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Profile of the Ideal Knowledge Manager/Architect

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Posted by Yogesh Malhotra on August 07, 1997 at 08:41:38:

What is the ideal profile of a senior Knowledge Executive such as a Chief Knowledge Officer (CKO) or the Organizational Knowledge Architect?

Here is one view based upon the issues discussed in various sections of @BRINT Research Initiative and the prior discussions on Knowledge Management Think Tank forum.

Other views are welcome.

* The person needs to be a visionary who has [the capability of developing] an understanding of the core business issues that your company is attempting to address along with a good handle on the long term strategic and competitive needs of your company.

* The person needs to have a good understanding of the available technologies, but more importantly of how such technologies may be utilized for serving the creation/documentation of information, as well as the channels of communication that may facilitate exchange, and ongoing renewal of such information.

* The person needs to have an understanding of developing the human and cultural infrastructure that facilitates information sharing, specifically the conversion of tacit knowledge of various individuals into explicit knowledge that may be shared across the enterprise.

* Given the current state of metrics of knowledge creation & measurement, the person should be able to relate your company's effectiveness criteria (such as ROI, intellectual capital) to the investments made in developing the knowledge infrastructure.

* The person should take the key responsibility of facilitating the ongoing process of knowledge sharing and knowledge renewal. This may need an understanding of the balance between reinforcing structures for efficiency-based optimization criteria, as well as relatively loose structures for facilitating innovative thinking and creativity.

* The person would need an understanding of the cultural issues that are relevant to the knowledge creation processes; specifically the person should be able to facilitate a 'clan control' or 'self- control' based culture [with the help of the top management] that can facilitate dialog. The person would need to have a good grasp of the multiple perspectives on core issues and should be willing to relate to diverse perspectives [from various individuals] that are material to the knowledge creation process. Open-mindedness is essential along with the willingness and/or ability to act as a liaison between the top management's strategic needs and the staff level operational concerns.

* The person should possess a good understanding of how various coordination and communication technologies may be harnessed and what are the factors relevant to the application of such technologies in group-level and organizationwide contexts.

Summary: The person would need to have [the capability of developing] a good understanding of not only of the contemporary business and technology issues relevant to your firm/industry, but also the 'people issues' that are playing an increasingly important role in organizational knowledge creation processes. The person should have the combined capabilities of a business strategist, technology analyst, and a human resource professional. Industry experience in business and technology issues, advanced [MBA or equivalent education], and exhibited capability or potential for understanding the difference between data, information and knowledge - as pertinent to organizational strategic concerns - seems necessary. Consulting background, particularly a background involving similar roles of liaison and consultation, would be desirable.



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