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Leadership Strategies For Knowledge Management Teams
The three elements of any successful Knowledge Management(KM)effort are: people, process, and technology. While people are the most important element, there must be solid processes and technology enablers that allow knowledge workers to complete their work using the tools necessary for mission accomplishment. Future success of any KM program requires building the foundation of people (KSAs, performance management, culture) with the processes (SOPs, business rules, data management), and supported with technology enablers. The challenge is to implement the right blend of all three elements given the generational differences of today's workforce.
In his book, Generation Blend, Rob Salkowitz describes in great detail the generational differences in technology usage and business processes. He states:
"There is a gap that exists between generational workers and enabling technologies. Leadership will be tested in their ability to manage the transition needed to narrow this gap in ways that empower rising workers without sacrificing the accumulated knowledge and wisdom of veteran contributors. This leadership dilemma is one of the crucial challenges facing business, governments and society."
Developing a KM program will challenge organization leadership and whether it can transition to a culture that is more inclusive with other stakeholders for future initiatives. Today's work force expect its employers to provide them the best processes and tools to do their jobs, and the days of silo thinking, hoarding, and yesterday's technology are quickly dissipating.
Here are three useful definitions to assist leaders, organizations, businesses and their KM teams as they travel on their KM journey:
Integrated Planning Strategy
This means that reliable and consistent methodologies should be used to create and support Web and Internet services. Businesses use Internet Web sites, Intranet
Web sites, and other internal Web portals. These sites have provided timely and important communications to stakeholders and the customers.
Investment
Investments in technology should be treated as a portfolio, with information available on measurement, results, and return on investment. This approach will allow senior managers to access up-to-date information on program performance from a top-to-bottom view of business.
Information technology portfolio management is implemented within the context of business unit information technology programs, which are strongly integrated with the corporate Enterprise Architecture program to ensure that information technology investments proposed for portfolio inclusion are effectively aligned in support of organizational strategic goals and objectives.
Governance
Business or organizational web sites exist to empower stakeholders, its business and service partners, and its employees by providing information, work processes, services,and opportunities in an effectively, efficiently, and timely manner. Therefore, they can improve their lives, solve their problems, and accomplish their objectives. To that end, successful businesses develop Web governance principles, strategies, and recommendations so that their Web presence will be more consistent and coherent across the entire organization.
Web governance principles maximize the creative use of people,policy, and processes to manage short- and long-range goals, mitigate ambiguity, and resolve conflicting cross- organizational needs and priorities. They will provide a framework for establishing clear Web management responsibilities, identifying and allocating necessary resources,
promoting organizational standards for best practices, and providing recognition and support for the organization's Web community.
About the Author I invite you to learn more about knowledge management strategies by watching my free Knowledge Management Leadership Video. To claim your Free Video, visit my website at www.conversiongeneral
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