge is power’ concept are simply forbidden.

My former colleague then shared a brief anecdote about his first day in the job: he had been added to a team working on a client project and was expected to brief the client the following day.  Using many of the features described above he produced and presented 15 slides and the client agreed the proposed project the following day.

This wasn’t a KM assessment interview but old habits die hard....as he spoke, in my head I was assigning scores (out of 5) to the various components of our KM framework model: 5, 5, 4.5, 5, 5….etc!

It was a real privilege to talk with someone from a company that not only ‘gets it’ with KM but is so clearly an example of how it’s done.

For a conversation about how your organisation manages its knowledge, and then perhaps how it might do it better, please contact me direct or via the Knoco website.

How to plan a lessons learned meeting

Earlier this week, I discussed with a client how we can introduce Retrospects or lessons capture meetings to their organisation, as part of the wider implementation of a Knowledge Management (KM) framework.

If we go ahead, I'll be coaching him on the planning, facilitation and write-up of such events and will be using some slides I prepared some time ago.

You can view and download them from Slideshare, using this link here.

Let me know if you'd like to hear more, or have any questions about the material, either direct or via the Knoco website.

Help! Someone has asked (yet again) "What is KM?"

How often do those of us interested in KM get asked, "What is knowledge management?"

Wouldn't it be really handy to have a short, sharp introduction to the subject, with the key ideas displayed in a smart, simple way?

Well, my clever colleague from Knoco Poland, Ewa Stemaszek, has helpfully produced an infographic that does just that.  You can find it on her website, at this link here.

Well done, Ewa and thank you!

How can KM consultants help? Let me count the ways...

Knowledge management (KM) consultants can help their clients in several ways:

·        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);

·        Designing and implementing KM frameworks, to manage the knowledge;

·        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.

Get the right tools for the job here....

For the past year, we at Knoco have been helping an aerospace consortium to create a KM toolkit.

We ran a series of workshops, each covering a separate topic area, the output of which became a chapter for the toolkit.

The chapters are:

• What is Knowledge Management and why do it?
• Retaining Critical Skills
• Building Best Practice
• Learning from Projects
• Enabling Collaboration
• Finding and Structuring Knowledge 

The toolkit has now been published online and is available to download (for free) from the page at this link here.

Whilst the case-studies and context are drawn from the aerospace-industry, many of the issues discussed, and almost of the tools themselves, relate to all sectors.

Please take a look and, if you’d like to have a chat about the toolkit itself or knowledge management in general, do contact me direct or via the Knoco website.

What's a KM framework, I hear you ask? Well this little video will explain all....

For a chat about people, processes, technology and governance, please get in touch or visit the Knoco website.

Rain, drain, bucket and mud, KM clear it up

I bent forward into the drain, my shovel digging into the thick, smelly mud which squelched as I lifted it clear into the bucket.  The bucket, now almost full, stood as testament to the power of knowledge management.  With my back aching, the weak autumn sun made my brow’s sheen of sweat gleam; my breath clouded forth in the cold morning air and I steadied myself for another lunge into the now nearly empty drain.  I smiled grimly to myself, thinking, “Even this is not a lesson learned.”

Twenty-four hours earlier, I had attended a family service at my village church. Before the service began, I had noticed the unsightly mud that storms in the week had washed down the hill – it had blocked the grills sitting on top of each drain and large puddles had spread out across the car park, pavement and the footpath that leads into the church.  Members of the congregation – many of them visiting for a baptism and forming negative first impressions – gingerly tiptoed their way past the worst of the mess but few could avoid entering church without their smart footwear being spattered with small flecks of mud.

I sit on the committee that oversees the running of the church, with specific responsibility for its grounds – this usually involves asking volunteers to help with weeding, mowing the lawns, lopping or pruning trees, sweeping leaves etc.  I had made a point of arriving at church 30 minutes early, so as to clear any likely mess but, on arrival, it was clear that I could only do so much in the time available and that I would have to come back another time, better prepared [1].  A lesson learned, some might have said…and they would have been wrong.

So the following morning, I headed off to church again, armed with a broom, a hose, a rake, a bucket and a shovel.  First thing I noticed was that the tap in the churchyard was not threaded and so I couldn’t attach my hose to it.  I had to pause, head off to a hardware store and buy the necessary hose attachment [2].  Some 2 hours later, after lots of hosing, sweeping and shovelling, the main walkway into the churchyard was clean and tidy and the 2 main drains were empty [3], their muddy, smelly contents emptied into a bucket and thrown on the churchyard compost heap.

