The core principle of knowledge management (KM) is to empower organizations to thrive in the highly competitive market landscape by creating an agile framework that can quickly adapt to the changing business priorities and goals,
and empower employees to Innovate and deliver consistent value to their customers. 

These KM solutions will resonate with your employees and drive seamless adoption and acceptance if they can comprehend:

• How it will help them work better
• How it will help them solve customer problems 
• How it will help them upskill and grow in their career
• Will it make their work easier or more complex
• Will it add an extra pile of work on top of their daily tasks

Consider the following steps to achieve easy adoption:

• Conduct Surveys and Interviews: Gather insights on challenges, preferences, and needs regarding knowledge sharing.
• Identify Use Cases: Focus on specific scenarios where KM can improve workflows.
• Pilot Programs: Implement small-scale pilots to refine the solution based on feedback.
• Intuitive Interface: Create an easy-to-navigate system with clear instructions.
• Curate High-Quality Resources: Ensure the system contains up-to-date, valuable content.
• Personalization: Allow users to customize their experience, such as subscribing to topics of interest.
• Leadership Support: Encourage leaders to model knowledge-sharing behaviors.
• Ongoing Support: Offer continuous learning opportunities and support.
• Clear Value Proposition: Highlight how the KM solution improves efficiency and collaboration.
• Success Stories: Share examples of positive impacts within the organization.
• Gather Feedback: Regularly solicit feedback to identify areas for improvement.
• Continuous Improvement: Use analytics and feedback to make data-driven adjustments.

Most importantly, adoption (done correctly) promotes a culture of openness and collaboration. This approach not only enhances adoption, but also drives long-term engagement and productivity.  

Given how competitive contemporary markets are, your organization cannot afford to overlook the importance of gathering insights directly from customers. Knowledge management plays a crucial role in facilitating the collection and utilization of customer feedback. As a specialist in the field, you are central to your company’s efforts to harness the power of insights in ways that drive innovation and boost customer engagement.

While knowledge management is widely recognized for its ability to enhance internal operations and knowledge sharing, its potential as a tool to broaden the scope of customer feedback is often overlooked. By leveraging knowledge management systems and practices, you can empower your company to actively engage with a wider audience and expand the channels through which they receive feedback.

Achieving and Utilizing Seamless Customer Journeys

As a knowledge management professional, you understand that one of the most important uses of consumer insights is creating meaningful customer journeys. Nevertheless, it’s also vital to recognize that a great experience can provide important insights. By effectively utilizing knowledge management practices, you can create a more mutually beneficial consumer journey that helps you tap into authentic feedback from a broader audience.

Some effective approaches to this include:

Tailor your strategy

Design a feedback collection strategy that aligns with your knowledge management goals. Identify the most important touchpoints related to these goals where customers interact with your organization throughout their journey. Wherever possible, incorporate feedback mechanisms into these areas, like satisfaction surveys, feedback forms, and user comments to capture their experiences. By collecting more targeted feedback, you can refine your knowledge management processes to improve consumer journeys.

Foster active collaboration

Gaining truly authentic customer journey insights should involve making consumers active participants in the process. Invite a broader range of consumers to get involved in product testing. Even having customers film their reactions when unboxing a product can be impactful. In essence, you’re getting immediate and unfiltered feedback that you wouldn’t necessarily gain from surveys. By nurturing these knowledge-sharing collaborations, you create a valuable feedback loop that enhances the customer experience and improves the range and efficacy of your organization's knowledge assets.

Leaning into Web Accessibility

Part of the knowledge management specialist’s role is ensuring the information-gathering process is as effective as possible. This is also crucial for making certain you can gain data from the broadest audience. Among the most powerful ways to enable this is to boost the accessibility of your business’ online resources.

Some impactful ways of utilizing web accessibility for gaining knowledge include:

Designing for accessibility

It’s not enough to simply tack superficial accessibility traits on top of your existing website. You need to direct your company’s web designers to create your online knowledge platforms with inclusivity at their core. Begin with steps that meet the Americans with Disabilities Act (ADA) web accessibility compliance guidelines. Optimize navigation for use with keyboards as well as a mouse. Provide alternative text for images and captions for videos. Make sure these efforts extend to the methods customers can provide feedback online.

Providing accessibility training

While your role as a knowledge management specialist means you drive company-wide efforts, you’re also reliant on other professionals to implement your initiatives. It is, therefore, vital to ensure that all relevant staff receive comprehensive web accessibility training. This helps to ensure workers have a practical understanding of the basic principles of online inclusivity and Web Content Accessibility Guidelines (WCAG). As a result, you can be certain that everyone involved with creating knowledge assets and influencing consumer engagement prioritizes reaching the widest possible audience.

