A KM strategy that will deliver value to the organisation will include the following;
Knowledge vision – what do you want to achieve?
Managed conversations – not just encouraging people to speak to each other but managing the process so that the conversations add value to the business.
Knowledge activists – you may have a central KM team but what about activists out in the business. These are the people that ‘workers’ will pay attention to, they are part of their work group, they can make or break a KM program.
Enabling context – are staff in your organisation empowered. You might have the very best strategy but if the context within which it has to operate is not an enabling one, you could very well be disappointed in the results.
Globalised knowledge – knowledge is not held by one project or one asset but shared globally in your organisation. Knowing how to do something very well in one location is great but being able to do the same thing very well in all locations is spectacular.
Knowledge leadership – subject matter experts can retain their knowledge and use it for their own personal advancement or they can take a leadership position and sharing it, encouraging others to re-use what they already know. It increases competency within the organisation and reinforces the enabling context.