Knowledge Management

Knowledge Management in Corporate Libraries in India

2025-07-13T10:32:00.000-07:00

Corporate libraries in India play a crucial role in knowledge management by serving as centralized repositories for information, driving innovation, and fostering collaboration. They curate and organize resources, such as industry reports, research publications, and proprietary data, enabling employees to make informed decisions and achieve organizational goals. The integration of advanced technologies like artificial intelligence (AI), cloud computing, and machine learning has transformed these libraries into digital hubs, ensuring seamless accessibility to information.

Government initiatives like the National Knowledge Network (NKN) and the National Digital Library of India (NDLI) further empower corporate libraries by providing access to shared resources, research databases, and collaborative platforms. These libraries also promote knowledge-sharing through training programs, workshops, and mentorship opportunities, which enhance employee capabilities and preserve institutional knowledge.

Challenges such as budget constraints, staff training gaps, and rapid technological advancements persist, but libraries are addressing these through innovative solutions like open-source tools and scalable cloud systems. By aligning with global knowledge management trends and leveraging emerging technologies, corporate libraries in India are evolving into indispensable components of organizational success, ensuring they remain agile and competitive in the knowledge-driven economy

Certainly! Knowledge management in corporate libraries is a vital aspect of organizational information management (OIM) and organisational knowledge management (OKM)

Corporate libraries play a pivotal role in fostering knowledge management within organizations by acting as centralized hubs for information acquisition, storage, dissemination, and collaboration. Here's an overview of their contributions:

Centralized Information Repository

Corporate libraries house curated collections of resources, such as industry reports, research papers, books, and internal documentation. This ensures employees have access to reliable and relevant information, reducing duplication of efforts and enabling informed decision-making.

Enhancing Organizational Learning

They support employee growth by offering training materials, workshops, and curated content on emerging trends or technologies. Libraries enable individuals to continuously upgrade their skills, which improves overall organizational knowledge retention.

Supporting Collaboration and Innovation

Libraries encourage cross-departmental collaboration by sharing insights and resources that might otherwise remain siloed. They often act as facilitators of discussions and brainstorming sessions, driving innovation and leveraging collective expertise.

Knowledge Archiving

Corporate libraries meticulously organize and archive institutional knowledge, including reports, meeting records, and proprietary research. This helps in preserving intellectual capital and ensuring continuity, even as employees transition or leave the organization.

Leveraging Technology

Modern corporate libraries utilize digital tools and platforms like intranets, e-libraries, and databases to improve accessibility. They integrate with knowledge management systems to streamline the process of information retrieval and sharing, enabling employees to find specific answers quickly.

Promoting Knowledge-Sharing Culture

By providing spaces for research and dialogue, corporate libraries foster a culture of knowledge sharing and curiosity. They help bridge gaps between junior and senior employees, transferring insights and experiences across hierarchies.

In essence, corporate libraries are not just repositories of information; they are dynamic centers that align with organizational goals and empower employees to excel by facilitating efficient knowledge management.

Corporate libraries play a crucial role as repositories of information and resources, directly supporting decision-making and innovation in the following ways:

1. Comprehensive Information Storage

Corporate libraries curate a diverse range of information, such as industry reports, market analyses, case studies, and internal research. This serves as a dependable knowledge base, enabling employees and executives to make well-informed decisions backed by credible data.

2. Quick and Efficient Information Access

By organizing resources systematically—whether through digital databases or physical archives—libraries streamline the process of information retrieval. This ensures that decision-makers can quickly access relevant insights without wasting valuable time.

3. Supporting Evidence-Based Decisions

With access to up-to-date and meticulously vetted resources, corporate libraries empower decision-makers to analyze options thoroughly, evaluate risks, and predict outcomes. This minimizes guesswork and enhances the quality of strategic planning.

4. Nurturing Innovation

Libraries often acquire resources on cutting-edge technologies, trends, and best practices. By making such information accessible, they inspire employees to think creatively and apply innovative solutions to challenges.

5. Encouraging Cross-Functional Collaboration

As centralized hubs, corporate libraries promote the sharing of information across departments. This integration of diverse perspectives often leads to breakthrough ideas and solutions that might not emerge in isolation.

6. Preserving Institutional Knowledge

Corporate libraries act as long-term archives for organizational knowledge, from project records to proprietary methodologies. This helps new employees learn from past projects and reduces redundancy, aiding consistent innovation.

By acting as gatekeepers of knowledge and facilitators of information flow, corporate libraries not only enhance decision-making but also create an environment where creativity and progress thrive.

Corporate libraries in India are embracing digital transformation to stay relevant and enhance their role as knowledge hubs. Here's how they are adapting:

1. Transition to Digital Resources

Many corporate libraries are digitizing their collections, including reports, journals, and books, to make them accessible online. E-books, e-journals, and multimedia resources are becoming standard, allowing employees to access information anytime, anywhere.

2. Integration of Technology

Libraries are adopting advanced technologies such as cloud-based systems, artificial intelligence, and machine learning for cataloging, indexing, and personalized recommendations. These tools streamline information retrieval and improve user experience.

3. Development of Digital Platforms

Corporate libraries are creating intranets, e-libraries, and mobile apps to provide seamless access to resources. These platforms often include search functionalities, collaboration tools, and integration with knowledge management systems.

4. Focus on User Training

To bridge the digital literacy gap, libraries are conducting workshops and training sessions for employees. This ensures that users can effectively navigate digital platforms and utilize available resources.

5. Collaboration and Networking

Libraries are collaborating with external databases, publishers, and other organizations to expand their resource pool. Partnerships with academic institutions and research bodies also enhance access to specialized knowledge.

6. Addressing Challenges

Despite progress, challenges such as budget constraints, infrastructure limitations, and resistance to change persist. Libraries are working to overcome these by seeking institutional support, investing in staff training, and adopting cost-effective digital solutions.

By embracing these trends, corporate libraries in India are transforming into dynamic, tech-driven knowledge centers that support innovation and decision-making.

The integration of digital tools and technologies has revolutionized how corporate libraries catalog, archive, and provide access to information. Here's a breakdown of their impact across these areas:

Cataloging

Automated Indexing: Digital tools like AI and machine learning streamline the indexing process by analyzing metadata and categorizing materials automatically.
Unified Search Systems: Technologies such as Optical Character Recognition (OCR) enable libraries to digitize physical documents and integrate them into searchable catalogs.
Dynamic Classification: Libraries can use taxonomies and algorithms that adapt to emerging trends, ensuring that classification systems remain current and relevant.

Archiving

Cloud-Based Storage: Cloud platforms like Microsoft SharePoint or Google Drive allow corporate libraries to store vast amounts of data securely while ensuring scalability.
Digital Preservation: High-resolution scanning and file conversion tools help preserve documents and materials, even those that are fragile or outdated.
Backup Systems: Libraries employ technologies for disaster recovery and data redundancy to safeguard archival materials against accidental loss.

Providing Access

E-Libraries and Portals: Web-based platforms enable remote access to library resources, creating convenience for employees working in decentralized or hybrid environments.
User Personalization: Recommendation engines powered by AI suggest resources tailored to individual user preferences, fostering a more engaging experience.
Access Control: Libraries leverage security technologies like role-based access permissions and encryption to maintain confidentiality and prevent unauthorized usage.

Emerging Trends

Integration with Knowledge Management Systems: Libraries are seamlessly tying their tools into organizational intranets and KM systems to streamline knowledge-sharing across departments.
Mobile and App-Based Access: Libraries are increasingly developing mobile applications, ensuring accessibility on smartphones and tablets.
Interactive Interfaces: Tools such as chatbots and virtual assistants enhance the user experience by simplifying navigation and providing quick answers.

These advancements make corporate libraries agile, scalable, and highly effective in supporting knowledge management.

Corporate libraries manage knowledge repositories and databases through strategic organization, technological integration, and proactive governance. Here's how they ensure effective management:

1. Systematic Organization of Knowledge

Categorization and Classification: Corporate libraries use standardized taxonomies, metadata tagging, and hierarchical categorization to organize knowledge repositories efficiently. This ensures resources can be easily found and retrieved.
Version Control: They implement mechanisms to track document updates and maintain multiple versions for records, ensuring the accuracy and relevance of the repository.
Indexing: Libraries utilize keyword-based indexing and searchable formats to make databases accessible and user-friendly.

2. Adoption of Technology

Database Management Systems (DBMS): Tools such as SQL-based systems or NoSQL alternatives are used to create, store, and maintain structured and unstructured data.
Digital Libraries: Libraries have transitioned to digital platforms, integrating e-journals, research databases, and proprietary tools to expand their repository scope.
Search and Retrieval Tools: Advanced search engines, powered by AI, allow employees to locate specific data quickly through intuitive interfaces and predictive suggestions.

3. Collaboration with Knowledge Management Systems

Corporate libraries are deeply embedded within broader knowledge management frameworks to promote knowledge-sharing. They integrate with intranets and cloud-based systems to provide seamless access across departments and locations.

4. Security Measures

Access Controls: Libraries enforce role-based access permissions and encryption to protect sensitive information.
Backup Systems: Redundancy and regular backups prevent data loss, ensuring repositories remain secure even during crises.
Compliance: Libraries adhere to regulatory guidelines, ensuring data protection and intellectual property rights.

5. Continuous Updates

To maintain relevance, libraries proactively update their repositories by incorporating new knowledge, such as industry insights, recent research, and emerging best practices. Automated alerts and subscriptions to databases assist in staying up-to-date.

6. Providing Accessibility

Mobile and Remote Access: Many corporate libraries have developed apps and cloud-based systems to facilitate user access from anywhere.
Multilingual Resources: Libraries in diverse organizations include materials in multiple languages to cater to their workforce.
User Training: They conduct workshops and provide tutorials to empower employees in navigating repositories effectively.

In sum, corporate libraries combine robust systems, innovative technologies, and user-focused strategies to manage their knowledge repositories and databases efficiently, ensuring that they remain valuable assets for decision-making and innovation within organizations.

Corporate libraries and archival institutions are adopting innovative practices to organize and maintain both digital and physical collections effectively. Here are some noteworthy approaches:

Innovative Practices for Digital Collections

Metadata-Driven Organization: Libraries use advanced metadata standards to describe and categorize digital assets. This ensures efficient retrieval and long-term usability.
AI-Powered Search Tools: Artificial intelligence and machine learning are employed to enhance search capabilities, offering predictive suggestions and personalized recommendations.
Cloud-Based Repositories: Cloud storage solutions provide scalable and secure platforms for storing vast amounts of digital data, ensuring accessibility from anywhere.
Blockchain for Provenance: Blockchain technology is being explored to track the provenance of digital assets, ensuring authenticity and preventing tampering.
Digital Preservation Policies: Institutions implement strategies like format migration and checksum verification to prevent data loss and ensure the longevity of digital files.

Innovative Practices for Physical Collections

High-Density Storage Systems: Compact shelving and movable racks maximize storage space while maintaining easy access to physical materials.
Environmental Monitoring: Advanced HVAC systems and sensors regulate temperature, humidity, and light exposure to protect sensitive materials from deterioration.
Barcode and RFID Tracking: Physical items are tagged with barcodes or RFID chips, enabling efficient inventory management and tracking.
Hybrid Digitization: Libraries digitize fragile or high-demand physical items, reducing handling while preserving the original artifacts.
Integrated Pest Management (IPM): Proactive measures, such as regular inspections and sealed storage, prevent damage from pests.

