Posted by Hans Macher on December 13, 2000 at 05:38:25:

In Reply to: Re: Where KMkQtrategiEs FailA posted by Jack Vinson on June 13, 2000 at 09:22:43:

What I would like to add to the very interesting discussion is the following: The link between KM and strategy should be explained through the relation between KM and the decision making process. By doing this, to my opinion, the discussion would be more beneficial from a practical point of view.
The assumption is that KM is a method to identify all the highly decision relevant information and data -this is also true for databases and brains- in an organisation . This reflects your KM System, differentiating itself from the organisations global information system . The KM System will be partly built up in relation to actual decisions and partly in relation to future decisions. Future decisions of an organisation will be based on its strategy and vision.
To my opinion, the reason why KM fails is, that it is not implemented as a constant process focusing on the knowledge or information which have to be used to derive a sound decision. On the contrary knowledge is conceived as an asset itself. But knowledge on its own is worthless unless it is used in the decision making process. The systematical implementation of this relation can be described as the true objective of knowledge management.
To have an effective KM system we have to maintain flexibility to alter current frameworks in relation to changes in strategy and operations.
By that you will create a constant process to identify the right knowledge and information and data serving the decision making process, now and in the future.

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