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Charting A New Destiny For Knowledge Management – Questioning Deep Rooted Assumptions And Futuristic Thinking

While there is no need to justify to anyone the importance of knowledge, there is a need to justify, the need to have a function to manage knowledge. A function that is not tagged under Operations, HR or IT function, but standing independently and mapped directly to the CEO. Over its more than 2 decades of existence, the practitioners and academicians could not impress much on Organizational Leadership the ‘criticality’ of Knowledge and the need to have a well-defined focus. KM as a practice has a long way to go to maturity.

I have been on a mission to bring in a change in the way we manage knowledge. Currently, I am doing this through blogs and hope to bring together KM communities across the world and start a movement towards taking KM as a practice to where it belongs. Last week I completed 25 blogs focused on bringing a change in the way we manage knowledge. In my current blog, I classify them and bring structure to what I shared.

Areas covered are:

  • Section 1: Questioning the assumptions that govern KM
  • Section 2: Revisiting basics of Knowledge Management
  • Section 3: Approaches to managing knowledge
  • Section 4: Futuristic thinking on KM

Section 1: Questioning the assumptions that govern KM: Legacy KM has kind of not allowed organizations to get the most out of knowledge. I highlight a few blogs that question some deep-rooted assumptions.

  1. A few common mistakes committed by Knowledge Managers
  2. Why employees should not be the focus for Knowledge Management
  3. Liberating Knowledge Management from the clutches of Library Sciences
  4. Bursting the Myth that Knowledge Management cannot contribute directly to Organizational performance
  5. Did Drucker get it wrong about Knowledge workers? – Charting a new destiny for KM

Section 2Revisiting basics of Knowledge Management: Some of the basics of Knowledge management is revisited. The blogs will help appreciate the importance of Knowledge, as well as managing them.

  1. Reading ‘Organizations’, as a mix of different Knowledge
  2. Everything is Knowledge: Charting a new destiny for KM
  3. Journey from Art to Science, by leveraging Knowledge: Charting a new destiny for KM
  4. Frustration as absence of knowledge (ignorance) and inability to learn
  5. The tribes of Knowledge Managers: Charting a new destiny for KM
  6. A few thoughts on Content Management – Charting a new destiny for KM

Section 3: Approaches to managing knowledge: A few approaches to managing knowledge is shared. The objective is to make an impact of KM more tangible.

  1. Hygiene and Value Add Approach to Knowledge Management
  2. The audacity of managing Organizations by leveraging Knowledge
  3. KM should be ‘Task focused’ and not ‘Employee focused’
  4. Increasing revenue the Knowledge Management way: Charting a new destiny for KM

Section 4: Futuristic thinking on KM: A peek into how KM function should be when it attains a more central position within an organization

  1. Smart organizations and the role of KM: Charting a new destiny for KM
  2. When Ms.Sasha Mbikke, the CKO became the CEO – Charting a new destiny for KM
  3. Imagining what can we do with Knowledge as Knowledge Managers – Charting a new destiny for KM

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