These practices demonstrate how libraries are blending technology and traditional methods to ensure the effective management of their collections.

Efficient information retrieval systems are critical for corporate libraries to ensure users can locate and access the knowledge they need with ease. Here's how these systems are implemented:

1. Structured Databases

Designing Database Architecture: Libraries organize information into logical structures, employing relational or non-relational database systems based on the nature of the data.
Metadata Utilization: Metadata tagging (e.g., author, subject, keywords) enhances discoverability and ensures that records are retrievable with precision.

2. Advanced Search Capabilities

Boolean Operators: Libraries implement Boolean search functionalities, allowing users to refine searches using AND, OR, and NOT commands.
Natural Language Processing (NLP): Modern retrieval systems use NLP to interpret user queries and deliver results aligned with their intent.
Faceted Search: Users can filter search results by categories such as date, author, or resource type, improving the search experience.

3. AI and Machine Learning Integration

Predictive Search: AI analyzes user behavior and query patterns to recommend resources proactively.
Semantic Search: Machine learning enables systems to understand the context and meaning behind queries, providing more relevant results.

4. User-Friendly Interfaces

Intuitive Navigation: Libraries design interfaces with simple navigation, ensuring users can access resources with minimal training.
Visualization Tools: Search results are often presented graphically (e.g., topic maps, graphs), helping users identify connections and trends.

5. Integrated Systems

Single Sign-On (SSO): Libraries integrate retrieval systems with organizational platforms for seamless access without multiple logins.
Interconnectivity with Knowledge Management Systems: Retrieval systems are linked with intranets and collaboration tools to enhance information sharing across teams.

6. Real-Time Updates

Dynamic Indexing: Retrieval systems update in real-time as new resources are added or existing ones are modified, ensuring users always access the latest information.
Push Notifications: Systems notify users about newly added resources relevant to their interests or projects.

7. Robust Accessibility Features

Multi-Device Compatibility: Libraries ensure retrieval systems are accessible on desktops, tablets, and smartphones.
Accessibility Standards: Compliance with standards like WCAG (Web Content Accessibility Guidelines) ensures the system is usable for people with disabilities.

8. Security and Data Privacy

Role-Based Access Control (RBAC): Access to information is restricted based on user roles, protecting sensitive data.
Encrypted Transactions: All interactions with the system are encrypted to prevent data breaches.

9. Feedback Mechanisms

Libraries implement user feedback systems to improve the relevance of search results and overall system performance. Machine learning tools can process this feedback to fine-tune algorithms.

By integrating these practices and technologies, corporate libraries significantly enhance their information retrieval capabilities, empowering employees to make informed decisions and drive innovation.

AI and machine learning are transforming search capabilities within corporate libraries and other information hubs by making searches more intelligent, personalized, and efficient. Here's how these technologies are being leveraged:

1. Semantic Search

Understanding Context: AI-powered search systems analyze the intent and context behind queries, moving beyond keyword matching to deliver more meaningful results. For example, a query for "impact of remote work" would return results exploring trends and effects, rather than unrelated mentions of "work" or "remote."
Natural Language Processing (NLP): Machine learning enables systems to interpret human language more accurately, allowing users to input queries conversationally rather than using rigid formats.

2. Predictive Search

Suggestions Based on User Behavior: AI analyzes patterns and past searches to suggest relevant queries or resources before users complete their input.
Autocomplete Features: Predictive algorithms refine user input dynamically, guiding users toward relevant results without requiring exhaustive typing.

3. Personalized Recommendations

Custom Search Results: Machine learning evaluates user profiles, preferences, and previous interactions with the system to provide tailored content.
Dynamic Learning: Systems learn from user feedback over time to improve the relevance of future search results.

4. Visual Search and Image Recognition

AI-driven search engines can process images to retrieve related content. For instance, users could upload a photo of a prototype or diagram, and the system could return related technical documentation or articles.

5. Voice-Enabled Search

Speech Recognition: AI integrates with voice interfaces, allowing users to perform searches using verbal commands.
Conversational AI: Virtual assistants leverage machine learning to understand and respond to complex spoken queries.

6. Real-Time Updates

Dynamic Indexing: Machine learning systems continuously scan and update databases to ensure search results reflect the latest available information.
Content Categorization: Algorithms can automatically classify new information into predefined categories, streamlining retrieval.

7. Error Correction and Query Refinement

Spelling and Grammar Adjustments: AI corrects user input errors to ensure queries yield accurate results.
Query Expansion: Machine learning suggests additional keywords or synonyms to improve search breadth and depth.

8. Multimodal Search

Integrated Search Modes: AI combines text, image, and voice inputs to deliver results from multiple perspectives, enhancing the overall search experience.

9. Data Visualization

Interactive Graphs and Maps: AI systems present search results visually, highlighting connections and trends between datasets.
Topic Clustering: Machine learning groups related information, enabling users to explore broader topics efficiently.

10. Handling Big Data

AI and machine learning excel at indexing and retrieving information from massive datasets. This is particularly useful for large organizations with complex repositories of knowledge.

By leveraging these technologies, corporate libraries and search platforms have enhanced their ability to deliver precise, user-focused results, transforming how information is accessed and utilized.

Corporate libraries play a vital role in fostering collaboration and networking within organizations by creating environments and processes that encourage knowledge-sharing and teamwork. Here's how they achieve this:

1. Centralized Knowledge Hubs

Corporate libraries act as centralized repositories where employees from different departments access shared resources. This common knowledge base naturally fosters interaction, collaboration, and the exchange of ideas.

2. Curated Collaborative Spaces

Physical Libraries: Many corporate libraries offer meeting rooms and quiet study areas where employees can brainstorm, conduct group research, or discuss projects in person.
Virtual Platforms: Digital libraries integrate forums, discussion boards, and collaborative tools that allow employees to share insights and solve problems collectively, even across geographical locations.

3. Hosting Knowledge-Sharing Events

Libraries often organize events such as workshops, training sessions, and guest speaker presentations. These initiatives not only disseminate valuable information but also encourage employees to network and collaborate on shared interests.

4. Interdepartmental Engagement

Libraries curate specialized resources or projects that bring employees from diverse departments together—for example, research challenges or design thinking sessions—breaking down silos and enabling cross-functional teamwork.

5. Personalized Assistance

Library staff often function as knowledge facilitators, connecting employees to resources or individuals who can assist with specific projects. This personalized approach strengthens internal networks and collaboration.

6. Promoting Information Sharing

Libraries encourage employees to contribute their own research, reports, and case studies to the repository. This peer-to-peer sharing enhances collective expertise and builds relationships among contributors.

7. Leveraging Technology

Digital libraries incorporate tools such as:

Shared Knowledge Platforms: Systems like intranets or cloud-based repositories where employees can collaboratively work on documents or projects.
Real-Time Communication Tools: Integration with messaging platforms to discuss resources, ask questions, or share insights.
Collaborative Search Features: AI-driven systems that suggest resources or collaborators based on shared interests or projects.

8. Encouraging Cross-Generational Networking

Libraries provide mentorship opportunities by connecting junior employees with senior staff or experts in relevant fields, fostering a culture of learning and collaboration.

9. Supporting Project Teams

Corporate libraries often supply tailored collections of resources specific to project needs, facilitating teamwork and innovation. For example, a library could compile industry reports, competitor analyses, and patents for a product development team.

10. Building Community

Through physical spaces, virtual platforms, and programs, libraries create a sense of community within the organization, enabling employees to exchange ideas and build lasting professional relationships.

Corporate libraries are, therefore, not only knowledge centers but also catalysts for collaboration and networking, enabling employees to work together effectively toward common goals.

Organizations implement various initiatives to foster knowledge sharing and the exchange of best practices, creating a culture of collaboration and continuous improvement. Here's an exploration of effective strategies:

1. Communities of Practice (CoPs)

What They Are: Groups of employees with shared interests or expertise come together to discuss challenges, share solutions, and exchange insights.
Benefits: These communities provide a platform for learning, problem-solving, and innovation while breaking down organizational silos.

2. Knowledge-Sharing Platforms

Implementation: Intranets, wikis, and cloud-based collaboration tools allow employees to contribute and access knowledge in real time.
Features: Tagging, commenting, and version tracking ensure that resources remain relevant and up-to-date.

3. Cross-Functional Projects

Purpose: Teams composed of members from different departments or skill sets work together on specific goals.
Outcome: Encourages the blending of diverse perspectives and the adoption of best practices from various areas.

4. Mentorship and Peer Learning

Mentorship Programs: Pairing junior employees with experienced mentors promotes the transfer of institutional knowledge and expertise.
Peer Coaching: Encourages employees to share tips, tools, and techniques, enhancing collective skills.

5. Internal Training Workshops

Formats: Regular sessions or webinars hosted by subject matter experts within the organization.
Impact: Facilitates the sharing of specialized knowledge and builds internal capabilities.

6. Rewards and Recognition

Incentives: Recognizing and rewarding individuals or teams who actively share knowledge encourages participation.
Programs: "Knowledge Contributor of the Month" or gamification elements to motivate employees.

7. Best Practices Repository

What It Is: A centralized repository for documented workflows, success stories, and lessons learned from past projects.
Accessibility: Open to all employees for easy reference and adoption.

8. Networking Events and Knowledge Fairs

Organized Opportunities: Knowledge fairs, team retreats, and brainstorming sessions bring employees together to share insights in a dynamic environment.
Cross-Team Collaboration: Such events foster interpersonal connections that encourage future collaboration.

9. Virtual Collaboration Tools

Platforms Used: Tools like Microsoft Teams, Slack, or Trello facilitate instant communication, sharing, and project management.
Benefits: Enable geographically dispersed teams to collaborate effectively and share insights.

10. Open Forums and Feedback Mechanisms

Idea Exchanges: Open forums or town hall meetings allow employees to share innovative ideas and best practices freely.
Feedback Loops: Encouraging feedback ensures continuous refinement and incorporation of effective practices.

11. Leadership Support and Role Modeling

Role of Leaders: Leadership involvement in knowledge-sharing initiatives signals their importance and motivates employees to participate.
By Example: Leaders sharing their own experiences fosters a sense of trust and openness.

By leveraging these initiatives, organizations can harness their collective intelligence, drive innovation, and foster a culture of continuous improvement.

Corporate libraries in India face several challenges that impact their ability to function effectively and adapt to evolving demands. Here's an exploration of key issues:

1. Budget Constraints

Limited Funding: Many corporate libraries operate with restricted budgets, which limits their ability to acquire new resources, upgrade infrastructure, or invest in advanced technologies.
Prioritization Issues: In some organizations, libraries are not seen as critical investments, leading to reduced financial support.
Solutions: Libraries can seek alternative funding through partnerships, sponsorships, or grants. Demonstrating their value in driving innovation and decision-making can also help secure better budgets.

2. Staff Training

Skill Gaps: Library staff often lack training in emerging technologies such as AI, machine learning, and digital cataloging systems.
Resistance to Change: Some staff may be hesitant to adopt new tools or workflows, slowing the pace of modernization.
Solutions: Regular workshops, certifications, and collaboration with tech experts can help bridge skill gaps. Encouraging a culture of continuous learning is also essential.

