I've been in business for over a decadeKnowledge managementCounselor, i've seen a lot of companies understand this as a wiki, a shared disk, an internal announcement. It's not wrong to go in the right direction, but it's not really going to run. Enterprise knowledge management measures, i. E., systems, processes and people working together, are only the end carriers. Next are a few of the hands that i've repeatedly tested, and that really works, which i've been able to draw。
What are enterprise knowledge management measures
One of the easiest things to ignore isAssign knowledge ownerI don't know. Each business module must have a person who is fully responsible for knowledge outputs and updates, who is not an administrative post but a business backbone. I mentored a manufacturing enterprise and placed the responsibility for updating the equipment failure screening manual on the head of the workshop, making it mandatory to record root causes and disposal programmes within 48 hours of each unplanned shutdown. Three months later, the error correction rate for the manual dropped by 60 per cent, and the number of new recruits dropped from two weeks to five days. Without owner, the knowledge base will soon become a graveyard — unattended, unafraid, untrustworthy — and six months later it will be more dangerous than nothing。
Second, it embeds knowledge into existing work streams and does not involve extra action. The system is automatically included in the casebook, and employees do not feel that they are working, but after six months the training cycle for new recruits runs from four to nine days. It is necessary to record the "spreadholes" before research and development, and this debris information accumulates as the most valuable escape guide。Embedded instead of attachThis is a watershed in knowledge management landing, and implementation is almost complete。
How do knowledge management measures work
The premise of effectiveness is that the leadership is useful, not that the word "values knowledge" is on the mouth. I've seen a company that ceos make direct decisions about the dynamics of the competition and the industry's re-entry reports in the knowledge base, and the next person who looks at "the old boss really turned this over" comes up immediately. On the other hand, when the documents were stacked in the library for one year without being opened, the staff agreed that they did not exist. The worst thing about knowledge management is that it's not without toolsNo tools, no scenesIt's nothing to build。
It's easy to measure. Instead of a fancy list of points for intellectual contributions, it would be enough to focus on two numbers: the frequency at which knowledge is being deployed and the number of repeated incidents resulting from knowledge deficiencies. The former indicates that the value is in circulation, while the latter indicates where the gap is. Quarterly reporting refers only to these two figures, which are simple, supportive and contribute to filling gaps. If a knowledge entry is called zero for three months in a row, either it is out of date or it should not exist at all, simply offline and away。
Ultimately, enterprise knowledge management measures are not it projects, but management actions. The choice of tools is cheap, and the key is whether people want to write it, whether they want to turn it over or whether they want to use it after it is finished. Watching these three things works better than buying any saas system, and it works more than 10 full-time mobilizations。
