In his recent Law.com post, 5 Steps for Beginners to Implement a Knowledge Management System, Zach Warren gives an overview of a KM session he attended during 2018’s CLOC (Corporate Legal Operations Conference) in April. He joined the beginners portion of the session, led by KM experts from Baker McKenzie and Cisco, whose recommendations are just as relevant outside the legal sector.

I can’t lose if I begin this post with a quote from Aristotle: “The whole is greater than the sum of its parts.” I actually do think of this when I consider the impact of integration. With regard to knowledge management applications, KM solutions should not dictate the way people work and how they do things, but rather should dock neatly with existing systems and processes in order to optimize organizational knowledge delivery and exchange.

In my current book on promoting knowledge management initiatives within the corporate world, I warn against focusing too much on technology, which is a very common problem. But you will ultimately need to use technology for your KM program, so it’s important to understand it and use it in the optimal way. A critical component of successful technology procurement and rollout is a thorough understanding of how technology products are reviewed and approved.

As part of the research for my current book, Proven Practices for Promoting a Knowledge Management Program, I interviewed widely recognized KM leaders to get their take on the secrets to successful KM strategy development and implementation. One of these leaders is with Microsoft.

What actually motivates users of a knowledge management system? It’s the feeling we get at the moment of discovery. Yes, we need the information we are seeking, but it’s the buzz we get when we find it that keeps us engaged. And if we get the hit we’re looking for, we’ll come back—guaranteed.

Midsized law firms face unique challenges when it comes to knowledge management. As large multinational firms must, they need to provide a solid KM foundation, protect and leverage the firm’s knowledge assets, and utilize the best technology for the firm’s KM requirements—but unlike their larger brethren, midsized firms are often resource constrained. What does KM success look like for midsized firms, and how can you get there too?

Knowledge management programs can use a wide variety of people, process, and technology components. It’s important for KM program leaders to gain direct experience with as many of these components as possible, to evaluate their possible application, and to lead the way in implementing new ones to fill current and future needs.

In our previous post on the changing habits of information consumers and the changing role of information professionals as part of the knowledge supply chain, we shared examples of increasing complexity, underpinned by technology and changes in personal preference. In this post, let’s take a look at the third paradigm (KM 3.0) and see what it means for the sustainability and relevance of knowledge managers and special librarians.

After one of Stan Garfield’s successful KM webinars, an audience member asked a question about Enterprise Social Networks and their value. It makes one think about the ways in which information consumption is changing and has changed over time—and how our personal habits are a key driver of this change.

In Part One of this series, we reframed knowledge management strategies in the context of strategies for improving the health of the knowledge ecology. We’re using the metaphor of building a nest (sometimes referred to as an intranet) where our eggs can hatch and ideas grow, and decisions improve in quality. Now let’s explore some strategies, tactics and frameworks for accomplishing this.

You don’t have to go it alone to sell KM to others in your organization. Take advantage of outside help by scheduling visits with others who are doing KM well, joining and participating in KM communities, using industry analyst reports, or using an outside consultant.

I once watched a robin build her nest from what was available around my yard. Her choices were interesting. She had lots of material to choose from, but kept picking up the shiny, silver tinsel from the discarded skeleton of our Christmas tree. Her nest was beautiful when done. It was also colder, and non-absorbent, and she was never able to successfully get her eggs to hatch. One of the morals of this story: Sometimes that which we find attracts us is not necessarily what’s best for the purpose.

Even in a world of digital communication channels, it’s critical to hold annual enterprise-wide (or worldwide, if you work for a multinational organization) face-to-face meetings in order to get and keep all KM leaders informed, energized, and collaborating.

Knowledge Managers know how to use KM tools, how to ask others for help, who should be connected to whom, who would benefit from a piece of information, and how to persuade others to use information effectively. Those who play these roles, and especially those who combine several of them, can function as “power knowledge workers”, facilitating knowledge flow throughout the organization.

In his recent piece for KMWorld, What is KM? Knowledge Management Explained, Dr. Michael Koenig provides an excellent overview of the origins, goals and fundamentals of knowledge management. The article is useful for those new to KM, and also reminds seasoned practitioners of the discipline’s principles, stages of development and current status.

Too much focus on technology when implementing a KM program is a common problem, but you will definitely need to use software applications—so it’s important to understand them and leverage them in an optimal way. It’s imperative that you offer a truly great user experience out of the gate.

Too much focus on technology when implementing a KM program is a common problem. But you will still need to use software applications, so it’s important to understand them and leverage them in an optimal way. Suggestions for doing so include finding a “killer KM app”. Please read on for my thoughts on this topic, drawn from my new book, Proven Practices for Promoting Knowledge Management.

Education is required when introducing a new KM initiative, during roll out across your organization, and as a key part of ongoing implementation. You must continue to offer training in a variety of ways; once is never sufficient. Please read on to learn the elements of a knowledge management training program, drawn from my new book, Proven Practices for Promoting a Knowledge Management Program.