3. Keeping Up with Technological Advancements

Rapid Evolution: The pace of technological change makes it challenging for libraries to stay updated with the latest tools and platforms.
Infrastructure Limitations: Many libraries struggle with outdated systems and lack the resources to implement modern solutions like cloud storage or AI-driven search engines.
Solutions: Libraries can adopt scalable technologies, such as cloud-based systems, and prioritize investments in tools that align with organizational goals. Collaborating with IT departments can also ease the transition.

4. Digital Divide

Access Inequality: Libraries in urban areas often have better access to digital tools compared to those in semi-urban or rural settings.
Solutions: Government and institutional support can help bridge this gap by funding digital initiatives and providing infrastructure upgrades.

5. Demonstrating Relevance

Perception Challenges: Libraries must continually prove their value in the digital age, where employees often rely on internet searches for information.
Solutions: Libraries can position themselves as indispensable knowledge hubs by offering curated, reliable resources and personalized assistance.

By addressing these challenges through strategic planning, technological adoption, and advocacy, corporate libraries in India can enhance their role as vital contributors to organizational success.

Here are some notable examples of organizations in India that have successfully implemented knowledge management strategies through their corporate libraries:

1. Infosys Knowledge Management Framework

Infosys, a global leader in IT services, has developed a robust knowledge management system integrated with its corporate library. The Infosys Knowledge Management Framework includes:

K-Shop: A centralized repository for storing and sharing knowledge assets, such as white papers, case studies, and best practices.
Collaboration Tools: Employees use platforms to share insights and collaborate on projects, fostering a culture of continuous learning.

Outcome: This system has enhanced productivity, reduced duplication of efforts, and encouraged innovation across teams.

2. Tata Consultancy Services (TCS)

TCS has implemented a comprehensive knowledge management strategy through its corporate library, which includes:

Digital Library: A vast collection of e-books, journals, and research papers accessible to employees worldwide.
Knowledge Portals: Platforms like "Ultimatix" allow employees to share expertise, access training materials, and collaborate on projects.

Outcome: TCS's approach has improved knowledge sharing, employee engagement, and the ability to deliver innovative solutions to clients.

3. INFLIBNET Centre

The Information and Library Network (INFLIBNET) Centre, under the University Grants Commission, serves as a case study for academic and corporate collaboration. Key initiatives include:

Shodhganga: A digital repository of Indian theses and dissertations, promoting open access to research.
VIDWAN: A database of subject experts, enabling collaboration between researchers and organizations.

Outcome: These initiatives have strengthened knowledge sharing and research capabilities across institutions and industries.

4. Wipro

Wipro's corporate library supports its knowledge management strategy by:

Leveraging AI and Machine Learning: For indexing and retrieving information efficiently.
Hosting Knowledge-Sharing Events: Regular workshops and webinars encourage employees to share insights and best practices.

Outcome: Wipro has seen improved decision-making and innovation through better access to curated knowledge.

These examples highlight how Indian organizations are leveraging their corporate libraries to drive knowledge management, collaboration, and innovation.

In India, several government initiatives and policies indirectly support knowledge management in corporate libraries by promoting digital transformation, resource sharing, and access to information. Here are some key examples:

1. National Knowledge Network (NKN)

Objective: NKN is a government initiative aimed at connecting institutions across India through a high-speed network. It facilitates collaboration and knowledge sharing among academic, research, and corporate entities.
Impact on Libraries: Corporate libraries can leverage NKN to access shared resources, research databases, and collaborative platforms.

2. UGC-INFONET Digital Library Consortium

Purpose: Managed by the University Grants Commission (UGC), this consortium provides access to e-resources for academic and research institutions.
Relevance to Corporate Libraries: Libraries in corporate settings can collaborate with academic institutions to access specialized knowledge and research materials.

3. Traditional Knowledge Digital Library (TKDL)

Focus: TKDL is a repository of India's traditional knowledge, including Ayurveda, Unani, and Siddha practices, documented in digital formats.
Application: Corporate libraries in sectors like pharmaceuticals and healthcare can utilize TKDL for research and innovation.

4. National Digital Library of India (NDLI)

Objective: NDLI is a digital repository of educational resources, including books, articles, and multimedia content.
Benefits for Corporate Libraries: Libraries can access NDLI to enhance their collections and support employee learning.

5. National Library Policy

Framework: The policy emphasizes the importance of information infrastructure and resource sharing to support socioeconomic development.
Implications: Corporate libraries can align with these principles to advocate for better funding and integration with national initiatives.

6. E-Governance Initiatives

Digital India Program: Promotes digitization and access to information across sectors, encouraging libraries to adopt digital tools and platforms.
Open Access Policies: Government efforts to make research and data publicly accessible benefit corporate libraries by expanding their resource pool.

These initiatives provide a foundation for corporate libraries to enhance their knowledge management capabilities and contribute to organizational success.

Continuous professional development (CPD) and training for library staff are crucial for ensuring they remain adept at navigating the ever-evolving landscape of information management. Here's why it holds immense importance:

1. Keeping Pace with Technological Advancements

Emerging technologies such as artificial intelligence, machine learning, and blockchain are transforming how information is organized, retrieved, and shared.
Training programs enable staff to master these technologies and integrate them into library operations, ensuring libraries remain relevant and efficient.

2. Enhancing Digital Competency

As corporate libraries shift toward digital platforms, staff need expertise in managing e-resources, databases, cloud systems, and cybersecurity.
CPD equips librarians with the technical skills required to handle these systems effectively and secure sensitive organizational data.

3. Improving User Experience

Professional development empowers staff to implement user-centric approaches, such as personalized recommendations, advanced search functionalities, and intuitive interfaces.
By staying updated, librarians can better meet the evolving needs of employees and stakeholders.

4. Adaptation to New Roles

The role of library staff is expanding beyond traditional functions to include knowledge management, data analysis, and collaboration facilitation.
Training helps them embrace these responsibilities and make greater contributions to organizational success.

5. Fostering Innovation

Exposure to emerging trends sparks creativity, encouraging staff to explore new methods for managing information and facilitating knowledge-sharing.
Innovative practices, such as leveraging AI-driven insights, can enhance the library's role as a hub of organizational intelligence.

6. Building Resilience

In times of rapid change, professional development equips staff with the adaptability to manage transitions, such as the shift from physical to digital collections.
It prepares them to handle challenges proactively, from budget constraints to user demands.

7. Promoting Collaboration

CPD programs often include training in collaboration tools, virtual platforms, and cross-functional teamwork, enabling library staff to support organizational networking and collaboration effectively.
This encourages knowledge exchange and integration across teams and departments.

8. Maintaining Professional Standards

Regular training ensures adherence to best practices and industry standards, such as data protection regulations and copyright compliance.
Librarians can also contribute to shaping organizational policies around knowledge management and information ethics.

9. Career Development and Motivation

Professional development enhances career prospects, boosting staff morale and retention rates.
It demonstrates the organization's commitment to nurturing talent, which in turn motivates librarians to excel in their roles.

Continuous training is not just an investment in library staff—it is an investment in the organization’s ability to thrive in an information-driven world.

The future of knowledge management in corporate libraries in India is being shaped by several emerging trends and technologies. These advancements are transforming libraries into dynamic hubs of innovation and collaboration. Here are some key trends and technologies to watch:

1. Artificial Intelligence (AI) and Machine Learning

Smarter Search Systems: AI-powered tools enable semantic search, predictive analytics, and personalized recommendations, making information retrieval faster and more accurate.
Automated Cataloging: Machine learning algorithms streamline the classification and indexing of resources, reducing manual effort.

2. Blockchain Technology

Data Security: Blockchain ensures secure and transparent management of digital rights and intellectual property.
Provenance Tracking: It helps verify the authenticity and origin of resources, enhancing trust in shared knowledge.

3. Augmented Reality (AR) and Virtual Reality (VR)

Immersive Learning: AR and VR create interactive environments for training and skill development, offering employees engaging ways to access and apply knowledge.
Virtual Libraries: These technologies enable users to explore digital collections in immersive, 3D spaces.

4. Internet of Things (IoT)

Smart Libraries: IoT devices monitor and manage library resources, such as tracking book usage and optimizing space utilization.
Real-Time Data: Sensors and connected devices provide insights into user behavior, helping libraries tailor their services.

5. Cloud Computing

Scalable Storage: Cloud platforms offer cost-effective solutions for storing and accessing vast amounts of data.
Remote Access: Employees can access library resources from anywhere, supporting hybrid and remote work models.

6. Open-Source Software

Cost Efficiency: Libraries are adopting open-source tools for knowledge management, reducing costs while fostering innovation.
Customization: These tools allow libraries to tailor systems to their specific needs.

7. Data Analytics

User Insights: Analytics tools track usage patterns and preferences, enabling libraries to optimize their collections and services.
Trend Analysis: Libraries can identify emerging knowledge areas and align their resources accordingly.

8. Digital Preservation

Long-Term Access: Advanced digitization techniques ensure the preservation of valuable resources, even as formats evolve.
AI-Driven Restoration: AI tools help restore and maintain digital archives, safeguarding organizational knowledge.

9. Collaborative Platforms

Knowledge Sharing: Integrated platforms facilitate collaboration across teams, breaking down silos and promoting innovation.
Real-Time Updates: Employees can contribute to and access shared knowledge repositories in real time.

10. Sustainability Initiatives

Eco-Friendly Practices: Libraries are adopting green technologies, such as energy-efficient systems and digital-first approaches, to reduce their environmental impact.

These trends and technologies are redefining the role of corporate libraries in India, making them more interactive, efficient, and aligned with organizational goals.

How to Leverage Analytics in Your Special Library

2018-03-01T20:28:00.004-08:00

Posted byLucidea

One of Lucidea’s goals is to ensure a high return on investment for our clients. Per Wikipedia, “A high ROI means the investment's gains compare favorably to its cost.” Please read on for an example of how to think about and measure gains after implementing a Lucidea ILS or KM solution.

One of our clients, a life sciences company with $600 million in revenue, successfully captured content in a records management system, but ultimately realized it was not designed for information retrieval. Their library implemented Inmagic Presto to dramatically expand access and searchability, taking enterprise content from a “vault” and making it discoverable, while integrating with other organizational information sources and assets.

After implementing Presto, the client conducted a survey of research scientists. What were the results? Research scientists reported:

•10% less time spent on searching
•$200,000 savings a year
•10% less time spent looking in email for content that is now easily accessible via Presto

Our products have many options for conducting analysis on collections, resources and workflow, and making it easily available through management reports—but sometimes it isn’t the Lucidea product that generates the numbers, although that’s always useful. Often, it is the use of our product that delivers visible, tangible results, measurable through observation, surveys, interviews, etc.

If you couple analytics captured via your Director’s Dashboard, or your Request Management Dashboard (both easily built in SydneyEnterprise, for example) with data derived from your end user population, it’s easy to convince your leadership of the high return on your investment in our ILS or KM solution. And perhaps when you develop a reputation as a great steward of your company’s money, you’ll even get a bigger budget!

