Knowledge Management (KM)

Knowledge Management describes the function of Knowing what you know and profiting from it. Malhorta

Implementing knowledge management thus has several dimensions including:

 Strategy: Knowledge management strategy must be dependent on corporate strategy. The objective is to manage, share, and create relevant knowledge assets that will help meet tactical and strategic requirements.

Organisational Culture: The organisational culture influences the way people interact, the context within which knowledge is created, the resistance they will have towards certain changes, and ultimately the way they share (or the way they do not share) knowledge.

Organisational Processes: The right processes, environments, and systems that enable KM to be implemented in the organization.

Management & Leadership: KM requires competent and experienced leadership at all levels. There are a wide variety of KM-related roles that an organization may or may not need to implement, including a CKO, knowledge managers, knowledge brokers and so on. More on this in the section on KM positions and roles.

Technology: The systems, tools, and technologies that fit the organization’s requirements – properly designed and implemented.

Politics: The long-term support to implement and sustain initiatives that involve virtually all organizational functions, which may be costly to implement (both from the perspective of time and money), and which often do not have a directly visible return on investment.

The “Explainned series” is planned to build into a trustworthy collection of explanations and commentaries that can be trusted to tell the story straight without any bias and attempt to make the subjects accessible to the layman. The latter is not always easy as some of these terms refer to genuinely complex subject matter, while others are simply too vague to pin down (there’s another word for that).
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