Knowledgeheimer, a new way to identify KM problems without being limited by structures, tools and frameworks.
Originally posted on Business Management:
Ford’s production lines have marked a turning point in human history. Business had to change and whoever did not understand the need for automation and series production was to be crushed by industrialization itself. After nearly 100 years, Skandia marked the official beginning of “the knowledge era”: Leif Edvinson was hired in the early 90′s as a CKO (Chief Knowledge Officer) in order to capitalize intangible assets of the organization. At Skandia’s size, it was obvious that there were a lot of resources wasted and they spent a lot of time “reinventing the wheel” rather than facilitating transfer of expertise, innovation, lessons learned – in a word, knowledge.
Two years ago I began to work on “capitalizing” knowledge in a territory stretching from northern countries to South Africa and from UK to India which made me look with great interest on this topic. I found that knowledge management is perceived differently from one company to another (with some elements in common) and what works in some parts of the world as formal structure has no relevance in another cultural environment. Also, the literature is divided, sometimes the KM (knowledge management) function being located in the organizational chart somewhere similar to internal audit, sometimes subordinating it to the CEO, Business Development or, in early literature, integrated or confused with IT.
Out of the box