I then noticed that each of the 2 drains had the entrance of an underground pipe running between them.  I hosed it down from each end and noticed that whilst the water clearly ran from one into the other, it appeared to do so in the wrong direction.  To be clear, the drain closest to the Church (Drain A) had a pipe running from it, no doubt into a sewer deep underground; but the other drain (Drain B), whilst obviously meant to overflow into Drain A, could not do so because of the angle of the pipe running between them.

It therefore appears that, after heavy rainfall, instead of excess water and mud flowing out into the sewers below, such flotsam flows back into Drain B, from which it cannot escape.  Therefore, I will have to raise this with the local water company for them to inspect the drains [4] and, if necessary, correct the flow of water between them [5].

Now, I hear you ask, what on earth does any of this have to do with lessons learned, or knowledge management?  This insight into the travails of a rural parish church is all very well but how is it relevant to me in my law firm, battalion, hospital, laboratory, police station, shop, airport, oil rig, aircraft carrier or trading desk?

As some readers may recall, lessons first need to be identified, then the recommended actions have to be implemented before any learning can be said to have taken place.  (Regular readers of this blog will recall the 10 stages in the life of a lesson.) We’ll now show how my actions relate to lesson learning and readers may spot where their own lesson learning processes (if they have them) fall short.

So, back to the drains outside my church.  I identified 5 actions that needed to be implemented in order for any lesson to be ‘learned’ from this ecclesiastical flooding saga: these are highlighted in bold.  Here they are again, re-written as thought part of a lesson:

1. Cleaning up the drains area outside the church will take time and you will need the correct equipment.  Set aside at least 2 hours and bring the following: waterproof gloves; wellington boots; a large bucket; a wooden broom; a shovel; a rake; a hose (plus extensions, if necessary);
2. Check the tap to which you will be attaching the hose and buy an attachment to fit it before you begin work;
3. Use the rake and shovel to remove large clods of mud and leaves, then spray the cleared area with water, using the broom to clear away the surface water and remaining mud either into the bucket or into the drain if it is clear.  If the drains are full, remove and set aside the metal cover, then dig out the blocking mud and leaves into the bucket, before emptying it onto a compost heap or similar area away from the drains;
4. If the drains remain blocked, contact the local water company and request them to inspect them;
5. Pipes connecting drains must be angled correctly to ensure water flows between them and away into a sewer; drainage engineers should consult the local map of drains and sewers before installing a new connecting pipe.

You will note how the first 3 actions fall upon me; in an expanded form they could become part of a guidance document or knowledge asset, thereby embedding the knowledge gained from this experience.  Such a document should then be included along with any others relating to my role as overseer of the church grounds, so as to pass on this knowledge to a successor if/when I relinquish my role.

The final 2 actions are where this lesson needs to be ‘transferred’ or ‘elevated’ to an authority better equipped to deal with them.  Only when the connecting pipe has been angled correctly can this lesson be said to have been ‘learned’.

I hope I have shown that there is quite a bit to do when seeking to learn in a deliberate way and some might question the effort and time required. Then again, there are those that put up with living under a leaking roof, or sitting on a delayed train, or working on an unsafe oil rig, or indeed any of the many frustrations and frictions that persist from not managing knowledge properly.

For a conversation about knowledge management in general or learning lessons in particular, please get in touch or visit the Knoco website.

Who'd have though a bomber could be grounded by forgetting?

In stories about yesterday’s final flight of the Vulcan bomber, a small detail caught my eye. 

As reported in the Daily Telegraph, “The Vulcan To The Sky Trust, which brought the 55-year-old aircraft back to flight eight years ago, has accepted advice from supporting companies that they no longer have the expertise to keep it airworthy as engineers retire from the industry.” 

Perhaps it is not surprising that there are few people employed nowadays with the right knowledge to keep a now obsolete aircraft flying.  What is surprising however, is that for younger aircraft still in service, there remains this issue of experienced engineers retiring and the risk associated with that.

I have written before about Knowledge Retention and Transfer programmes and how companies are using them to address this risk.  What I haven’t stressed before is that even this initiative is a ‘sticking plaster’ solution.

