Knowledge Management

The capture and dissemination of institutional knowledge is a constant challenge for both for profit and non-profit organizations. Knowledge management should be about leveraging this knowledge to increase organizational performance both internally and externally. The Digital Nervous System concept pioneered by Bill Gates, is an effective way to structure knowledge management thinking and practices.

Assessment Questions: Do we truly understand our knowledge needs (both internal management and external market driven)? Do we know what knowledge currently exists within the organization? How do we address knowledge gaps? How do we currently capture institutional and staff knowledge? How do we ensure that knowledge is effectively disseminated throughout the organization? Do we value knowledge management as a catalyst for enhanced organizational performance? What barriers and enables exist to enhancing our knowledge management process? Do we use our internal knowledge to establish and promote internal best practice thinking?

Intervention: Develop a knowledge management plan using the Gates’ Digital Nervous System model as a catalyst to audit existing practices and identify impending needs in the following areas: basic operations; business reflexes; strategic thinking; and customer interaction.

Miscellaneous: Ultimately any effective knowledge management process will require an on-going investment in technology and training. There are of course low-tech solutions, but they aren’t feasible or advisable in the long term. Contrary to popular belief, a basic knowledge management technology driven architecture is not that expensive and can be built leveraging standard business software applications. Lastly, it is also important to spend the time necessary to convince staff (especially program staff) of the benefits of spending their time of this type of activity; all persons responsible for populating the knowledge architecture must see the value added benefit to themselves and their departments.

Approach:  

• Review and assess existing knowledge management processes, especially as they pertain to the categories espoused in the Digital Nervous System model 
• Conduct 1:1 interviews with senior and management level staff to uncover knowledge gaps 
• Administer survey of staff to further assess knowledge needs 
• Research best practice approaches in both the non profit and for profit sectors to identify models applicable to client situation (1) Technology and non-technology driven 
• If necessary, conduct educational workshops on the value of knowledge management 
• Prioritize knowledge capture priorities and plan intervention accordingly; strive for “big hit” value items 
• Create a knowledge management plan with both short and long term objectives