Knowledge Management Lessons Learned: What Works and What Doesn't (Asis Monograph Series)

Rating:
Summary: Some more inspirations on KM
Review: Based on experiences gained in the field, many chapters document the lessons succinctly. One outstanding example in this frame of reference is the Chapter three `Knowledge Management in Action: Nine Lessons Learned,' by Tom Short, IBM, and Richard C. Azzarello, Reality Consulting, Inc. (pp. 31 - 53). It is worth cataloging the nine lessons here, as an exercise in information visualization of What Works And What Doesn't:

(1) A focal point for KM improvement ensures development of an appropriate KM solution;
(2) A KM solution blueprint provides a long-lasting reference point for action;
(3) Successfully addressing a KM issue in one area of a firm often addresses it in many other areas;
(4) The best KM solutions address a business issue already perceived to be important;
(5) A passionate, committed line business leader is key to successful KM initiatives;
(6) Dedicated competent, and respected business unit members make excellent KM team members;
(7) Involve information technology and human resources from the start to expedite KM implementation;
(8) Walk a mile in their shoes;
(9) Improve knowledge worker productivity by reducing time spent on administrative or non-value-adding tasks.

Obviously, a real hard learned lesson is missing. This is true because research in KM competencies reveals: "Few knowledge practitioners hold credentials to assure excellence."(1) In this context, one would add a tenth lesson, viz., constantly improve social capital involved in KM. This improvement is unavoidable, because of two interdependent reasons: viz., first, information has a dynamic characteristic and hence constantly grows, second (to match with this dynamism), develop the knowledge worker's ability to look beyond the horizon--with shareholders' dollar value in mind. This improvement would reduce stagnation of intellectual capital, and act as a benchmark for the return-on-investment. Budgetwise it implies a continuous investment to sustain as well maximize the potential of human asset management. To understand these two scenarios of continuing education, as well as, the living nature of information we have an established principle. Re-phrasing Dr. Ranganathan's principle, "information is a growing organism"(2) would bring wisdom and experience to share another lesson in KM: Continuously update skills and competencies of knowledge workers to avoid redundancy.

Nevertheless, Knowledge Management Lessons Learned does teach, if one desires to learn a different way to handle content management and knowledge sharing with communities of practice.

(...)

2. S. R. Ranganathan, Five Laws of Library Science, 2nd ed. Bangalore, Sharda Ranganathan Endowment for Library Science, 1964.

Rating:
Summary: A recommended pick for college-level students
Review: Examinations of critical success factors in product management, analysis of common pitfalls in knowledge management endeavors, and practical applications of knowledge management concepts are packed into Michael Koenig and T. Kanti Srikantaiah's Knowledge Management Lessons Learned: What Works And What Doesn't, a business reference which is a recommended pick for college-level students. The focus on what works and what doesn't, paired with the nuts-and-bolts experiences and demonstrations of researchers and businesspeople, makes for an important contribution in the field.