A longer-term, enduring approach is one that does not let engineers get anywhere near retirement age with all that valuable knowledge locked inside their heads.  That knowledge is not theirs alone since it has been created and accumulated on their employers’ time and with the help of their colleagues.  It should be treated as such.

This means recognising that knowledge is an asset and developing knowledge management frameworks to manage it accordingly.

Come visit the Knoco website to find out more.

The 10 principles behind successful KM strategy implementation

I’ve just finished reading ‘Designing a Successful KM Strategy’ by Stephanie Barnes and Nick Milton.

I’ll review it in due course but for now, thought the 10 principles listed in Chapter 4 were worth listing here:

1.      KM implementation needs to be organisation-led; tied to organisation strategy and to specific organisation issues.
2.      KM needs to be delivered where the critical knowledge lies, and where the high value decisions are made.
3.      KM implementation needs to be treated as a behaviour change programme.
4.      The endgame will be to introduce a complete management framework for KM.
5.      The framework will need to be embedded into the organisation structures.
6.      The framework will need to include governance if it is to be sustainable.
7.      The framework is to be structured, rather than emergent.
8.      KM implementation should be a staged process, with regular decision points.
9.      KM implementation should contain a piloting stage.
10.   KM implementation should be run by an implementation team, reporting to a cross-organisational steering group.

I’ll look at these in more detail in my next post.

To discuss how to design and implement a KM strategy, please get in touch or visit the Knoco website.

Designing a Successful KM Strategy - Stephanie Barnes and Nick Milton

I just got my hands on a copy of this book by my colleagues, Stephanie Barnes and Nick Milton.

I'm whizzing through it (nearly done!) and hope to have a review up on this blog within the week.

The balance between researching an academic thesis and writing a 'Dummies' Guide' is a difficult one to strike. However, this book gets it just right in my view. I am impressed by how accessible it is, with valuable insights gained from many years of work at the KM coalface.

KM sometimes gets a bad name, not entirely unfairly. However, I particularly like the way this book explains why some KM interventions fail to generate their expected value and sets out how these shortcomings can be addressed.

The over-riding message I take away from this is that this isn't a game, and deserves time, effort and, crucially, judgement on where and how KM can help a business in its wider, commercial strategy.

More to follow when I'm done!

Where are we headed? How are we going get there? - KM and strategy development

Most successful organisations develop and follow strategies. 
Opinions differ on the components needed for an effective strategy but one well-known perspective is that of the US military, for whom a strategy must cover:

·        Ends – why are we doing this?

·        Ways – how are we going to achieve our aims?

·        Means – what resources will we use?

Companies can choose any number of objectives but Knowledge management (KM) can inform both Ways and Means thus:

·        Ways

o   Increased collaboration

o   Innovation

o   Quality improvements

o   Higher productivity

o   Reduced costs

·        Means

o   KM frameworks

o   Knowledge Assets

o   Communities of Practice (CoP)

o   After Action Reviews and Retrospects

o   Peer Assists

o   Lessons Learned

o   Knowledge Retention and transfer

Knowledge management (KM) can and should inform an organisation’s strategy.  Indeed, at Knoco we believe every company should develop a KM strategy to support and enable its overall business strategy.
A KM strategy should include the following elements:

·        A vision – what will the future organisation’s use of KM look like?

·        The scope of KM – what do we mean by KM and where will it apply? (i.e. it’s not document or information management, although those are related disciplines)

·        The business drivers – why are we doing this?  Examples might include cost reduction, new product development, mergers and acquisitions, movement into new markets etc.

·        Opportunities and risks – what initiatives are underway to which KM can be aligned?  What potential threats exist?

·        The value proposition – what is the size of the prize?  How much value can be gained?

·        The critical knowledge areas – where should we start?

·        Stakeholder management – who should be part of this and how do we gain and maintain their support?

More information about Knoco’s KM strategy work can be found on the Knoco website here.

5 things Knowledge Managers can learn from Samaritans

Samaritans is a UK charity that provides emotional support to people in crisis, including those that may be feeling suicidal.  There are many similar organisations worldwide that offer people an opportunity to explore their feelings in various ways, such as face-to-face, over the phone or even via text message or email.

I worked as a Samaritan for a number of years and found it both a rewarding and challenging experience.  As well as being in the privileged position of being trusted to hear people’s most intimate thoughts and feelings, I learned many things, about myself as well as skills that I have used in my career as a Knowledge Management (KM) consultant.

