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Given the 45th anniversary to of its launch this year, what can we learn about Knowledge Management from Pioneer 10?

In our last blog post, our featured author discussed how "knowledge change is not a technology project."  This week our author presents the case for the use of tech tools especially in dealing with issues of employee retention.  Endorsement of specific vendors by KMI should not be implied.

Implemented in organizations with high employee turnover, knowledge management tools are not only to facilitate knowledge accumulation and transfer but also to stimulate employees’ engagement and retention. Here how it works. 

This article is referencing concepts and terminology common in “Knowledge Management” (“KM”) and “Adoption & Change Management” (“ACM”) and assumes that the reader has at least some experiences in one or the other. It also references the use of SW solutions and “collaboration tools” as a means to realizing organizational benefits, and value, of KM concepts.

I have inserted links to articles explaining some of the concepts where appropriate.

While “going agile” is not an end in itself, there are circumstances where an agile content strategy can help achieve desired business outcomes. In part 1 of this two-part blog series, we discuss content team implementation of agile ceremonies which have brought success to EK clients. In part 2, we’ll follow up with a discussion of traditional Scrum roles and how they can be applied to content teams.

Agile Content Team Ceremonies

In your organization, is there a distinct strategy behind the people side of your organizational change, or is there simply a collection of tactical communications or training activities that need to be “managed” during a rollout? Change leadership requires the courage of swimming upstream, often against the ingrained habits of your organization.

There is a difference between truly leading change and just managing it:

Our KM Consultants help organizations improve the way they capture, share, and reuse information. Many KM projects focus on managing unstructured information like documents, emails, and web pages. While this type of unstructured information is critical, it is not the full enterprise of an organization’s knowledge. What about databases, reports, and dashboards? To fully encompass an organization’s knowledge and information, both structured and unstructured information must be addressed.

I recently ran a workshop for one of EK’s clients that was designed to discover, document, and then model how their internal social network (Yammer in this case) was running in their organization. The idea was to figure out if the company could use Yammer less organically and more deliberately for communication and collaboration.

There are three key questions to ask when developing a Knowledge Management (KM) strategy: where are you, where do you want to be, and how do you ensure you get there successfully? These are the three pillars crucial for the development of a sound KM strategy. At Enterprise Knowledge (EK), we define these as the Current State, Target State, and Roadmap. As simple as these terms may sound, developing a complete understanding of each is no small challenge.

There are three key questions to ask when developing a Knowledge Management (KM) strategy: where are you, where do you want to be, and how do you ensure you get there successfully? These are the three pillars crucial for the development of a sound KM strategy. At Enterprise Knowledge (EK), we define these as the Current State, Target State, and Roadmap. As simple as these terms may sound, developing a complete understanding of each is no small challenge.

With billions spent on corporate training yearly, companies just can’t afford for employees to forget knowledge they gain. A knowledge management system is what can help organizations to anticipate forgetting and break the forgetting curve.