From Knowledge Management for IT Professionals
5.1 Stage 4: Implement the new reality
In previous parts of the book we have worked through the various elements that go to make up a mobilizing knowledge project:
Understanding the drivers - external and internal - pushing the business to get greater return on its knowledge and intellectual capital.
Conducting various types of audit to understand the particular issues facing the business in the area of knowledge and information, and take stock of the company's preparedness for change.
Creating a vision - looking forward to a desired future for the organization in which the value from employees is maximized, and from the information created, collected and accessed by the organization as a whole.
Developing a high-level strategy - stating the major areas within scope and how the organization should move forward.
Producing a benefit-driven business case - to understand the more detailed priorities within the strategy, and to gain funding and commitment to detailed design and implementation.
Considering the role of the levers and enablers - leadership, people, process, technology and information - and gaining an understanding of the part each might play in mobilizing knowledge within the organization.
5.1.1 Getting started
Preparation for the implementation stage will have begun in Stage 3 (Designing the new reality) - helping to build consensus, allowing people to try new approaches and learn in a safe way, training in knowledge management and change, and working within cross-organizational teams.
There will typically have been outline planning on how the knowledge management changes will...
Products & Services
Topics of Interest
6.1 Stage 5: Never rest - realize the benefits We ended the previous chapter with the implementation underway: having analysed the need, built the vision, created the business case, and designed the...
2.1 Stage 1: Understand pressures to change 2.1.1 A vision for knowledge Every organization has a corporate strategy or plan that defines the business, sets out medium- to long-term direction, and...
4.1 Stage 3, part 1: Leadership, people and process Once a business case for change has been assembled and approved then the challenge turns to some detailed analysis and design to shape what will be...
Overview As we come to the end of this exploration of the various organizational and operational perspectives on KM, it's time to review the journey so far. As a unitary discipline, it is still very...
7.1 Introduction Despite the fact that computer systems have been used in business for a number of decades, it is only during the last few years that the focus has started to shift from the actual...