10 Important Elements of an Organizational Knowledge Ecosystem

2018-03-01T20:22:00.002-08:00

Posted by Lucidea on 3/1/2018

In their interesting blog post, 10 Tips for Creating a Knowledge Ecosystem in your Organization, a group of Wiley publication editors share their insights on effective KM practices. As a result of seeking a “better understanding of how knowledge is constructed and how it is connected to prior learning”, they compiled a list of ten knowledge ecosystem elements.

Knowledge management is not an activity that exists in a vacuum. In order to be successful, any KM program needs to fit tightly with your organization’s culture, workflows and strategic priorities—and must always incorporate a “people” element. Wiley editors from their various journals, including Journal of Organizational Behavior, Knowledge and Process Management, and the Human Resource Management Journal identified the elements of a “Knowledge Ecosystem” listed below.

Allow for Flexibility
Embed Learning in Everything
Set Clear Open Innovation Objectives
Overcome Selfishness by Using Selfishness
Actively Identify Critical Knowledge
Foster Authentic Leadership
Balance Your Open and Closed Activities
Create a Competitive, Free Market-like Environment
Review the Quality of the Knowledge
Create a Psychologically Safe Environment

You can read the details of these tenets here: 10 Tips for Creating a Knowledge Ecosystem in your Organization. It’s worth noting that KM technology can support many of these tactics, especially if you think beyond the traditional ways of using a KM application. Check out the post and tell us what you think.

Benefits of Knowledge Management - Part 2

2018-01-04T20:34:00.002-08:00

Posted by Stan Garfield on 11/22/2017

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.

Processes and procedures can be standardized and repeatable
If standard processes and procedures have been defined, they should always be followed. This allows employees to learn how things are done, leads to predictable and high-quality results, and enables large organizations to be consistent in how work is performed. When there is a process for creating, storing, communicating, and using standard processes and procedures, employees will be able to leverage them routinely.

Methods, tools, templates, techniques, and examples are available
Methods, tools, templates, techniques, and examples are the building blocks that support repeatable processes and procedures. Consistent use of them streamlines work, improves quality, and ensures compatibility across the organization.

Unique expertise becomes widely accessible
When there are experts who have skills that are in short supply, they are usually in great demand. Knowledge management helps them make their expertise available to the entire organization. Ways of doing so include community discussion forums, training events, “ask the expert” systems, recorded presentations, white papers, podcasts, and blogs.

Customers can see exactly how knowledge is used for their benefit
In competitive situations, it is important to differentiate yourself from other firms. When you demonstrate to potential and current customers that you have widespread expertise—and ways of bringing it to bear for their benefit—it can convince them to start or continue doing business with you. Conversely, failure to do so could leave you vulnerable to competitors who can demonstrate their knowledge management capabilities and benefits.

Accelerated customer delivery
Speed of execution is another important differentiator among competitors. All other things being equal, the company that delivers sooner will win. Knowledge sharing, reuse and innovation can significantly reduce time to deliver a proposal, product, or service to a customer. And that translates into increased win rates, add-on business, and new customers.

Organizations can leverage scale
As an organization grows, the increasing size is only a benefit if it can use its employees’ collective knowledge. Through the use of tools such as communities, expertise locators, and repositories, the full intellectual power of a large enterprise can be exploited.

The best organizational problem-solving experiences are reusable
Consistently applying proven practices can significantly improve any company’s results. For example, if a manufacturing plant in one part of the world has figured out how to prevent the need for product rework, and all other plants around the world adopt this practice, savings will flow directly to the bottom line. By establishing a process for defining, communicating, and replicating proven practices, an enterprise takes advantage of what it learns about solving problems.

Innovation and growth are stimulated
Most businesses want to increase their revenues, but it becomes increasingly difficult as industries mature and competition increases. Creating new knowledge through effective knowledge sharing, collaboration, and information delivery can stimulate innovation. If you achieve this and many of the other 14 benefits enabled by knowledge management, you should be able to achieve growth.

Platform vs. Application—the KM Conundrum

2018-01-04T19:43:00.002-08:00

Posted by Ron Aspe, CEO on 12/21/2017

The biggest mistake people make when selecting a KM system is to choose a platform instead of an application. The business case is dazzlingly simple—yet many organizations overlook it.

Where the problem starts…
A platform is a tool used by software developers to build a KM application. SharePoint is an example of a platform. It can be used to develop a KM application.

A KM application is a tool used to manage knowledge. Lucidea’s Presto is an example of a KM application. There are literally hundreds of ready-to-use knowledge management applications.

If you want a quick solution to a KM problem:
Buy a KM application. Within 10 minutes of seeing a solution you’ll know if it is the right system for you – assuming you’ve figured out your business and functional requirements. Seriously, if it takes more of your time than that, it’s probably not the right KM application for your organization. In that case, either look for another vendor or insist they show you how to configure it to match your needs while you watch. Some systems are amazingly flexible. Best of all, the most powerful KM applications can be up and running within days.

Why not go with a platform and build the perfect solution?
Because it will take person-months if not person-years to get it right. Contrast this with the few weeks of vendor demonstrations you’ll go through to find the perfect application and you’ll see there really is no comparison. It’s the same reason we all buy clothes off the rack. Sure, some clothes require alteration—but who goes to the tailor these days for custom suits. Yes, they have the fabric, scissors and sewing machines, but do you have the time and money?

One other key point—excellent KM solutions can share data with other applications and platforms. In fact, I wouldn’t recommend buying one that can’t. This important capability ensures your knowledge assets are always accessible and portable too!

So, you already have a platform?
Sticking with the clothing analogy, it’s not the fabric that expensive, it’s the labor. This is easy to test. Just as you expect your KM application vendor to demonstrate a viable solution, ask your platform developer to show you what they can deliver right out of the box. Then ask them how long it will take to make the changes you need. Then, do the math. Consider your time plus your programmers’ time. Even if your IT department doesn’t charge back the hours they spend on your KM project, there is an organizational cost.

IT resources are never free:
KM projects that involve using a platform to develop an application will have to compete with all other projects in the organization. Your KM project will always be competing with other IT demands because there will be continual updating and maintenance required, even after the initial development. Let’s be realistic, where does your KM project stack up on the IT department’s priority list?

Fast, efficient and risk free:
The argument in favor of an out-of-the-box KM application is clear. (And remember that SaaS solutions are ready to go, with no hardware to buy, no up-front license fees and continual maintenance and updates.) Best of all, there is nominal risk. You’ve already seen the solution, checked vendor references, and made your decision. Choose an application rather than a platform and you’ll be up and running in days—and delivering effective, relevant KM capabilities in a matter of weeks.

Elevator Speeches: No Magic Beans

2017-12-19T19:51:00.000-08:00

Posted by Stephen Abram on 19 Dec 2017, Lucidea

Over the past few years we have heard a lot about the special role of elevator speeches—those sound bites you practice in case you have the ear of a key decision maker or influencer in your organization for a few floors. I love this tactic, but let’s remember that it’s just a micro-skill and we can’t leave our communication strategies up to chance encounters. Let’s learn how to make our own magical moments.

We’re told to craft a few engaging, short stories or facts and install them in the heads of decision makers during a quick elevator ride. Then, magically, good things could happen. There are even many examples of where this strategy worked.

But what are the next steps after you’ve baited the hook with your elevator speech—making sure to be interesting, intriguing, and to include a call to action? I like to think about the below as steps in developing a new relationship. Not quite speed-dating but definitely getting to know each other better.

The Starbucks Latté Chat
Nearly everyone likes one of the ubiquitous Starbucks™ beverages. Slyly insert, into casual conversations, a query about what someone’s favorite Starbucks is. Is it different in summer? Do they change their choice from morning through evening? Do they actually prefer Seattle’s Best or Tim Horton’s? Then, later, call them when you know they’ll be jonesing for a fix, ask them out for 15 minutes, and say you’ll treat them to their favorite Starbucks. What do you get? 15+ minutes instead of an elevator ride. It’ll be the best five bucks you ever spent. Be prepared to be social and listen and have your ideas ready too. Pick them up at their desk so you have the walking time as well. And don’t put all your eggs in one basket; make sure you repeat this with many key influencers and decision makers.

The Hot Dog
Graduate to the Hot Dog Stand. This is perhaps an urban trick where quick lunches of NY cut fries and kosher hot dogs on the street are part of the downtown and business district cultural fabric. Maybe there’s something similar on campus or in your town. Anyway, this gives you half an hour to chat and plan together. You also get to know each other better. Your goal might be transferring ideas, excitement and information—or planning a future larger meeting. Either way, you now have a deeper relationship with a person who matters. You might even make a friend, but in any event you’ll have a closer colleague. You’re entering the inner circle’s orbit. And you get 30 minutes!

Lunch, Dinner and Social Events
As you earn the right to be part of the networked team, you’ll have more opportunities. Just remember not to be all business, all the time. People want professional relationships with other people, not fellow employees. And these events give you the opportunity for longer interactions and multiple targeted conversations.

The Meeting
Now you’re there. Several people who matter are primed to hear your big ideas, delivered in a more fulsome manner than an elevator speech or a budget line item discussion. You’ve already confirmed they’re aware and interested. This is your chance to shine and bring in the big guns—formal PowerPoints and handouts and a request for more consideration and alignment with the organization’s bigger strategies. You can do it. You’ve already worked the room in advance! On the other hand, try to attend a meeting as an attendee first, rather than as a presenter. Get to know the meeting culture and players.

Keeping the Energy Flowing
Lastly, here’s just one more piece of advice. This isn’t a budget strategy—it’s almost always wrong to introduce new ideas in the formal financial side of the budgeting process. That’s usually where cuts happen, not investments. New program investments and priority choices happen throughout the year in thousands of small conversations and strategic planning meetings. Be political and keep your mind on the long term goal. Align yourself with the enterprise’s most exciting goals.

Elevator Speeches: No Magic Beans

No Collar, No Library Service? Surely Not…

2017-10-20T04:35:00.000-07:00

Posted by Lucidea on 10/19/2017

The CKO of Microsoft Services Has a Surprising Perspective on Knowledge Management, KM blogger Nancy Dixon summarizes a conversation about people, process and technology with Jean Claude Monney, CKO of Microsoft Services. Mr. Monney touches on “no collar” workers, who should be added to “white collar” and “blue collar” when we talk about the people side of knowledge exchange.

The Gig Economy
The term “no collar” is really associated with the emerging “gig economy,” which is a trend resulting in the prevalence of short-term contracts or freelance work as opposed to permanent jobs.

While many temporary employees find themselves in that role because of economic pressures, it’s true that gig workers often adopt gigging as a lifestyle, because they want flexibility and a particular quality of life; they don’t want to be chained to one organization and they want to do the kind of work they enjoy. Many are doing work within large entities, in roles such as software development, product research, scientific R&D—activities normally associated with being embedded in an organization, and which require access to (and creation of) intellectual capital. So, what happens to the knowledge produced, acquired or enhanced during a gig?

How can special librarians support gig workers?
Because special librarians are the custodians and managers of organizational knowledge assets, providers of information literacy training and research guidance, and play a significant role in making sure the right information is only seen by the right people, gig workers will likely present a unique challenge if the trend continues as predicted.

Three areas of impact that come to mind are:
Customized onboarding—role-based, timely, proactive and brief
Permissions management—leverage an ILS or KM platform with very granular access rights
Exit interviews—work with HR to develop a structured and mandatory knowledge capture framework for all gig workers

Have you been thinking about how special librarians may be affected by gig workers, and ways to share and capture the knowledge needed and generated by this new group of collarless employees?

