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.
- A few common mistakes committed by Knowledge Managers
- Why employees should not be the focus for Knowledge Management
- Liberating Knowledge Management from the clutches of Library Sciences
- Bursting the Myth that Knowledge Management cannot contribute directly to Organizational performance
- Did Drucker get it wrong about Knowledge workers? – Charting a new destiny for KM
Section 2: Revisiting 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.
- Reading ‘Organizations’, as a mix of different Knowledge
- Everything is Knowledge: Charting a new destiny for KM
- Journey from Art to Science, by leveraging Knowledge: Charting a new destiny for KM
- Frustration as absence of knowledge (ignorance) and inability to learn
- The tribes of Knowledge Managers: Charting a new destiny for KM
- 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.
- Hygiene and Value Add Approach to Knowledge Management
- The audacity of managing Organizations by leveraging Knowledge
- KM should be ‘Task focused’ and not ‘Employee focused’
- 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
- Smart organizations and the role of KM: Charting a new destiny for KM
- When Ms.Sasha Mbikke, the CKO became the CEO – Charting a new destiny for KM
- Imagining what can we do with Knowledge as Knowledge Managers – Charting a new destiny for KM
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