Manage your information and knowledge.

Align knowledge management strategies with your vision and mission.

Practical knowledge is the most potent weapon for solving problems and frustrations. Therefore, effective knowledge management strategies generally focus on the issues that drive the organisation. Your lack of knowledge could be your most significant business expense.

These issues may include customer relationship management, service delivery, customer expectations, risk management, policy excellence or strategic advice. The strategy must identify the various market segments’ fundamental problems, frustrations, wants, and needs. It also needs to address the organisation’s wants, needs and issues. The strategy must then provide a framework for addressing these issues. Finally, develop a process for handling ‘Big Data” using Broadband technologies.

Derive knowledge strategies with input from a knowledge management audit. Knowledge strategies aim to develop the organisation’s core capabilities through various knowledge management initiatives. Many have now recognised the importance of innovation in ensuring long-term growth and survival. In addition, they have recognised the need for better information and knowledge to support their decision-making.

This is particularly true in fast-moving industry sectors, where constant change disrupts operations. The speed of knowledge becomes an integral part of strategic thinking and strategy development in these sectors.

Consider your organisation’s culture.

Culture often profoundly impacts one’s capacity to produce knowledge-related outputs from a knowledge management audit. Initiatives may aim to change an organisation’s culture for improved knowledge sharing and creation. This often entails shifting from internal competition to collaboration, risk-taking, and building trust within and between organisations.

Ensure that appropriate knowledge management activities are approved. Sound governance requires knowledge management activities to achieve organisational goals and align with stated values and codes of conduct. Similarly, they should focus on fulfilling the Business Plans and supporting the Business Model.

Available knowledge can significantly impact outcomes. At the same time, there are numerous accounting and benchmarking standards for measuring an organisation’s financial performance. Unfortunately, there are few recognised standards for measuring intangible or knowledge resources.

However, some measurement tools are emerging, such as the Balanced Scorecard, Knowledge Capital, and economic value-added systems. Some of these are gaining popularity but are a little expensive to buy and manage for smaller organisations. These technologies are used by outsourcing to consultants with the appropriate software packages and practical knowledge of Broadband.

Each organisation has a unique set of requirements to be managed. As a result, there is no “one approach fits all”. In reality, most organisations have well-meaning but poorly targeted knowledge management activities. Activities that failed didn’t address a problem, frustration, want or need of the customer base or the other stakeholders within the organisation.

Quotable Quotes

“Practical business information knowledge will help to provide you with both insights and foresight to minimise the impact of adversity”. Peter Sergeant

“Your information and knowledge must harmonise with the people you are dealing with to get your message across”.  Peter Sergeant