KM Strategy

Knowledge Management Strategy
A knowledge management strategy is simply a plan that describes how an organization will manage
its knowledge better for the benefit of that organization and its stakeholders. A good knowledge
management strategy is closely aligned with the organization’s overall strategy and objectives.
Benefits of Knowledge Management Strategy

A good, clear knowledge management strategy can help to:
> increase awareness and understanding of knowledge management in your organization
> articulate the business case and identify potential benefits
> gain senior management commitment
> attract resources for implementation
> communicate good knowledge management practice
> give you a clear, communicable plan about where you are now, where you want to go,
and how to plan to get there
> give you a basis against which to measure your progress
Process
There are many ways to approach the development of a knowledge management strategy, as well as
many ways of presenting the strategy document itself – there is no “one size fits all”. Larger
organizations will probably need a detailed, formal strategy document whereas for a smaller
organization something briefer and less formal might be more appropriate.
The strategy document

As a general guideline, a strategy of any kind tends to include answers to three key questions:
where are we now, where do we want to be, and how do we get there?
A relatively brief and informal knowledge management strategy might be structured around these
three questions and include things like:
1 Where are we now?
An assessment of the current situation. How does current knowledge management
practice (or lack of it) affect the organization’s ability to meet its goals? How does it
affect the effectiveness of individuals and teams? To what extent do the organization’s
culture, processes and systems currently act as enablers of, or barriers to, good
knowledge management practice?
2 Where do we want to be?
An outline of what knowledge management will do for the organization. How will it help
the organization and the people in it to meet their objectives? What might “good
knowledge management practice” look like for this organization specifically? How will
you know when you are there i.e. how will you measure the progress and value of your
efforts?
3 How do we get there?
Describing the specific actions that will be taken to get to where you want to be. An
action plan covering the three key elements of people, processes and technology: what
specific knowledge management tools and processes will you use; how will you
motivate people and realign your organizational culture to a “knowledge friendly” one,
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and how will you develop the supporting technological infrastructure? Also needs to
include details of resources required, deliverables, time- scales and responsibilities.
For the larger organization requiring a more formal and detailed

strategy suggesting the following format:
> Executive summary – no more than 1-2 pages.
> Background – giving sufficient context about what initiated this strategy and where
this document fits within the wider context.
> The case for knowledge management – starting with your organization’s definition of
knowledge management, then explaining the contribution that better knowledge
management will make to your organization, based on core organizational objectives.
> Current knowledge management situation – highlight existing knowledge management
activities and experience, outlining the benefits and explaining how these can be built
upon; expose barriers to further progress.
> Stakeholders’ challenges and knowledge needs – summarize the key issues and
knowledge needs of the organization and relevant stakeholders (e.g. leaders, staff,
patients, and government authorities etc.); include an assessment of the existing quality
and accessibility of knowledge resources.
> Knowledge management vision and strategy overview – it is often useful to encapsulate
an inspiring vision and mission in one or two sentences each; this is followed by some
key knowledge management objectives.
> Details of strategy – outline the list of activities and projects to be implemented; it is
useful to group these into specific themes or areas of action; typical themes might
include: knowledge management tools and techniques; people and cultural aspects;
knowledge management skills development; technology; leadership and governance
(who will own and drive the strategy); communications (how will the strategy be
promoted and rolled out); and measurement (how will performance and progress be
measured).
> Action plan – give details of deliverables, time-scales, resources and budgets required
for all actions, and reiterating the benefits.
> Dependencies – highlight critical dependencies such as the availability of key
personnel, approval of budgets etc.; also spell out the impact of “doing nothing”.
> Conclusions/Next Steps – a simple outline of what needs to happen next to move the
agenda forward and translate the strategy into action.
> Appendices – typical appendices might include the findings of a knowledge audit, some
background material on knowledge management such as definitions, summaries of any
existing knowledge management projects or initiatives, etc.
Developing your strategy