Leveraging Knowledge Management Tech

The rise of the digital landscape has been great for knowledge management specialists. You have the opportunity to leverage technological tools that expand your ability to gather feedback from a broader audience. It’s worth taking the time to understand what platforms specifically geared toward and powered by knowledge management you can adopt into your strategies.

Some of the tools you can use to reach broader audiences include:

Interactive feedback widgets

Feedback widgets have become more practical knowledge management tools over the last decade or so. These specialized tools allow users to provide feedback on individual website components or content sections, so they can rate the helpfulness of the asset and suggest improvements. By incorporating these widgets effectively, you encourage users to actively engage with your knowledge resources and provide specific feedback. As this tends to be a more user-friendly and convenient approach to feedback, you may find it garners a broader range of respondents.

Sentiment analysis and text mining tools

Sometimes the issue is not that you haven’t received a broad range of feedback, but that you don’t have tools to fully analyze the widest possible insights from the data you’ve gained. Sentiment analysis and text mining tools employ natural language processing (NLP) algorithms to extract meaningful insights from qualitative feedback assets, such as customer comments or even support tickets and assess them efficiently. Indeed, the text mining elements can categorize feedback based on topics, keywords, or themes, allowing you to gain deeper insights from large volumes of customer responses.

Conclusion

Knowledge management is a powerful tool for businesses to gather and utilize customer feedback effectively, driving innovation and improving decision-making. By tailoring feedback collection strategies and fostering active collaboration with customers, your company can gain a wider range of relevant insights. It’s also vital to prioritize web accessibility and leveraging knowledge management technology to connect meaningfully with diverse audiences. This creates a positive cycle of engagement and improvement, enabling your business to refine its knowledge management processes, enhance customer journeys, and gain valuable insights for the continuous enhancement of products and services.

As you develop your knowledge management strategies, it’s worth also thinking beyond direct insights from customers. Establish channels and tools to maximize the potential of customer service staff. By fostering an environment where employees are encouraged to provide suggestions and insights based on their interactions with consumers, you can tap into additional sources of knowledge, further broadening your feedback channels.

Introduction

Today, for many organizations Community Engagement is celebrated; leaders are investing in enabling their Vision and driving Transformation through Community Managers.  When creating a rewarding Community Experience, we often forget why individuals engage in a Community and eventually focus on driving Community Engagement. This ‘Know-Why’ is the start of what can truly engage Experts, drive Collaboration, and enable a KM Culture to Innovate if we recognize the four stages of Group Dynamics.  Let's find out how...

As per Tuckman, there are four key stages of Group Dynamics. Each of these engaged stages is based on a defined set of traits and behaviors, and if we understand this, we can use it for driving Effective Community Engagement.  

Recognize how Forming Can be the start to Community Engagement

As a seasoned KM Practitioner, do you feel you are often met with a lack of understanding of KM and practitioners stating an unclear (or unmet) need for engaging in KM Conversations? If your answer is yes, then often we learn to deal with this as a first step by giving Guidance and Direction. These are traits of the Forming Stage. In this stage you are often meeting people for the first time and there is a positive and polite atmosphere.  Here is where we need to step away from individually driving motive and instead foster Collaboration.

As a KM Professional, one powerful tool I always use is a Team Charter in bringing together a diverse group of Knowledge Seekers with a Common Need to Collaborate and Lead them into Community Engagement.  To define a Team Charter, we need focus on Context Building and through powerful tools like Knowledge Café’s, we can engage in ensuring we discuss why we have all gathered, how the problem seems relatable to the larger set of team objectives, and define a Mission that becomes our Lighthouse to achieving our individual goals and share our resources to enable each other.  This Knowledge Building behavior ensures we engage more often and understand each other better.

Storming: How to Move from Conflict to Coaching Mindset while driving Community Engagement

Knowledge Management Strategy must be aligned to Organizational Culture that is easier said than proven. Through years of driving Community Engagement its proven that to truly build rewarding outcomes we need to limit the number of CoPs such that Experts don’t feel overwhelmed. Also, at times we are so busy with analytics and reporting that we forget to manage the chaos. In yielding to the Power Struggle many Experts are driven away as the feel the sense of no increased clarity of purpose on why they are engaging. It is important for Community Managers to resolve these Power Struggles and define how to ensure the experience is more rewarding in building something.

Now imagine a Community is like a Project and the Members are like Project Teams with their own Roles and Responsibilities. So if we manage to define the right Projects that the Community should engage then that build a defined purpose which aligns to the Mission and Objectives of the group. To do this It’s important for KM Professionals to build User Persona’s and align them to balancing the Composition (Right Mix of Skills and Expertise) and Roles (Stakeholder Mapping aligned to Customer Journey Mapping is called for) to build an engaging experience. It’s important we move from just moderating how the Community is systemically driven to becoming a Coach and enable shared understanding through purposeful action navigated by the Organization Mission.

