Eight Pillars of Knowledge Management
Eight Pillars of Knowledge Management
Eight Pillars of Knowledge Management
Many initiatives do not get off the ground because of the difficulty of making the
Investment - profits relationship tangible, normally resulting in a justification based on
costs-results. We must remember that failure to implement knowledge management in a
company involves an opportunity cost, i.e., asacrifice in monetary terms brought about
by not opting for an alternative.
It is necessary to find the synergies that exist between both elements. Experience tells
us that people (experts, communications, relationships and incentives) are more
important than technology (hardware, software, Intranet) by a ratio of approximately
70:30. Operating procedures must be crystal clear before choosing the systems to
support them, and the decision to implement them must not be taken on the basis of a
technological solution already existing on the market.
It is very difficult for a project of this nature to go ahead if there is not a series of
objectives and Explicit responsibilities both during its development (promoter, project
manager, implementers) and in the institutionalization of the new way of working
(expert, contents producer, contents approver, Contents manager, collaborator, user).
The roles defined may be grouped into one or severalpeople depending on the volume
of information and the size of the organisation.
The nature of the organisation and the associated culture will favour or impede this
step. It is normally believed, and therefore valued and prized, that it is not natural for
either organization or individuals to share information. Due to the points made in Pillar
3, the tendency is to absorb the maximum possible amount of knowledge in an
organization, conveying the minimum amount possible. To do otherwise is the stuff of
“losers”, which none of us wants to be; we all want to be winners. The reality that must
be conveyed is that the only situation in which both parties win is when the individuals
and the organisation share valuable knowledge.
Pillar 6: "Knowledge Management requires the simultaneous commitment of all
members of the organization”
Leadership should not be one directional only, ie. Vertically from Top Management
down to the rest of the organization (top-down); it must also go in the opposite direction
(bottom-up), and horizontally within the areas and departments of the company. To do
this, it is essential to first identify and encourage internal leaders so that the initiative
turns into a long-lasting commitment, of employees with employees, and with the
organisation as a whole.
What happens when someone leaves the company? How far does confidentiality in the
use of knowledge go? What are the security parameters for information management?
What controls are there on information flows (e-mail, Internet)? Where should we store
the data and what use should we make of it? These are some underlying questions
which require an ethical approach since they seriously affect our employees and their
privacy.