The traditional way to coordinate KM was to gather, organize, share, and analyze knowledge in terms of resources, documents, and people skills. The problem with this approach was that it leaves a very open scope for action, almost carried to the point where just about any knowledge related activity could fall under the umbrella of KM.
A compelling and productive case for KM aims at developing critical knowledge, i.e – knowledge that is directly related to the company’s results and objectives. Given the current Covid-19 scenario, the scope of KM can be extended to include improving response to emergencies by employing specific KM methods, tools and technology.
Following this, I believe it’s safe to say today that: knowledge management is a set of practices aimed at:
- Identifying, preserving and developing critical knowledge
- Personalizing the way knowledge is structured and driven across the organization so that the correct amount of resources are deployed in order to achieve critical knowledge development.
- Meeting the long-term challenge—improving our ability to respond to outbreaks such as Covid 19.
- Accelarating how knowledge is captured and standardized in the form of procedures, work practices or processes.
- Driving collaboration and knowledge sharing (focused on critical knowledge).
Finally, knowledge managers will need to be very specific in demonstrating how they are driving value and are committing to help solve issues related to productivity, economic growth and development. Remember: no amount of knowledge sharing is valuable unless it genuinely drives results.
Be safe and stay home.
See my answer to the first question: Is knowledge management important?