Norming: The Sweet Spot for turning Knowledge Management into Innovation Management

As Community Managers we are driven by results. We all want to showcase how through consistent culture building we are driving our leaders and their Community Vision. In adding this Knowledge Speaking Behavior of our leaders we often fail to diagnose those real elements of Idea Sharing that can turn into real Innovative Solutions. When a CoP is active and thriving and KM Policy is being enabled and Rule Based Structure are being respected this is the Ideal State to realize there is a need to start capturing those real problems where teams can engage and come together. Remember the Knowledge Café during Forming its time to repeat it and briefly introduce those organization wide projects which truly can take a firm to the next level and Innovate.

With reference to the Team Charter model there is a clear need for Authority defining Boundaries where the Leader is seen as enabling KM with a budget to drive Engagement. Many culture building exercises fail to go beyond just Knowledge Building as there is no rewarding benefits, clear mandate in terms of focused time and effort and this is where there is a hijack and loyal followers limit their shared understanding to contribute to something big.

This is where there needs to be a clear budget outlined and revisiting our Lighthouse the Mission revisited for driving those Projects we spoke about during the Storming stage. The KM team has to be provided with a budget to fuel this shared passion and go beyond and recruit passionate team members for driving the Engagement and elevating their Roles towards the organization strategy. This included travel and briefing meeting and anything that drives the culture. Imagine if there was a large global Knowledge Community Engagement Team but the recruits were all passionate about the larger Mission which is the Ideal state where the CXO Leaders would enable more.

Performing: Linking KM Operations to KM Culture Building and Beyond

Imagine you have everything setup for driving true Collaboration through a Community but no one shows up. This is possible only when there is a failure of KM Operations. In the Performing phase it is important for each key member driving the Team Charter to play out their designated Roles to perfection which means slowly the Community Manager or the Leader takes the back seat and there is a sense of urgency that is owned and governed by them but the rest is driven through a passionate Champion Network. It’s important in this state there is a lot of Best Practice Sharing, Lessons Learnt and basically openness for Coaching with New Leaders evolving and driving the Engagement forward.

Adjourning: Making sure the best is celebrated as a Community Experience

Many a time we see senior leaders 'eat the cake,' as they are the ones with the highest risk leading the Team Charter. It is their skill-based leadership that identifies passionate leaders to deliver on key goals, and as time goes they want to be seen as visible icons. Most of the time shared credit leads to the system prevailing and this is where Community Engagement can be elevated to what I call Community Experience - where the leader believes that he is rewarded through the Knowledge Management Community Culture enabling larger organization wide transformation.

In-Summary

What comes to mind when you see the below graphic. Today as Communities thrive in organizations many leaders see them as a source of Innovation. True to its purpose it is interesting to wonder what if someone asked you are you Engaged in a Community or Engaged with a Community  or Engaged for a Community. Well, our answers would mean we relate to Community Engagement in different ways. 

Source: Principles of Community Engagement – Institute for Community Studies

As Community Managers we strive to make available Resources and Assets and enable Culture such that Knowledge flows and there is a sense of ownership, accountability, and shared understanding. We serve leaders and engage in aligning Community Metrics to Organization Strategy however the missing elements are to move ahead and create a Community Experience.

Through understanding each of Tuckman’s Stages of Group Dynamics and relating it to the above Team Charter elements we can truly build a rewarding KM Culture enabling Innovation.

Disclaimer: These are purely my own views and experiences as a seasoned KM practitioner in driving employee engagement and operationalizing the KM strategy through helping employees Connect & Collaborate.

After finishing one of my previous blogs on user engagement with customer facing staff, I couldn't help but reflect on how brilliant the brain of a call centre agent is. When a call comes into a contact centre and is received by a top-performing call centre agent, amazing things happen in the agent's brain.

The Real AI (Agent Intelligence) 

Before the customer comes through on the phone, agents analyse what the customer might need based on the context of what is shown on the screen. As the customer starts talking, the agent deciphers which systems to use and knows how to answer the customer's question best without navigating the knowledge base. They get to the answer far better than any AI system would (at this moment, March 2023), and the customer is delighted.

Even when they don't have the answer, they know exactly where to look and what to do to get the information they need.

They end the call, and 10 seconds later, they do it again and again for 50+ calls in a day.

How does the agent do this? I'm full of admiration for customer-facing frontline staff.

Why should KM Professionals care?

"I've created content with the legal and compliance teams and agents just need to follow it. I know best!!" No No No hypothetical KM professional, that won't do.

I've always been a firm believer that KM professionals should be engaging with the frontline staff constantly. In customer service, agents are the ultimate "Customer" of Knowledge Management, and as such, Knowledge professionals should be asking how they can continuously offer more value from a KM perspective.