If so, please comment below.

Build Versus Buy—3 Points to Ponder

2016-12-23T22:18:00.000-08:00

Build Versus Buy—3 Points to Ponder

Posted by Ron Aspe, CEO on 12/16/2016

There are a few key things to consider when deciding between building your own library, KM or collections management system versus buying one: All it takes to develop your own solution is time, money, effort, and a willingness to accept risk.

Time
Developing a simple, well designed, properly documented, and fully tested system usually takes at least a person year of effort. Therefore, if you only have one developer, it will take a year to get the project done. More complex applications will take several person years of effort.

Reality check: Most companies in the business of developing software have a dedicated, full-time team of programmers. Is it realistic to think you can develop a good application in a reasonable time period?

Money
Software engineers, analysists, designers and project managers are not cheap. If a simple project requires a person year of effort, factor in salaries and benefits (or consulting fees) and you will invest about $100,000. You should expect to spend five times that—or even more—for a complex solution. Even if you do get ”people for free” because they already work within your organization, you still need to determine whether they are qualified, committed and, most importantly, can build a system that’s easy to maintain after it’s built.

Reality Check: True story—I know a library manager who hired a single programmer to develop a very basic system for her organization. The organization was forced to cut staff. They kept the programmer because nobody else could maintain the system. The role of the library manager, however, was eliminated.

Effort
Designing a system from scratch can be fun. The work is very creative and absorbing. It also requires a lot of strategizing and planning. Are you (or your teammates) able to perform your regular work assignments as well as make the effort it will take, working with developers, to envision, document and test a brand new piece of software?

Even if you choose open source (which is free up front), there’s a lot of work to be done to get the software to work the way you want it to. If you don’t have the resources on staff, you’ll need a consultant. And as with any application, it will need to be updated periodically by a qualified developer.

Reality check: There are many companies in the business of supporting open source software—and they all have lots of developers, technicians, and consultants on staff. If the software is already built, what are they doing? Implementations, maintenance and customizations. All of which will require your involvement and continued effort.

Risk
While some IT projects do complete on time and on budget—most don’t. And of those which do, most require the end users to accept some major compromises. What impact will not having the system done on time and budget have on your organization and your team?

Reality check: It is important to understand that there are six stages in most custom software development and implementation projects: enthusiasm; disillusionment; panic; search for the guilty; punishment of the innocent, and praise for the uninvolved.

Still want to do it yourself?
Your first step should be to take a long hard look at all off-the-shelf solutions that could do the job you want done. Then, get your development team or consultant to provide you with a feature-by-feature time estimate for replicating your favorites. This will save a lot of design cycles, and more importantly, allow you to understand how much effort building each of the functions will require. Lastly, once you are equipped with estimates, you can prioritize. Which capabilities are must-haves and which are nice-to-have?

And who knows? Along the way, you might find an existing solution that fits your budget and matches your needs. Happy hunting.

Knowledge Management Tools/ Resource

2016-10-12T21:07:00.001-07:00

Knowledge Management Tools

KM World

KM Online

The Top Three Social Technologies for Developing Organizational Strategy

2016-07-16T00:13:00.000-07:00

Ron Aspe, CEO

In a June 2016 article titled The Evolution of Social Technologies, McKinsey & Company reported that the use of social technologies has evolved to include their use as tools for developing Organizational Strategy. Knowledge management (KM) professionals and librarians need to recognize this represents an opportunity for them to contribute to organizational success at the highest level.

“Since the dawn of the social-technology era, executives have recognized the potential of blogs, wikis, and social networks to strengthen lines of company communication and collaboration, and to invigorate knowledge sharing. Many leaders have understood that by harnessing the creativity and capabilities of internal and external stakeholders, they can boost organizational effectiveness and potentially improve strategic direction setting.“

The Tools of Choice: Social Networks, Wikis and Video Sharing

About ten years ago, organizations experimented with using Facebook and YouTube to interact with target audiences for purposes such as attracting new customers, garnering votes, or influencing societal behavior. Five years later, organizations started adopting tools like Yammer to encourage collaboration, gather insights, or manage knowledge more effectively. McKinsey reports that today, many organizations have appropriated social networks, wikis and videos for developing strategy.

The Opportunity for Knowledge Professionals

By directly delivering content via these social technology platforms, knowledge managers can contribute to the strategic planning process. Admittedly, Yammer, wikis or videos are not true knowledge management platforms. Instead, consider these as destinations to which curated and updated content must be directed.

Take the Initiative

Don’t wait to be asked to join a conversation or provide content. Instead, find out what is trending in your organization and start doing what you do best: sourcing and delivering timely, relevant content to people who need it.

KM and Library professionals often make the mistake of thinking that what they do is either misunderstood or blatantly obvious. The truth is, most people don’t understand our profession. Historically, everyone understood libraries as destinations, as knowledge repositories - so they knew where to go when they needed help. These days, knowledge professionals need to go where end users are.

Save People the Effort of Searching

One of Lucidea’s clients makes a point of delivering, without being prompted, a portfolio of briefing documents to key meetings taking place within the organization. Now, with social technology, we can a) determine what people are interested in before the meeting is called, and b) deliver the information without being asked.

Most people don’t want to do research; they want the result. With social technology, KM professionals can monitor organizational information needs in “real time.” In addition, they’ll know who needs what.

Just-in-Time Knowledge Services

A key component of modern manufacturing processes is the sharing of information between suppliers. The leanest companies don’t place orders to their suppliers. They require their suppliers to anticipate their needs, and facilitate this by allowing them to monitor supply levels.

Using social technology, KM professionals can monitor knowledge demand - and deliver in advance. Senior management is using social networks, wikis and video sharing to develop organizational strategy. They’re doing this because it helps them engage with their employees, disseminate knowledge and communicate ideas. Shouldn’t you do the same? At the very least, the people you work with would begin to understand what you do.

Last But Not Least

Should you embark on a similar strategy, be sure to brand everything you contribute. For example, put your logo on every page and include the equivalent of a “Google Ad” link the reader can click to request more information. Consider using a watermark too, if you find your material is not being given the attribution it deserves. Great content and services deserve good visibility and marketing.

Building the next generation of Knowledge Management by Jose Carlos Tenorio Favero

2016-04-06T20:48:00.003-07:00

This is a blog which appeared in October 2013

The time they spend online is greater than years before. For example, watching online video is a daily routine. In a recent investigation published by YuMe, 49% of respondents said that they watch online video daily, with 7 hours being the mean time spent per week. Short-form content is far more attractive and eligible for attention grasp. 70% of respondents said that they watch program clips that are shorter than 5 minutes in length. This means that we have to start thinking in terms of “knowledge nuggets” rather that packing large scale content in documents, pdf files, presentations and other type of materials. Gen Y is a natural information seeker and multi-task. They won´t spend too much time from one content to other so we have to provide them with information that is synthesized so they can spend more time looking for alternative options. Just think how this could affect lessons learned and other form of knowledge capture and dissemination.

Even the new gadgets like smartphones and tablets are creating new instances for knowledge generation, acquisition and transfer. The proliferation of the app market has allowed diverse publishers to design and produce apps that not only fulfill entertainment purposes. There are apps such as Notegraphy that facilitates text writing in order to share thoughts in a different and efficient manner. Each member has a personalized page called “room” where they can display and share their text with other members. There are even apps such as Lumosity that help stimulate overall brain performance so that we can grasp new information in a better way. Also we can find other apps that facilitate learning a new language, technique or even improving reading skills.

Ted Schadler stated in a recent Forrester report that 29% of the global workforce is characterized as “anytime, anywhere, information workers-those who use three or more devices, work from multiple locations, and use many apps”. Schadler also states that gadgets such as tablets will continue to invade our work and home space and by 2017 the number of tablets available will triple to 905 million.

Sometimes we tend to misjudge technology and tend to criticize it for slaving us to certain routines. For example, kids watching youtube, uploading pictures to instagram and facebook chatting during dinner is just one of them.
However, workspace collaboration is also being redefined by most of these elements.

Indeed social is embedded in almost everything we do. However, turning to social media might result in a dangerous grapevine unless we can turn conversations and tools into vital learning spaces. In order to be feasible the design must demonstrate the required business performance, and we must measure it in terms of function and behavior. First, we must consider if the tool matches actual learning styles and is not complicated to use. We must take a hard look at the functional and physical attributes of the tool. By physical I mean the layout, features etc. This is important as Gen Y is heavily influenced by many factors including design and colors. If it´s not attractive to them, then they probably won´t feel attached to it. For example, take a look at the following infography “psychology of color” which demonstrates how color may influence certain aspects of our lives.

From the functional side, we need to define performance metrics. It´s pointless to design a social platform unless we understand what needs to be achieved. For example, if we are looking to uncover best practices and lessons learned derived from product development, we need to work on a design that suits those requirements and steer collaboration towards reaching those goals. Previously you need to sit down with the product development department and identify trends, key knowledge that is applied in their process and other issues that may arise during the product life cycle. Once this is done, you can prepare the social platform to address diverse issues related to the critical knowledge previously identified.

A good example of social at work are the “jam sessions” organized by Ernst and Young. For them, Crowdsourcing has become a crucial way to develop new ideas and foster innovation. In 2012, Earnst and Young Transaction Services initiated the use of the IdeaJam platform in order to get workers to collaborate together and develop new design ideas. Basically any worker can suggest an idea and through crowsourcing they are enriched by the feedback and know how of other members.

In order to make it sustainable and promote collaboration they apply the following strategies:

Daily monitoring and contributions by core innovation team (e.g posting new ideas, commenting on ideas)
Select and announce cycle award recipients
Mid-cycle communication (reminders)
Communicate start of cycle; post new guiding questions.
Select and announce full year award recipients (special recognitions for outstanding contributions)
Not only can social media empower knowledge but it can help organizations to: Identify critical knowledge and capture across diverse business units; Develop new design ideas through crowdsourcing; Facilitate Lessons Learned capture; Identify Subject Matter

However, the question still remains: are managers willing to go digital? As I stated in anearlier post, the challenge is that senior leaders refuse to go digital. Social isn’t frightening but the concept is still not embedded in their daily routines and they still feel that anything derived from social media is time wasting and a hazardous grapevine which will drive attention away from the business goals. However, I’m happy to read Forrester analyst Reiss-Davis statement on this: “8% of business decision-makers are Spectators (they read blogs, watch videos, or listen to podcasts), 79% are Joiners (they maintain a profile on social networking sites), and 75% are Critics (they comment on blogs and post ratings and reviews), all in the context of their business activities.” This means that there is a light at the end of the tunnel and turning digital might not be too hard.

The important thing is to concentrate on delivering value and in terms of KM, this means that we have to adapt to the new tendencies and learning behaviors imposed by Gen Y in order to strengthen organizational learning. Social will play a crucial role in this.

©Jose Carlos Tenorio Favero

http://kminaction.wordpress.com/2013/10/31/building-the-next-generation-of-knowledge-management/?goback=%2Egde_1539_member_5801822238084714500#%21

KM already exists

2016-04-06T20:41:00.001-07:00

Don't be pre-judgmental!

Just because there is no enterprise repository doesn't mean people haven't been creating templates.

Just because nobody has ever heard of an After Action Review doesn't mean people haven't been learning from experience.

