Complexity and Knowledge Management Navigators…
Knowledge Management, so far, has largely failed to live up to its early expectations. It’s not that the problems have gone away. The need is greater than ever. And it’s not that the tools and methods are not fit for purpose. It is simply that the operational approach to KM has been wrong.
In this report by David Griffiths, he looks at “new principles for better practice” and helps lay the foundation for some fundamental new thinking about KM and how to make it successful.
David Gurteen, Founder and Director,
Gurteen Knowledge Community
THIS REPORT is focused on developing an evidence-based health check on organisational knowledge management (KM) practice. It places the practitioner at the threshold of the KM field and provides information and evidence to support the decision-making process. By doing this, risk is minimised in KM investment and the potential return can be maximised.
The underpinning ideology of the report is one of transparency; empowering the KM practitioner to make value- based decisions that contribute to a high commitment and high performance work environment that improves the dynamic capability of the organisation.
It begins by challenging the founding assumptions of the practitioner. Starting with fundamental questions relating to what knowledge actually is from an operational perspective and why it needs to be managed, the report sets out to dispel popular theoretical and practitioner myths, such as the fact that technology can provide the solution for organisational KM practice. Placing the organisation in the knowledge economy, the report illuminates the transactional drivers that influence the development of value-based KM practice.
In an attempt to further scaffold the evidence base for value-based operational KM decision-making, the report establishes four key functions for KM processes and 12 variables. These functions and variables are illustrated via the knowledge core (K-Core) model, a new general model for KM. The function of this model is explained and transparent evidence for its construction is provided.
The report presents two case studies which demonstrate the application of the K-Core model in operational settings. The first, an anonymous UK-based multi-national enterprise (MNE), is an analysis of how the K-Core model is applied and the depth of feedback that it can illicit. The second is a more generic case study, set in an anonymous global pharmaceutical company. It uses the K-Core functions and variables to spotlight key issues for a MNE as it seeks new markets within an emerging economy.