On a bike ride this morning, I thought about the relationship between KM and the work of Samaritans and I think many of us working in Knowledge Management have much to learn from this particular line of work.

Judge not, lest ye be judged

Samaritans do not judge those that get in touch, seeking their help.  Samaritans may hear things of which they disapprove, be they attitudes, opinions or things that people have done that have harmed others, perhaps in unbelievably cruel ways.  But there is never any judgement from the person taking the call.

In KM also, objectivity is vital.  KM people and teams should remain impartial as they learn (and facilitate wider learning) what has worked and not worked in their organisation.  Whilst the KM team has to appear somewhere on the org chart, they should be beholden to no-one whilst helping everyone equally.

Listen, then listen again

Listening is at the heart of the work that Samaritans do.  They create and provide a supportive environment in which callers or visitors can open up and express thoughts and feelings that they may not yet have actually heard out loud.  Samaritans know that sometimes silence is the most effective way of getting someone to speak – few of us will resist the urge to fill that vacuum.  Also, the way things are said is sometimes more important than what is being said.  Listening – really listening – can help Samaritans pick up on tone, mood and emotion. 

In KM, listening is essential.  Creating an atmosphere that enables people to express ideas, concerns and suggestions alike is an important element of a KM framework, through and around which knowledge can flow.  When running lessons capture meetings or knowledge retention interviews, listening – really listening – tells you far more than just ‘what was said’ and can inform where the discussion goes next.

Who you are doesn’t matter; what you say does

When they contact Samaritans, people can give their name if they want, or another, or none at all.  Anonymity helps people open up, as does the knowledge that what they say will be treated in confidence and will not be shared with anyone outside Samaritans.  It’s easier to share things that might be embarrassing or shameful with someone that we don’t know and will never know.

Anonymity and confidentiality have their place in KM also but must be used carefully.  A key part of knowledge management is the enabling the connection between people that need knowledge with those that have it – hard to achieve at the best of times…even harder if people remain anonymous.  Nevertheless, diagnostic tools such as KM assessments and surveys are a good way of getting under the skin of an organisation and people are more forthcoming if they know they can speak freely.  Similarly, lessons capture meetings may be recorded to help transcription of the discussion but the recordings are discarded once the lessons are typed up.

Sharing is a good in itself

We can never know for sure but there is a strong argument to be made that suicide sometimes occurs not as the result of bad feelings (i.e. shame, guilt, depression, grief, worry etc.) but because of the apparent inability to express or handle those feelings.  It is the ability of Samaritans to get people to share these feelings that helps them and can reduce the temptation of suicide.

At its heart, knowledge management is all about sharing.  KM people see the sharing of knowledge as a good in its own right and work to facilitate this, through: the recruitment, training and retention of the right people; the development of supportive processes; the procurement of useful technology and the creation of a governance structure and culture that encourages sharing and discourages hoarding.

The harder you push, the greater the resistance

One of the central tenets of Samaritans’ work is the recognition that everyone has a right to make their own decisions, including whether to take their own life.  In practice, this means that all callers are asked if they are feeling suicidal and, if they are, the call proceeds in a sympathetic but straightforward manner.  This may seem counter-intuitive but one of the things that makes Samaritans different from friends, family, colleagues and others is that they will not try to talk people out of suicide.  Samaritans don’t want people to take their own lives, any more than anyone else would.  But they know that attempts to ‘talk people round’ usually fail, they create resistance and they indicate to the caller that even Samaritans just don’t get it.
KM practitioners benefit from an awareness of the way feedback loops work (i.e. part of ‘systems thinking’).  This approach acknowledges potential resistance to initiatives and works to develop ways of reducing it – as opposed to ‘pushing even harder’.  Such efforts will almost always fail, or will leave all parties bruised and battered.  Asking people about their concerns and fears can reduce them.

For a conversation about KM with one of the world's leading firms of Knowledge Management consultants, please get in touch direct or via the Knoco website.

10 things you need to know about Knowledge Management (KM)

1.      KM works best when designed and implemented as a framework.
2.      This means involving people.
3.      Developing processes.
4.      Using IT.
5.      And for leaders to measure, reward and support these efforts.
6.      KM is not an IT system.
7.      It’s not something for a small team to do on its own.
8.      However, you should have KM specialists.
9.      It’s just that everyone can benefit from KM.
10.   So everyone should be involved in KM.

For a conversation about KM frameworks, please contact us through the Knoco website.