Posted by Jefferey Bridges on August 05, 2002 at 00:24:42:

In Reply to: KM in an small VC-funded R&D nano tech company posted by Karen Jacke on August 04, 2002 at 19:59:36:

1) Start with the definition of specific tangible / feasible performance outcome targets. Define what you intend to achieve through KM, specify how you would know that KM is helping you to progress toward your targets.

2) Define specific focal areas of knowledge use, knowledge creation, knowledge sharing and knowledge transfer that can help you achieve the key performance outcomes that you have identified in the last step.

3) Define means, modes, and methods enabled by face-to-face and / or virtual synchronous and asynchronous communication technologies that will enable the knowledge processes identified in step 2. Define how you can leverage the existing word-of-mouth and informal processes and formal modes of knowledge transfer as well as the technology based archives as a part of knowledge processes identified in this step and the last step.

4) Start execution of pilot KM processes through means that are most familiar or already exist in your organization. This should ease the adoption of KM processes without creating the extra overheads or additional tasks beyond those that already exist in your organizational structures and functions.

5) Nurture these pilots to ensure that you create success stories to replicate with additional KM processes. Supplement and complement these processes based upon what your success stories indicate as the key enablers or constraints as areas needing attention. If your successes indicate that formal processes work best, try to see how you can enhance those. If your successes indicate that your business context thrives upon informal processes, build upon those.

6) Don't get caught in the formalisms if your environment suggests that they hinder your progress. It does not even really matter if you formally discuss or analyze constructs such as 'knowledge management' or 'knowledge' as long as you are achieving the performance outcomes that you identified earlier. Move beyond theory, let your actions and their performance outcomes be your guide. Let your strategy show you the path, and let your execution highlight how you can do your strategy better.

7) There is plenty of reading material on KM available on this site and else where, see what makes sense for your specific business context. More than any material that you may read anywhere, it is what you make of it and how you adapt and actualize it in your context that matters.

Best of luck!

Jefferey Bridges

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