Just because there are no communities of practice doesn't mean people haven't been collaborating.

Long story short, know this:Before KM, there was KM. Those that don't will have made the first critical mistake of their KM program --before it even started.

Do a proper analysis - try to find the gap and tailor make a system to meet your requirement. Any business should make sense, only then it is called business!

The (KM) Elephant in the Room, by Ron Aspe

2016-04-06T20:27:00.004-07:00

KM encompasses such a broad range of meanings that everyone has a different definition. It’s rather like an elephant - one person holding onto the trunk says knowledge management is about enhanced document retrieval software; another holding the tail claims it’s a searchable repository for technical support calls. And there’s a lot to cover in between!

Too broad a definition of knowledge management can mean too many choices when it comes to selecting a KM system. You have to describe the elephant.

If you are trying to acquire KM technology, it is absolutely critical that you precisely define what your organization means by “KM.” Wikipedia’s definition is a good starting point as you try to develop the questions that need to be asked:
“KM is the process of capturing, developing, sharing and effectively using organizational knowledge.”

Capturing
In your organization, does capturing mean simply storing knowledge or does it require gathering it as well? Storage is pretty simple – similar to putting carrots into a fridge - and finding software for that is like shopping for a fridge. You’ll know what you want when you see it.

Gathering knowledge, however, is a complex process more akin to growing carrots. Seasoned KM practitioners will tell you that creating a “culture of contribution” in your garden of organizational knowledge is an extremely challenging mix of engineering, values, culture and reward systems. Great technology alone will not carry the day. You’ll need a partner who will help you build a knowledge sharing ecosystem.
Developing

Knowledge in most organizations is a by-product of work. People generally learn by doing. If there is a significant research aspect to your organization’s activities, it should be pretty straightforward to tap into it. It’s critical that people are motivated to contribute (and rewarded for doing so) if they must do it proactively. Alternatively, hook your KM application into the tools used daily by your co-workers, and it becomes possible to surface a lot of interesting knowledge and expertise. This latter approach is technically more difficult, but side-steps some of the challenges of getting people to contribute to the knowledge base.

Sharing
Technology makes it relatively easy to share information. Organizing your content by subject area, source, author and audience can make the experience of looking for it faster and more intuitive.

If you do run into a problem with sharing, it is probably not the technology, but is likely related to organizational culture, and a lack of incentives for individuals to contribute their knowledge. People will throw up millions of false objections, such as “it takes too long,” “the application doesn’t work,” “I can’t remember my log-in credentials,” etc. Nine times out of ten, though, it comes down to values.

Effective Use
If your KM system’s user interface is inviting and it is chock full of valuable content, your most important task will be to promote its existence. Too often, your intended audience simply doesn’t know what is available. So promote shamelessly. The more people use it, the more usage will increase.

If we don’t first describe and understand the elephant, it is easy to see how challenging it can be to feed it, make friends with it, choose the right tools to take care of it, and get people comfortable with the fact that it’s in the room. The benefit? It will never forget your most important institutional knowledge!

Source
http://blog.lucidea.com/the-km-elephant-in-the-room?utm_campaign=Blog%20posts&utm_content=Blog&utm_source=email&utm_source=Lucidea+News+and+Information&utm_campaign=7639883781-Blog_Post&utm_medium=email&utm_term=0_37c4aa398c-7639883781-349329929

2015-09-09T20:26:00.002-07:00

Knowledge Management & Knowledge Society ( IJRMSS Volume 2, Issue 3 (II). July to Sept 2014)

5 NEW CHALLENGES FOR KNOWLEDGE MANAGEMENT

2015-05-10T21:04:00.002-07:00

As we embrace the digital era, what new challenges does Knowledge management (KM) face? We can honestly argue that over the past decades things have changed a lot. Just thinking about Millennials, I believe it’s fair to say that old school KM does not consider shifts in the 3 Cs which govern social behavior (Connectivity, Collaboration and Co-creation) in the digital age. Also, If we look deeper at some of the problems companies are currently facing and the rise of new business models introduced by startups, it becomes essential to revise KM in order to carefully plan out its sustainability and evolution.

Challenge #1: Retaining Critical Knowledge vs Talent Retention

It’s no surprise that Millennials, in comparison to baby boomers, are not looking to stay a long time in organizations. In fact the term “job-hopping” has become very popular in the past year since Millennials are most likely to shift from one job to another in shorter periods of time. For organizations this means that there is a larger risk of not only losing talent, but more importantly, losing critical knowledge. For KM this means that it must act faster and provide the methods necessary in order to make sure that critical knowledge stays within the organization. Of course a prior, and very important step is to identify critical knowledge.

Challenge #2: Startups also need KM

Small businesses and startups are a common choice for young entrepreneurs. The first years of operation are the most critical and where mistakes usually tend to happen. Due to budget restrictions certain processes and technologies are pushed aside. KM definitely takes the blow. However, KM is vital in order to achieve sustainability and leveraging best practices. Also promoting a knowledge culture from the very beginning of an organization´s life is essential in order to assure that it becomes rooted in culture. Not many entrepreneurs are aware of this since KM education is missing in most business schools and they believe that it exists only for “big” organizations. Maybe they are right in the sense that we haven’t thought of a simpler and less complex model for small business and startups.

Challenge #3: Leveraging Technology without making KM tech driven

Last year was by all means the “Sharepoint year” for KM. Not only did more KM software solutions come out in the market (some of the most popular being Oracle, SAP, Sharepoint), but google also registered an increase of KM related searches focused on IT solutions. This isn’t a bad thing. It turns bad only when we focus our entire efforts implementing portals or software without taking into consideration essential elements such as critical knowledge and culture.

Challenge #4: Leveraging KM with Big Data

Millennials as opposed to other generations are leaving a larger digital footprint since the amount of interactions they generate increases on a daily basis. For organizations this means that if we are able to develop sustainable KM portals which enhance social collaboration there will be plenty of data left to explore and which can lead us to take smarter decisions. For example, early this year I examined data generated from our KM portal in 2014. From this, I was able to spot common problems among various business unit, knowledge needs among various professional groups and I was also able to identify various subject matter expects based on the quality and amount of interactions they developed and the number of positive reviews they received from the rest. Considering the growing importance in developing this type of KM portals (in order to match Millennials social behavior) larger organizations may need to consider incorporating a Community Manager in order to collect data and supervise peer interaction.

Challenge #5: Understanding business needs. I mean, really understanding them.

This could have easily been challenge #1 on this list. However, it’s not a new challenge since it goes back to old school KM (and it is still giving Knowledge Managers a terrible headache!). In order for KM to be successful it needs to closely understand the business needs and jargon. It needs to become an important ally and one easy way of measuring success is by analyzing if KM teams are called up in order to assist in important decisions. For example, when new project are developed and critical knowledge needs to be identified, or when larger organizations are considering mergers, knowledge teams are summoned to analyze the value of intellectual capital.

Given the above challenges, It´s important to note that Millellianals are currenty shifting the future development of KM. In fact, we need to clearly understand the importance of the 3 C´s governing milleanial social behavior: Connectivity, collaboration and co-creation. For me, this is clearly the new age of KM: the C-Generation.

The above blog, seemed to be interesting to me and thought people in my group also may like it... hence posted it. The original version is available at http://globalknowledgemanagement.org/2015/05/02/5-new-challenges-for-knowledge-management/?fb_ref=0d844452db914d24b9ddd85690e3c86a-Linkedin

KM Softwares

2013-12-23T00:18:00.002-08:00

Knowledge Management SoftwaresThis link above provides a list from which you can choose the right kind of KM software.

The 10 Commandments of Successful Knowledge Management Projects

2012-01-03T20:40:00.000-08:00

What technology will you choose to implement a knowledge management initiative? If you answered without first considering these important commandments, you may already be on the wrong track.

In over 20 years I have watched dozens of knowledge management initiatives fail because IT staff failed to follow a few simple pre-tech principles. I call them the 10 Commandments of Successful Knowledge Management Projects.

1.Thou shalt not choose a technology because it is bright, shiny, and new. Knowledge management projects centered solely around a technology repeatedly fail.

2.That shalt not use more technology than is actually needed.

3.Thou shalt not embark on a knowledge management project without first laying out a pilot process. If you cannot do it “by hand,” you cannot successfully augment nor automate it.

4.Thou shalt not design a knowledge repository or collaboration space without first understanding who will be using it.

5.That shalt not design a knowledge management system without understanding what users really want and making it easy for them to (a) get what they want; (b) comply with the knowledge management process; and (c) provide what their associates, managers, and customers need.

6.Thou shalt not design a knowledge management system that does not meet the needs of the organization as a whole and its constituents. Adoption is driven by need, urgency, and ease of compliance.

7.That shalt not design a knowledge management process that does not incorporate the ability to redesign itself as needed.

8.Thou shalt not proceed without quantifying in clear, precise language what knowledge management will measurably do for your organization. What constitutes the measurable criteria for success in your organization? Adoption? Integration into daily workflow? Hint: Measures such as “the number of innovations” won’t cut it.

9.Thou shalt ensure that knowledge managers or “cybrarians” exist at the group and organizational levels to ensure continuity and handle (a) taxonomic organization such as keywords, tags, and knowledge hierarchies; (b) process changes based on need; (c) user support for technical upgrades; and (d) user interface enhancements.

10.Thou shalt not continually point out “dangers and obstacles” to users who request or promote knowledge management initiatives. It isn’t about the technology.

Technology is merely a hammer. It’s about getting things done in as effective and inoffensive a way as possible.

I would be remiss if I neglected to mention an 11th commandment, my personal favorite (thank you, George Orwell):

■Thou shalt break any of these commandments lest you create something unmanageable and barbarous.

Courtesy: http://it.toolbox.com/blogs/collaborative-learning/the-10-commandments-of-successful-knowledge-management-projects-43884?reftrk=no&trdref=4e6577736c6574746572

Building a business case for KM success

2011-07-30T01:15:00.000-07:00

A business case enables KMer to articulate how the organization will profit from knowledge sharing and collaboration. Strong business cases are more likely to receive support and funding because, if you’re going to invest money, you want to make sure you get a deliverable and accountability. KMers can ensure their business cases attract interest by speaking to issues management cares about, such as:

1. How will the KM program help the organisation’s knowledge flow?
2. Will it allow the organization to innovate better/ faster/ cheaper?
3. Will it lead to process improvements?
4. Will it help us get products and services to customers more easily?

Instead of making vague claims or enumerating every potential benefit of KM, the business case should focus on specific goals the organization hopes to achieve. This helps ensure that the Km tactics being implemented are linked to targeted objectives and aligned with the organisation’s overall strategic direction.

Five Tips for Effective KM Measurement Systems

2010-10-20T19:30:00.000-07:00

I have below five tips for creating and sustaining successful KM measurement programs.

Tip No. 1: Start with a measurement paradigm that drives KM linkage to business needs.

Far too many KM measurement attempts focus exclusively on activity metrics such as number of communities of practice, number of documents downloaded, and number of people who participate. While these are critical indicators of the health and adoption of knowledge-sharing practices, they are not an end in themselves.

Starting with the value chain along the top, a KM measurement system should incorporate business outcomes as the focal point for the KM strategy and a way to measure its effectiveness.

