Knowledge Management Strategy Template
The truth is, your KM strategy should be closely aligned with your specific environment, technology ecosystem and business goals.
The problem with making a KM strategy that actually works is the fact that one size is not for everyone.
We are often approached by clients who, in their attempt to form their own KM strategy in-house, have not fully retained the fundamentals of the current issue.
In order to produce a practical, realistic and successful KM strategy, you need a thorough understanding of the current situation.
There are many important points that influence how KM becomes a real and acting part of the organization, some of which have little to do with technology.
Having a solid KM strategy isn’t just about using a SharePoint or Drupal installation with a nice interface or a documented KM policy.
Regardless of how innovative and funky technologies are, if they do not meet the real needs and preferences of the users, adoption will be drastically affected.
Organizations often make the mistake of focusing solely on technology and underestimating the popular aspect.
Organizational processes are based on information.
Understanding who the public is, their channels of communication, as well as any existing or potential obstacles to the flow of information will guide the next phase of KM strategy development, the Target State Definition.
As a result, analyzing organizational processes is an integral part of developing a functional KM strategy.
Each step in the process consumes a certain type of data and creates some kind of output, be it a document, the number of items produced or perhaps a simple email.
Many organizations have formulated methods that work in multiple phases, but that have not yet been expanded company-wide or have been officially established towards the organization.
It is worth noting that understanding an organization’s processes is beyond what they have documented as official processes.
Much of the discussion about content articles is closely intertwined by systems surveys and vice versa.
An essential part of our own process discovery task is to learn what has been done, which works and may be expanded.
By performing content analysis, you can identify gaps, outdated content, potential security risks, missing or flawed processes, and other areas that need to be addressed in the Target State Definition.
Knowledge objects form the basis of the storage and dissemination of information through established processes.
For example, if cross-departmental collaboration is essential, but there is information that needs to be protected, streamlined sharing and content security are some key elements to consider in the next steps of KM strategy development, namely the Target State Definition.
These are just a few questions, but the answers can help you drive a realistic KM target state to your business.
and the KM Roadmap.
For example, in the previous project, we found that there were at least three separate website cms with their own search engines like Google and other integrations.
Depending on the company size, the technology infrastructure can be minimal or overwhelmingly large and complicated.
The overwhelming feeling was that they preferred to use external systems to conduct research.
This created great confusion among staff as to where to look for what content.
It is vital to gain a good understanding of current systems, their functionalities, users, limitations, as well as where they will be in their life cycle.
Having multiple KM systems with overlapping functions is a major obstacle to adoption.
For example, if your company recently purchased the most recent form of SharePoint or SalesForce, chances are these systems will ring and show up in your Target State Definition.