In developing a knowledge management strategy, various practitioners offer a range of tips, some of
which are outlined here:
1 Start with your organization’s strategy and objectives
The most important factor in guiding a knowledge management strategy is the
organization’s overall strategy and goals. Given that the whole purpose of knowledge
management is to help the organization to achieve its goals, the knowledge management
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strategy should describe precisely that. In order to do that, you need to understand what
your organizational goals are, and how you are currently performing against them. Talk
to key people throughout your organization about strategy and goals. Look at what
various departments or functions are doing. Discuss plans for the future, and look at
factors that influence reaching goals. Get a feel for how sub-optimal knowledge
management might be currently limiting the organization in achieving its goals, and how
better knowledge management might help it to achieve them.
Look for gaps that could prevent the organization from achieving its goals. As you talk to
people, be on the lookout for the issues that are really causing them problems – their
“pains”. As well as problems, look for opportunities – not only the chance to fix things,
but also the chance to do something new or better. Needs, problems, pains and
opportunities give you an opening to use knowledge to make a difference.
As well as being be an integral part of the wider organizational strategy, a knowledge

management strategy should also be coherent with human resources and information
technology strategies.
2 Conduct a knowledge audit
A knowledge audit is an investigation into an organization’s knowledge management
“health”. A typical audit will look at:
➔ What are the organization’s knowledge needs?
➔ What knowledge assets or resources does it have and where are they?
➔ What gaps exist in its knowledge?
➔ How does knowledge flow around the organization?
➔ What blockages are there to that flow?
➔ To what extent do its people, processes and technology currently support or hamper
the effective knowledge management?
The knowledge audit can reveal the organization’s knowledge management needs,
strengths, weaknesses, opportunities, threats and risks. It provides an evidence-based
assessment of where the organization needs to focus its knowledge management efforts.
3 Think about people, processes and technology
When planning your approach to knowledge management, be sure to address each of the
three key aspects of people, processes and technology. It is often said that any knowledge
management strategy that does not incorporate all three is destined to fail.
4 Think about capturing versus connecting
A key decision in developing your strategy and in selecting knowledge management tools
and techniques involves looking at the relative focus on explicit and tacit knowledge – in
other words, do you want to focus on connecting people with information, or on
connecting people with people? Of course this is not an “either/or” decision and most
knowledge management strategies tend to involve a combination of the two; the optimal
balance between them will depend on your organizational context.
5 Balance a long-term vision with quick wins
A good strategy will reflect a balance between “quick-wins” and building a sustainable
knowledge management capability into the long-term. The advantage of quick wins is
that they allow people to see immediate benefits, and therefore they are more likely to
give their support.
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As well as seeking a number of quick wins, try not to be over-ambitious in the short to
medium- term. Avoid long lists of things to do. You cannot change an organization
culture and ingrained work habits overnight. Pick a few core activities where you can
make a difference, and prioritize and focus on those. At the same time, do keep your
long-term vision in view.
6 What’s in it for me?
Gaining support and acceptance for your strategy and ultimately embedding knowledge
management into the organization is about winning “hearts and minds”. Think constantly
about addressing the “what’s in it for me?” question that those whose contribution is
needed will invariably ask (and even if they don’t ask it in so many words, you can be
fairly sure they are thinking it). Always anticipate that question from all of those
involved – senior managers, budget-holders, middle managers, staff, patients, those
departments and functions whose support you will need such as human resources and
information technology. In answering the “what’s in it for me?” question, consider the
three key levels of “me”: myself, my team/department/function, and my organization as a
whole.
7 Build the evidence with pilots
The vast majority of knowledge management practitioners who have learned from direct
experience strongly recommend using a pilot project as a “test bed” before launching any
new knowledge management initiatives. Pilots have a number of advantages: they allow
you to test an approach with a small group of users to find what works and what doesn’t,
and to refine your approach and “get it right” before rolling out across the wider
organization. This means that when rolling out, you already have evidence to demonstrate
that what you are advocating actually works in practice.
Similarly, your learning and “mistakes” have taken place in a contained environment, so
they will not have a negative impact on the organization as a whole view of knowledge
management. You are therefore strongly advised to build pilot projects into your
knowledge management strategy before seeking to launch any major new initiatives.

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Knowledge Management Strategy

Benefits of Knowledge Management Strategy

The strategy document

For the larger organization requiring a more formal and detailed

Developing your strategy

As well as being be an integral part of the wider organizational strategy, a knowledge

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