This phase is about implementation of the KM strategy and plans. In many initiatives there will be a combination of 'quick wins' and major projects. Therefore some smaller activities may well start before all design aspects of Phase 3 are complete. For the major projects, some test pilots will usually take place before full-scale roll-out. The frameworks and plans developed earlier will provide a 'roadmap' (blueprint) within which all the tasks are carried out.
The section describes various aspects of implementation in the following pages:
- Leadership - what it takes to lead a successful KM initiative; this is not just about a senior business leader, such as a CKO (Chief Knowledge Officer), but of developing leaders throughout the organization
- Critical Success Factors - the seven things that you invariably have to get right to achieve the results you want; these factors were first developed following our research into knowledge management in 1996, and with minor nuances have stood the test of time
- Content Management - the processes for developing, deploying and maintaining information on intranets and portals; in many cases too much emphasis is given to the 'nuts and bolts' of CMS systems (the IT software) rather than the processes that make for a good (explicit) knowledge resource
- Organizing for KM - the organization structures, rôles and skills that need to be developed; some are specialist skills, but underpinning them all are some generic management and people-oriented skills
- Developing a Knowledge Enriching Culture - the behaviour and values that engender creative knowledge generation, sharing and exploitation; a knowledge hoarding culture is the biggest impediment in many a KM initiative; we give tips on how to overcome such attitudes
- KM Software Solutions - not a blow by blow review of software on the market (you'll find some of this in a future KM toolkit setcion), but rather the things to do to roll out new software successfully and to gain user acceptance.
Although this order corresponds to that of the diagram, you may well find in practice that the susbstantive activities of content generation, implementing KM practices and deployment and training in software attract most attention. However, the determinant factors of success are those associated with organizational culture and leadership. These important topics are covered in more detail elsewhere on this website, including articles and in topical themes.
Last updated: 19th March 2011