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.

As mentioned in my first post on this topic, in order to sell knowledge management to your stakeholders, you first need to become a KM expert yourself. As an expert, you’ll develop a very clear understanding of KM’s benefits to your unique organization. I included seven of the major benefits of having a successful knowledge management program in Part One of this post; here are another eight—drawn from my new book, Proven Practices for Promoting Knowledge Management.

To sell knowledge management to your stakeholders, you first need to become a KM expert yourself. This involves developing a very clear understanding of KM’s benefits to your unique organization. Please read on for seven of the major benefits of having a successful knowledge management program, drawn from my new book, Proven Practices for Promoting Knowledge Management Program

To change a culture from one of knowledge hoarding to one of knowledge sharing, we must first understand why people may not be sharing their knowledge with one another. Below are some of the main reasons—along with recommended solutions—drawn from my new book, Proven Practices for Promoting Knowledge Management.

Jean-Claude Monney, Chief Knowledge Officer, Microsoft Enterprise Services, recently awarded five stars to Stan Garfield’s new book titled Proven Practices for Promoting a Knowledge Management Program. This comprehensive text, published by Lucidea Press, is an actionable guide to promoting knowledge management practices within your organization. If you want your KM program to achieve maximum success, you simply must read this book.

The single most important “KM sale” you can make is to your senior leaders. In my first two posts on this topic, I asserted that in my experience, if you get them on board, everything else will be much easier. If you can’t: try, try, and try again. Valuable tools for getting leaders' sponsorship and support include telling stories, making the business case, and selling the benefits. Please read on to learn about selling the benefits, drawn from my new book Proven Practices for Promoting a Knowledge Management Program.

I’m pleased to announce that my new book, Proven Practices for Promoting a Knowledge Management Program, is now available. Published by Lucidea Press, it will show you how to build a successful knowledge management program that gets ongoing leadership commitment and creates a knowledge-sharing culture. Please read on for more detail, and a special offer from Lucidea.

The single most important “KM sale” you can make is to your senior leaders. As mentioned in my previous post on this topic, if you get them on board, everything else will be much easier. If you can’t, you must keep trying until you do. To get their sponsorship and support, tell stories, make the business case, and sell the benefits. Please read on to learn about making the business case, drawn from my new book Proven Practices for Promoting Knowledge Management.

The single most important “KM sale” you can make is to your senior leaders. If you get them on board, everything else will be much easier. If you can’t, you need to keep trying until you do. To get their sponsorship and support, tell stories, make the business case, and sell the benefits. Please read on to learn about effective storytelling, drawn from my new book Proven Practices for Promoting a Knowledge Management Program.

In my upcoming 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.

In my upcoming book on promoting knowledge management initiatives within the corporate world, I share a number of tips on how to identify organizational barriers to knowledge sharing, and how to overcome them as you build the necessary culture for KM to thrive.