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Management Objectives

The management objectives of the KM stage are to:

• Effect a strategic shift in the way the organization envisions itself where the role
that learning and knowledge creation can play in the success of the organization is emphasized. This vision should be used to transform the culture to one that fosters knowledge sharing. Though vision setting and creating the right culture are prerequisites to any ICM program, they will be outlined under the KM stage as preparatory steps. Know what the organization knows and the expertise it has and use it to maximize value creation.

Know what the organization needs to know to meet its desired competitive position, by recognizing and analyzing gaps in the organizational knowledge resources, and blocks in knowledge flows.

Adopt the appropriate knowledge strategies to enable leveraging existing knowledge, creation of new knowledge, and the acquisition of the requisite knowledge for competi­tive positioning.

Operationalize the knowledge strategies through creating systems to enable identifica­tion and dissemination of best practices, sharing and creating knowledge through com­munities of practice, supporting knowledge creation processes through the knowledge base and information technology (IT) system.

Monitor, review, and track results of KM initiative(s) to measure the effect of KM on per­formance and productivity, hence the development of performance measures.

PROCESSES

The management objectives enumerated above encompass the main processes that the KM stage under the CICM model should incorporate. Exhibit 11.1 represents the framework underlying the implementation steps under this stage. It involves performing a knowledge audit and gap analysis, adopting the appropriate knowledge strategies, and implementing various systems to operationalize them. In addition, the model should incorporate a measurement system to monitor results and provide insight for review and adaptation.

For any KM program, or any ICM initiative, to be successful the alignment of the organiza­tional vision and culture are imperative. Therefore, the step-by-step guide in this chapter includes the formulation of vision and transformation of culture as preparatory processes. The guideline then proceeds by outlining the steps to implement the main processes of KM under both the strategic and operational levels.

The main processes include:

• Preparatory Level

•   Process 1. To effect a strategic shift in the way the organization envisions itself where it recognizes the value of becoming a knowledge or a learning organization. This will assist in establishing the business case for KM and the whole ICM program.

•   Process 2. Carry an audit of the organizational culture and values to ensure that the organizational culture is not adverse, or fatal, to knowledge and IC management.

• Strategic Level

•   Process 3. Undertake an audit and gap analysis of knowledge resources to discover gaps in the knowledge base. Discovering gaps in knowledge flows are also covered here to detect dysfunctional knowledge flows and networks. Gaps are defined as those areas where limited or no resources, as well as blocked flows, would affect present and future performance and limit the growth/success rate.

•   Process 4. Identify and adopt knowledge strategies to fill the gaps and to sustain the knowledge (value) creation processes.

• Operational Level

•   Process 5. Implement a process for the identification and dissemination of best prac­tices either through communities of practice or a central unit.

•   Process 6. Provide the guidelines, support system, and structure for the informal for­mation of communities of practice and interest around strategic knowledge areas, as well as enable free employee movement in the organization for effective knowledge sharing.

•   Process 7. Design the knowledge base architecture to support knowledge creation, and key business, processes. Choose the appropriate IT tools to enable tacit and explicit knowledge sharing.

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