Once an organization defines the business objectives for KM, the knowledge flow processes--such as communities--need to be established and their activity levels tracked. The goal is to tie trends in activity measures to business outcomes.

Clear business outcomes provide the ROI to justify investment in the KM approaches as well as the necessary people and technology enablers and infrastructure that any successful initiative requires.

Tip No. 2: Select measures that are appropriate to your organization's particular KM approach, its objectives, and its stage of development.

In the early stages of deployment, any KM strategy needs measures of alignment with business strategy, acceptance, and behavior change, as well as a method to predict desired business outcomes and begin tracking them. However, the way in which an organization measures the particular costs and impacts of its KM program depends on the KM approach(es) adopted.

For example, a KM initiative focused on improving sales force effectiveness would track the reuse of effective proposals (activity) and sales (outcome), but such measures would probably be irrelevant to a KM initiative centered around building new knowledge in an engineering discipline. Likewise, an enterprise whose goal is to implement communities of practice would measure success differently than wound an organization that wants to install a content management system.

Tip No. 3: Understand the linkage between inputs, process changes, and desired outcomes.

A value path model which shows the relationships among inputs (investments), processes (KM-related activities and behaviors), and outcomes (organization objectives) is recommended. Depending on the particular KM activities being performed, examples of inputs might include time, salaries, and IT costs. Process changes might include cycle time, participation, and contribution to a body of knowledge. Examples of outcomes important to the organization might include employee and customer retention, reduced costs per transaction, or increased revenue.

Tip No. 4: Create a measurement system that actually works.
Many organizations have lists of measures, but lack the necessary processes and accountability for collecting, organizing, reporting, and using the measures to improve their KM programs and drive funding and investment. In addition, a measurement system that captures intangible benefits such as social cohesion, job satisfaction, and time-to-competency will provide a broader perspective of successful KM efforts.

Tip No. 5: In addition to metrics, provide compelling examples of success.
At every stage of KM deployment, organizations need examples of success that can help justify past and future investments and provide management with a vision of what is possible. Collect success stories that illustrate the value path from inputs to outcomes.

The Bottom Line
KM measurement is like a beautiful automobile. Although measurement has inherent esthetic and social value, its utilization value comes when it propels one from point A to point B--from ignorance to understanding or informed action. A measurement system that links KM activities to business impact provides a rationale for investment beyond the esthetics and intangibles that KM brings to an organization.

KM Model

2010-03-15T10:10:00.000-07:00

KM principles, theories, methodologies, and use

1. Develop formal KM training for both KM practitioners and professionals - a. Mandatory standardized KM courses taught in classroom and available online

2. Develop KM training self-study tools - a. Mandatory standardized KM courses taught in classroom and available online

3. Communicate KM awareness through Enterprise-wide and local events - a. Local targeted KM awareness events and outreach planned by KM champions

4. Practice KM by developing knowledge-enabled work that incorporates KM Practices into everyday activities - a. Embed knowledge and learning processes into basic work processes, standard operating procedures, and project management

KM cultural issues that impact the adoption and use of KM practices

1. Establish KM governance structures and link them to organizational objectives and strategy - a. Creation of KM Executive Councils, and development of knowledge and information management policies

2. Establish a “learning culture” to ensure proper reflection of lessons learned occur at key stages during and activity, project, or work cycle - a. Techniques such as Before Action Reviews, and Retrospects are instilled into the culture

3. Create a structured change management program to monitor KM enablers and detractors - a. establish clear objectives and milestones, gain leadership support, create effective metrics, and provide positive reinforcement

4. Reward and recognize knowledge sharing and collaboration to motivate staff to contribute a. Include KM activity in the performance review process, recognize contributions through communications channels, define KM accountabilities for individuals, teams, and the Enterprise

Role and responsibilities of KM professionals, and how they influence the use of KM practices within an organization

1. Seek out KM champions throughout the organization to support KM activities - a. KM champions act as liaisons between the KM professionals and practitioners, are KM advocates and role models, are facilitators for KM techniques, and are project managers for KM efforts

2. Develop specific KM expertise within the organization - a. Create a CKO and/or KMO position, explore the need to create a KA (Knowledge Architect) position, develop CoP leaders and facilitators

KM approaches to knowledge sharing, transfer, and collaboration

1. Encourage the establishment of Communities of Practice around professional activities - a. Provide the resources to allow CoP activities to emerge and grow throughout the organization and encourage participation; CoPs provide a forum to share expertise and build a body of knowledge

2. Encourage the establishment of Communities of Interest around non-professional activities - a. Provide the resources to allow COI activities to emerge and grow throughout the organization; as people interact and network they will build trust and relationships that cross departmental boundaries

3. Establish policies and practices to best use your Subject Matter Expert resources - a. SME activities could include CoP facilitation, mentoring and coaching, internal consulting, and expertise transfer techniques

4. Leverage the abundant knowledge –sharing, capture, and collaboration opportunities found within team, workgroup, and other small group activities that occur naturally during the work day - a. Capture key points from meetings and make them available to the larger audience; post findings on related forums and solicit feedback and input; push information to others who may benefit from your knowledge work creation

Content-lifecycle management, content library structures, content labeling and tagging, and search as it pertains to KM practices

1. Review current content management procedures to ensure compliance with formal policies and guidance; ensure all content is credible (has authoritative source, has contextual consistency, is actively managed) - a. Assess how documents are created, stored, accessed and archived; audit records to ensure compliance with formal record-keeping requirements; develop plan for addressing discrepancies and poor practices

2. Develop a consistent organizational approach to metadata along with the structure and guidelines to enforce metadata tagging - a. Create metadata elements that will enhance the retrieval of content across the organization; look at both manual and automated methods of metadata creation; explore methods to provide social tagging to content to supplement controlled terms

Monitoring and evaluating performance - measure and use metrics to refine KM strategies

1. Use metrics to assess the accomplishment of organizational strategic goals and objectives a. Measurement against strategic goals and objectives provides insight on how KM efforts are closing the knowledge gap between what your organization knows and what it needs to know to be successful

2. Use metrics to measure efficiency (output – activity based) and effectiveness (outcome – results based) - a. Use a combination of both output and outcome metrics to track both hard (factual) and soft (perceptual) measures

3. Standardize measures across the organization to ensure they are focused on strategic outcomes a. Focus organizational metrics on strategic goals and accomplishing the mission; ensure alignment across all departments

4. Measure only what is necessary to drive the intended results - a. When measuring for outcomes it is best to manage no more than five to seven measurements; the results should drive decisions that refine KM strategy

KM techniques to simplify current processes or make them more efficient or effective

1. Use KM techniques to simplify or increase the efficiency or effectiveness of current business processes - a. Assess current processes that may be streamlined or eliminated; understand why the process steps must be performed as is to achieve the desired result

2. Create process maps and conduct knowledge audits to identify where critical information and knowledge inputs and outputs are - a. Process maps used in conjunction with knowledge maps can drive process redesign projects that help define the most appropriate roles and responsibilities for information and knowledge management, tightly integrated into the operational workflow

3. Integrate KM with Six Sigma efforts to ensure sustainability to process improvement, and help focus KM on outcomes and impact of business processes - a. Use CoPs or other knowledge transfer venues to facilitate initial process redesigns and continuing improvement and lessons learned; from a metrics development perspective, Six Sigma focuses strongly on outcomes and tangible evidence of impact on the business.

Impacts of technology on KM, and the tools to facilitate knowledge sharing and collaboration

1. Ensure the organization Information Architecture (IA) fits the needs of its primary user groups be it for a single platform such as an Intranet or knowledge portal, or across several platforms a. An IA will make sense of how the different platforms relate to each other, how users will navigate between them, and how expectations for content discovery (search) can be met

2. Assess how the organization currently uses technology to accomplish tasks such as content creation, capture, review, sharing, collaborating, and archiving - a. Develop a list of tools that are used by the organization to connect people to explicit knowledge and tacit knowledge – these include everything from email, phone books, and meetings to Web 2.0 technologies such as Blogs, Wikis, and Podcasts; map how these technologies work within the IA and how they help the organization meet its strategic goals and objectives – use this information to guide KM strategy

3. Stay abreast of current and emerging technologies and how they can be (or are being unofficially) used within your organization - a. Leverage the knowledge within the organization by seeking input through a variety of KM methods to gain understanding of the technologies people use within and outside the organisation

Balancing the need to know with the need to share, and how KM coexists with information security policy

1. Accept that KM and information assurance must coexist, and that secure knowledge management takes into account the aspects of confidentiality, trust and privacy management - a. Understand that secure KM is much more than protecting classified information; security strategies, secure operations processes, and security metrics need to be incorporated into KM strategy and plans

2. Balance the need to know with the need to share - a. Organizational assets such as intellectual property, trade secrets and privacy information need to be protected from malicious or unintentional access and use; ensure technology incorporates access controls, credential mechanisms and encryption systems to secure KM practices

3. Develop security strategies, policies, plans and procedures that not only address information management but consider KM strategies, and is tightly integrated with business strategies - a. Review existing information management policies; consider supplemental policies that incorporate security controls into the KM lifecycle while maintaining appropriate access to knowledge

Capturing Implicit Knowledge

2010-03-07T04:15:00.000-08:00

In continuation to my earlier blog on Knowledge Harvesting - I would like to put forth the ways and means of capturing implicit knowledge.

My earlier blog ends with the following Statement - "Much of the success of knowledge harvesting will be in the ability of the interviewer to elicit the right level of detail from the expert. He or she should not immediately assume that the reasoning behind certain approaches or tasks is not discernable. Often, it is necessary to guide an expert through their own thought process, though the steps used to arrive at conclusions that the 'expert' believes are tacit or invisible."

The best way to capture implicit knowledge is to interview the experts face-to-face. Ask them to talk about what they do and to describe specific situations where they have applied specific know-how. This may sound easy.

Lets have a step by step approach:

Build rapport - This is something you do throughout the eliciting process. Rapport makes it easier by helping one to create trust and credibility which makes the contributor more comfortable sharing what they know; and also allows the common thinking processes which are heard during the discussion to emerge. These aspects of building rapport results in time savings and quality of the knowledge transfer.

Organise the harvesting meeting - During the session, it should be made clear to him/ her that he/ she has been identified by the top management as a contributor on that specific topic; The individual should know that you are here to help make the process of capturing and leveraging this knowledge easier; The individual should know that you recognise that he/ she is valuable and you want to take up only that which is necessary to capture key know-how; You need to provide an overview of the whole process - like the duration of the meeting; how the meeting will be conducted; expected results, etc.; Try to get as much feedback about the meeting.

One can even use a recorder for capturing the conversation - but it should be done in concurrence with the contributor.

Guide and encourage - Nurturing the discussion of knowledge that the contributor has but does not know they have or know how to articulate. You need to act as a catalyst to spur what is 'natural' that which is inside the person's head lying unexpressed. Eliciting is about prompting knowledge to come out.

Knowledge capturing - You can start with some general question and slowly move on to the specific ones. But one should remember that its very important to collect - the flow of process (step by step description); Relationships (to other people and job, to include all interfaces and connections); Resources used like documents, information or people referenced in the process - to know the know-how and the facilitators involved; and finally the systems and tools used.

We can say the process of capturing is complete only when you have collected enough for the target learners to perform the work with the aid of the information alone.

