Most people may agree that KM can be a driver for growth, and contribute to business.
There also seems to be a realsation that KM as a theoretical concept holds may hold little meaning to business unless backed up by solid practical gains.
I think that just as organisations need to adopt KM, and can use KM as a key differentiator for competitive advantage, It may be of necessary for us KM thinkers, consultants, leaders need to understand business deeply, and then have KM around the business. NOT business around KM.
And maybe therein lies the the central issue why KM is viewed with suspicion within organisations, why it is considered hype, myth.. etc..
In the end it will not be NOT be KM which may let business down. I will be us – KM thinkers, consultants, leaders who may or may not have understood business needs of the organisations.
I think if we were to do a study of successfull and unsuccessfull KM initiaties,the above may come to forth.
KM has also been seen as to capture and utilize organisations information and make it searchable. What also needs to be seen is how to use KM initiatives, which help in creating information, and assist people at Point of information creation.
I think it is the later which seems to get lost in the hype around KM.
I think that that business organisations are the ones who have lost out.. who have been victims of groups claiming to be KM specialists… i think that business groups dont care a damm about what KM is or what it is not.. what they have is business problems, and would like solutions to them.
What organizations want is ‘Business Advantage’.. if it comes from KM, then KM has to ‘DELIVER’, else for organizations it is all much ado about nothing…
I think KM is in a stage where internet or ecommerce was in late 90’s. every organisation wanted to have a web presence. everybody predicted that way forward was e-commerce and those e-retailers. if you didn’t have that presence, you’d be dead they proclaimed. I think KM is in very similar state. every organisation seems to claim that they have some sort of KM initiative, strategy in place.
Dont know how many of those organisations actually know what they will realize out of KM initiative. how will it be measured? when will it be measured? 1 year down the line? how long will it take to implement the strategy? each KM vendor claims to have some kind of ROI metrics in place.
I think we KM thinkers and leaders, must address the business issues of KM implementation, and stop designing KM solutions for an ‘ideal’ business enterprise.
It’s time KM solutions became ‘real’, and addressed the business needs….
I think that some organisations believe that implementing Corporate Portal is same as implementing KM. Though corporate portals are an important component in overall KM strategy, they are by no means in themselves KM
Do people really think that knowledge can be managed?