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An 11 point survival guide for Knowledge Management and Learning Organisations

Naked and afraid? A quick survival guide for developing Organisational Knowledge Capability

An 11 point survival guide for Knowledge Management and Learning Organisations

  1. No more “good ideas”. Your effort must bring competitive advantage and/or contribute to the protection or creation of value for the individual, group, team, organisation and/or community via impact upon time/quality/safety/innovation/cost. If it doesn’t, why are you doing it?

  2. Managers influence adoption and therefore success. Leadership is central to optimising capability, but the management of managers and their understanding of how knowledge/learning is acquired/embedded, shared, deployed and created is just as important.

  3. Remember, individual commitment is more important than compliance.

  4. Capability (the ability to deploy knowledge, skills and experience in novel or non-routine ways) means moving beyond competence (what is known) and competency (how you do it).

  5. Knowledge and learning efforts must be integrated into business strategy – demonstrate you can react, be proactive, strategic and that you can anticipate (predict) future need.

  6. The knowledge and learning effort is far too important to be placed in a silo – integrate or stop wasting your time!

  7. Building on point 6, the knowledge or learning effort has to become part of the organisation’s “consciousness” (see point 9).

  8. Everyone should feel they have the opportunity to be engaged and involved in developing policy and practice.

  9. Managing culture means developing leadership models, structures and processes. If you focus on the culture, you’ll never get there.

  10. Horizontal and vertical integration is essential (e.g. HR, IT, Project Management, Talent Management, Operations integration) – see point 6.

  11. Success comes from empowerment/sponsorship and widely distributed responsibility

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