Agents' brains contain brilliant information; if KM professionals can utilise it correctly, everyone benefits.

• The gap between the worst and best-performing agents will reduce.
• Agents are happy to get the proper knowledge at the speed of conversation.
• New starters are not overwhelmed by jargon and can be more productive sooner.
• Tenured agents feel valued and offer more to the business than just answering calls.
• Customers get excellent service more consistently.
• Leadership teams achieve their intended benefits. 
• Knowledge Professionals get direct access to users' brains, so they don't need to guess what will work.
• Agent feedback could benefit customers across all customer channels.

What are the practical ways of doing this? 

Well, this is documented one of my previous blogs 17 Ways to Engage Customer-Facing Staff in Knowledge Management. But to summarise:-

• Involve users when kicking off a KM initiative
• Pilot with users
• Let them name the new tool
• Launch party with users
• Give out branded items to celebrate.
• Get users to help write content.
• Involve Rogue agents.
• Use secondments.
• Observe frontline staff in action.
• KM staff could take calls or chats.
• Ensure a robust feedback process.
• Set KM sharing objectives.
• Make Knowledge Management fun.
• Regular Roundtable sessions with users.
• Create a community of frontline users for KM.
• Knowledge Champions.
• Locate KM workers with the frontline.

Agents are brilliant and when Knowledge Management professionals show agents they are valued, great things happen!

So you've successfully launched a new Knowledge Management initiative; however, several years later, it is deemed a failure!
What happened?

Here are my top 6 reasons Knowledge Management initiatives fail,
the underlying causes, and the best way to mitigate them.

1 - Lack of Senior Management Engagement

Sometimes KM is treated as a one-off launch, with lots of excitement initially; however, BAU lacks focus. Therefore, you must actively engage Senior Managers in KM and show its benefits to the business on an ongoing basis. It's crucial that if organisational restructuring or role changes occur and new Senior stakeholders arrive on the scene, they see the constant value of KM. Without Senior Leadership support, funding and resources for Knowledge Management are likely to reduce.

2 - Content Quality

If the quality of content that customers and frontline staff access is poor, end-user engagement will suffer. 

Quality issues typically occur when you don't have enough people with the right skills to manage the content lifecycle. Quality drops when content authors are under pressure to deliver content quickly. Quality also drops if the frontline is not actively engaged through continuous feedback, so keeping an ongoing dialogue with the frontline and customers is essential. 

Poor content quality will impact: Findability, Readability, Accuracy and the Reliability of the Knowledge Management solution. Trust will erode with the end users.

3 - Lack of Frontline Staff and Customer Engagement

As well as content quality, if there are no ongoing adoption and engagement activities with the frontline and customers, then Knowledge Management will not meet the user's needs on an ongoing basis.

Users will stop relying on it and find other means to get what they need, for example, asking a colleague or team manager or putting their notes on the desktop—leading to inconsistent experiences, upset customers, increases in complaints, escalations and quality issues. Frontline staff will lose faith in knowledge management, which could cause a high attrition rate. 

4 - Lack of responsibility / accountability for Knowledge Management

This could be caused by a lack of clarity on roles and responsibilities. For Knowledge Management to remain successful in BAU, it needs:-

Ongoing Knowledge Management vision. 
Ongoing Governance, with roles, responsibilities and accountability for Knowledge      management, clearly defined. 
Knowledge management practices embedded into everyday processes. 

5 - Technology Issues

These can come in several forms: -

Knowledge Management is delivered as a Technology solution rather than a Business or Cultural solution.
The KM solution is over-customised or integrated into other systems without      consideration of the technical debt or the end-user experience.
The gap in expectations between technical teams and business users. 
Lack of ongoing technology roadmap for continuous improvement and innovation.
Technology outages, slowness, and features needing to be fixed.
Finger-pointing and apportioning blame between different technical teams or vendors rather than working together and collaborating.
Technology teams driving KM can lose focus on the end user. Instead, KM should be business-led with support from Tech.

6 - Lack of Obvious Value to the Business

Without a clear vision and a clear way of measuring and delivering value, people will not be aware of the ongoing benefits of Knowledge management and its progress. Negative perception (rightly or wrongly apportioned) is a killer concerning knowledge management and is challenging to change further down the line.

How to stop this from happening? 

The Knowledge Management Team and Knowledge Manager roles are vital in managing the above. They should consistently show the value Knowledge Management brings, working with end users and Senior Leadership to keep them engaged. Ensuring the Tech, processes, culture, governance metrics, and content quality are all in place and continuously improving for the business in line with the broader Knowledge Management vision.

These guys are the gatekeepers for excellent Knowledge management.