Maintain good etiquette - Never interrupt. When the contributor speaks you need to show your keenness in knowing what he is describing, by your body language. During the course of knowledge capturing, if ideas pop up in your head, jot them down and ask later.

Handle resistance - You are likely to face resistance from time to time. Some people may come forward and share their knowledge willingly or due to the pressure from the top. In both the cases, the contributor may have a difficult time communicating what they know.

Understanding the nature of resistance is very important - do they have a sense of insecurity of job or power? or is it simply a matter of not having the time? are they aware of the value of the excercise?. Once you understand this problem you can begin to build rapport and overcome resistance. I hope this blog will aid the reader to have a good sense of what to do.

KM and People Behaviour - 2

2010-02-27T10:07:00.000-08:00

The interpretations of literature on Knowledge Management Systems' indicates that most KMS:
- are based upon some combination of information enabled communication, coordination, and collaboration capabilities;
- provide the critical link between the information and technology resource inputs and organisational performance;
- are critically dependent upon active participation and involvement of knowledge workers to transform the above inputs into organisational performance.

Despite the availability of the best technology or access to the info-rich repositories, KMers motivation and commitment often determine the success or failure of KMS.

Motivation and commitment of KMers are being increasingly realised as critical success factors for implementation of enterprise knowledge management systems. KMers motivation and commitment play a critical role in enabling sharing of tacit and explicit knowledge.

It has been observed that unsuccessful KM projects had 'struggled to get organisation members to contribute to repositories' and 'the motivation to create, share, and use knowledge is an intangible critical success factor for virtually all KM projects.

It has been observed that while senior management drive development of KMS, they often fail to motivate the rest of the organisation to adopt these systems, but when implementation is driven from top acceptance is more. Some workers wish to please their managers; some conform to demands imposed by there key result area; and some conform to peer pressures.

There is a need for better understanding of how to account for motivation, commitment, meaning, and sense making in comparing human performance to machine performance.

Most Admired Knowledge Enterprises

2010-02-20T07:32:00.000-08:00

Most Admired Knowledge Enterprises (MAKE) study, conducted by Teleos in association with The KNOW Network. The Most Admired Knowledge Enterprises (MAKE) study recognizes organizations that are outperforming their peers in eight dimensions of knowledge management, which are listed below.

Each year, the study seeks nominations of organizations that fit this description. Those submitting nominations receive the executive summary of the MAKE report, which identifies the winners (i.e., the most frequently nominated) as well as trends and findings among the MAKE winners and finalists.

In this part of the world we have -Indian Most Admired Knowledge Enterprises (MAKE) study again a part of Teleos’ MAKE research program. The Indian MAKE study was established in 2005 to recognize organizations (founded and headquartered in India) for their ability to create shareholder value (or in the case of public and non-profit organizations, to increase stakeholder value) by transforming new as well as existing enterprise knowledge into superior products/ services/ solutions.

The Indian MAKE research is based on the Delphi methodology. This research tool employs an expert panel’s perceptual knowledge to identify critical issues – in the case of the Indian MAKE study to identify those organizations which are leaders in creating organizational intellectual capital and value through the transformation of individual/enterprise knowledge into world-class products/ services/ solutions. After several rounds of deliberation, a consensus is developed among the panel’s experts. It is this consensus of expert opinion which provides the validity to the Delphi and Indian MAKE study results.

An Indian-based panel of Fortune Global 500 senior executives and leading knowledge management and intellectual capital experts selects the Indian MAKE Winners. In the Indian MAKE study there are three rounds of consensus building. In the first round, members of the expert panel nominate enterprises founded and headquartered in India.

From the list of nominees, each member of the expert panel then evaluates and selects a maximum of three organizations as best practice. Those organizations selected by at least 10% of the expert panel are recognized as Indian MAKE Finalists. In the third and final round, the Indian MAKE Finalists are ranked against each of the eight knowledge performance dimensions which form the MAKE framework and are the visible drivers of wealth creation:

• creating a knowledge-driven enterprise culture
• developing knowledge leaders and workers
• innovation (R&D, creativity and new product/solution/service design and delivery)
• maximizing enterprise intellectual capital
• enterprise-wide collaboration and knowledge sharing
• creating a learning organization
• managing customer/stakeholder knowledge
• transforming corporate knowledge into shareholder/stakeholder value

Six organizations repeated as Indian MAKE Winners: Eureka Forbes, Infosys Technologies, MindTree Ltd., Tata Consultancy Services, Tata Steel and Wipro Technologies. Infosys Technologies was recognized as the overall winner in the 2009 Indian MAKE study. This is the second time that the organization has achieved the first-place ranking.

Teleos
Teleos, an independent knowledge management and intellectual capital research firm, administers the Most Admired Knowledge Enterprises (MAKE) program. The KNOW Network is a Web-based global community of organizations dedicated to achieving superior performance through benchmarking, networking and best practice knowledge sharing.

The MAKE research program, conducted in association with The KNOW Network, consists of the annual Global MAKE study – the international benchmark for world-class knowledge-driven organizations – and regional/national MAKE studies.

The set of 2009 MAKE Reports – Asia, Europe, Hong Kong, India, Japan, North America and Global – is available from Teleos. Each report contains MAKE rankings, metrics, trends and analyses, and profiles of the winners.

The KNOW Network
The KNOW Network is a global Web-based professional knowledge sharing network. Its principal aim is to help you create the best possible level of performance across your organization by building on the know-how and skills of world-class knowledge-driven enterprises.

The KNOW Network is not a ‘talking shop’ or an academic think tank. The KNOW Network focuses exclusively on helping you identify, adopt, manage and improve specific Knowledge Best Practices, ranging from increasing your organization’s Intellectual Capital through Innovation to developing Social Networks to creating a Learning Organization. Using the latest Internet technology, The KNOW Network brings you an array of Web-based services to expand and improve your organization’s performance by:

• developing new insights and strategies based on exclusive access to proprietary research, including the Global and regional Most Admired Knowledge Enterprises (MAKE) studies.

• conducting Organizational Knowledge Audits and Enterprise MAKE Assessments with proprietary KNOW Network tools.

• using The KNOW Network databases of Best Knowledge Practices to conduct regular self-assessment audits and external benchmarking comparisons.

• facilitating the transfer of Best Knowledge Practices quickly and efficiently into your organization.

• contacting the best minds in knowledge organizations around the world.

• learning from KNOW Network members with relevant expertise and experience – they will be happy to share it with you.

• keeping in touch with the latest thinking and approaches to knowledge creation, sharing and use.

• integrating your knowledge management practices into overall enterprise strategy.

"Innovation and speed have become the key differentiators in the market place and improvements in knowledge management processes in our companies is central to their being innovative and nimble footed." says Ratan Tata, Chairman, Tata Group.

KM and People Behaviour

2010-02-14T08:21:00.000-08:00

Knowledge management initiatives will succeed only when people within the organization make the positive choice to contribute their knowledge, and to use knowledge to improve what they do.

The most important responsibility of corporate leaders is to influence people to satisfy their needs by sharing, adapting, and using knowledge to create new knowledge – that is, to do something with knowledge that will make a positive difference for oneself and one’s organization.

With this blog I am trying to briefly outlines a framework for understanding how people make those choices, and a guideline for influencing end users to contribute to and use knowledge systems

To create the knowledge environment where people make choices to contribute and to use/apply knowledge requires the following elements:

• An understanding of what drives people’s choices to share knowledge.
• An understanding that everyone’s “drivers” are different.
• Self-awareness throughout the organization of effective and ineffective knowledge behaviors.
• Use of encouraging behaviors to facilitate more effective contribution/use behaviors.

We need to develop a passion-based culture, and each team member should be challenged to remain congruent with the following three values in relationship with oneself, our clients, and our company:

• Integrity. Is what I’m doing congruent with my values and with the collective needs of myself, our clients, and the company?
• Responsibility. Do I do what I say I’m going to do? Do I live up to my commitments to other team members, clients, and the company? If I haven’t, what have I learned and what can I do differently going forward? Further, what consequences am I accountable to bear as a result of not being responsible?
• Self-awareness. What choices do I make, and why do I make them? Can I make more effective choices? How can I more effectively share with coworkers the knowledge of who I am and what I know?

What is motivating for one person is not for another. Leaders should communicate constantly to address each of the four needs, and build flexible systems for motivations and rewards. They banish fear from the workplace, lead by example, and honestly encourage participation, feedback, and the belief that employees and the organization can meet their needs simultaneously. Leaders should:

• Listen more than speak. People want to share when they’re truly listened to.
• Question more than explain. Explaining is the bane of most managers in their perceived role of “translating” what we do upward, downward, across, and outside the organizaiton. Explaining blocks the ability to understand others’ points of view and to learn.
• Move decision making down more than up. Expect employees to be responsible and acccountable for their behaviors and actions.
• Facilitate more than dictate. We can never do more than facilitate. In spite of what we dictate, people will still make their own choices.

Knowledge managers can also engender more effective behaviors by:
• Communicating about KM in multiple dimensions.
• Providing flexible rewards.
• Making knowledge more “explicit” by documenting and sharing.

Corporate investments (time as well as money) in KM systems and staffing are wasted if one doesn't start with people and behaviors. The first step in KM is to understand and influence people to make effective choices that will create new knowledge and innovation in their organizations.

For knowledge managers the challenge and opportunity is to banish fear from the workplace and create an environment of trust: be conscious about how often fear motivates decisions, and create a more stable, less reactive basis for moving organizations forward.

Knowledge Audit

2010-02-06T04:37:00.000-08:00

Identifying the current knowledge assets within an organisation is very important prior to one embarks onto Knowledge Management. This process of Knowledge Audit make those knowledge assets accessible and useable as well as help to identify potential or actual knowledge gaps. The aim of KM process should be to leverage maximum added value from the knowledge resource. A Knowledge Audit answers the follwoing questions:

1. What does the organisation know?
2. What could it know?
3. What should it know?

Here I would like to present a model for audit process - it should focus on identifying and mapping the structure of an organisation's knowledge rather than the content. This provides a common frame of reference and helps to scope the task.

The knowledge of the organisation is likely to contained within
1. Skills, experience, qualifications of employees
2. Document held centrally, in departments and by individuals
3. Archives
4. Electronic systems - databases, emails, intranets, etc.
5. Contacts and networks of which the organisation is part
6. Contacts and networks of which the individual within the organisation is part (both internal and external)
7. Libraries (either central or distributed within the organisation)
8. Relationships with other firms
9. Training materials
10. Patents, publications and research reports
11. Finance and personnel department records
12. Knowledge accessible to the organisation - although not held by it.

Having mapped the knowledge assets, the next step is to produce an outline of content and to address the questions:

1. Is the knoweldge we have accessible? How can it be made more accessible?
2. Is the knowledge we have continuously updated? What are the processes for capturing new knowledge and updating existing knowledge? Are they effective?
3. Is the knowledge we have sufficient to meet the present and future needs of the organisation? Where are the 'knowledge gaps' and how can we fill them?
4. Are we using knowledge we have effectively? How can we leverage more value from it?

Producing an outline of content may also involve exploring the ‘tacit’ knowledge of employees. This is the knowledge that individuals have based on experiences, beliefs and values that may not be codified or in the public domain. This can involve using focus groups and job analysis techniques.